DMI-NovDec 2017 by MeshMix Media

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V O LU M E 1 – I S S U E 3 • N O V / D E C 2017

W W W. M E S H M I X M E D I A . CO M

LEADERSHIP LESSONS FROM AN

INDUSTRY CHAMPION BFW CEO RAVI RAGHAVAN, who continues to chart an exceptional career in manufacturing, shares unmissable lessons learned from mentors and years of front-line experience.

Creating Tool Performance

A member of the UNITED GRINDING Group

HELITRONIC ESSENTIAL Economic tool grinding from 1 – 100 mm Ø and up to a total length of 255 mm

The 5-axis CNC tool grinding machine HELITRONIC ESSENTIAL is the first choice in the HELITRONIC family when it comes to the flexible regrinding and production of rotationally symmetrical tools and production components in the above-mentioned dimension range. Its productivity is unrivalled here. www.walter-machines.com

United Grinding GmbH – India Branch Office & Technology Center # 487, D1 & D2A, 4th Phase, KIADB Main Road, Peenya Industrial Area, Bangalore – 560058 Tel. +91 80 3025 7600 · Fax +91 80 3025 7603 · madabhavi@grinding.ch · www.grinding.ch

Creating Tool Performance

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CONTENTS

16 18

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Industry News SCHULER Leroy-Somer

Upcoming Events METAV

Showcase CG Tech

Product News Marposs-Merlin Seco Tools Camille Bauer Sigmatek SCHUNK / Dorner FLUKE

Cover Story BFW

12 62 13 14 16 18 19 64 65 68

Success Story InSight Stratasys Renishaw Kennametal Nord

Opinion TIL LTD

Trending United Grinding

Primer DMG MORI

Book Excerpt Steve Miller

28 38 40 58 60 34 43 44 48

Impact Feature Sudhir Patankar

Innovation Portescap

EMO Special Marposs

Feature KOLMORGEN

Regular Editor’s Letter Publisher’s Letter Notes From The Field Imprint, Company Index & Advertisers Index

54 56 57 66 6 8 10 70

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Message | EDITOR’S LETTER

The Worst Of Times. The Best Of Times

f you look at the stride of India’s manufacturing sector around the time GST came into force, that is, during the period of June-October 2017, it is like that of a child lost at fair who may be discovering his way home. The Index of Industrial Production (IIP) contracted, for the first time in four years, by 0.1 percent in June 2017 mostly on account of pre-GST destocking and production deceleration, thanks to the myriad apprehensions around GST. In July, it found its feet with a positive 1.2 percent growth (though still a lot less than July 2016’s 4.5 percent). August 2017 brought good cheer with IIP clocking a healthy 4.3 percent thanks to restocking and increased production ahead of the festive season. September’s IIP, however, slid to 3.8 percent, brought down mainly by the dismal performance of SMEs, consumer durables and jewellery sectors. Consumer durables (FMCD), particularly, saw a sharp contraction of 4.8 percent in September. To compare, FMCD saw an output growth of 14 percent in September 2016. IIP data for October is yet to be released, but the next best indicator, Nikkei India Manufacturing Purchasing Manager’s Index (PMI) has reported that the manufacturing activity slowed from September’s score of 51.2 to 50.3 in October – a score of 50 or more indicates expansion. The PMI report pinned the October’s stagnation on GST’s negative impact: “The downward movement in the headline index was partly driven by a stagnation in new business [demand]. Panellists linked subdued demand conditions to negative impacts of GST. New export orders for Indian goods reduced in October. Moreover, the rate of contraction [in October 2017] was the fastest since September 2013.” Point is, GST’s implementation has had a certain, palpable effect on India’ manufacturing growth in the near term. For a tax reform that has for years been termed as India’s biggest regulatory reform, one that will unleash the country’s true economic potential, GST looks, from all accounts, to be a bitter medicine for the manufacturing sector. The biggest sufferers have been the SMEs. Demonetisation dealt a severe blow to the small and medium manufacturing units that saw large-scale worker attrition, rendering the SMEs heavily unprepared to move into the GST regime. SMEs comprise 90 percent of India’s manufacturing sector, which means that it will take quite a while and a lot of systemic support for India’s manufacturing to come to terms with the new realities. Which is why the timing of Dynamic Manufacturing India (DMI) magazine’s birth is fortuitous. To quote Charles Dickens out of context, it is the best of times and the worst of times for a manufacturing sector magazine to take its first steps. It is the worst of times because the industry is in a tailspin and the best of times because DMI has been presented with an opportunity to play a role, no matter how small, in the revival of the industry. An opportunity to do what we do best, only better – bring out the real issues, bring together the best minds of the industry to find the way forward, and highlight success stories that provide inspiration to one and all. We hope that our current issue bears testimony to our claim. Let us know, dear readers, of how, what, and where we can do better. Help us help the industry. Write to me at editorial@meshmixmedia.com

ANAND PANDEY Editor Meshmix Media

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Message | PUBLISHER’S LETTER

Your Partners In Growth

he current issue of Dynamic Manufacturing India is unique and that’s what makes us stand out among our competitors. Our previous issue was ‘GST Impact Special’ where we highlighted the ground reality and the way forward for the manufacturing industry in the wake of GST. We spoke to people about their take on Industry 4.0, brought to you the highlights of EMO 2017, and covered the supply chain industry. Here in our third issue of Dynamic Manufacturing India, we are proud to have interviewed a leading light of India’s manufacturing industry, Mr Ravi Raghavan, CEO and MD, BFW. We were fortunate to learn from him very many life-changing lessons that we believe would help you realize your career goals. As important are the insightful articles that Mr Ravishankar and Mr Subrata Sarker have written on the subjects of SME Growth and Industry 4.0 that you will find supremely useful in your work. According to the recent Global Manufacturing Competitiveness Index published by Deloitte, India’s manufacturing sector has the potential to reach $1 trillion by 2025. India is expected to rank amongst the top three growth economies and manufacturing destinations of the world by the year 2020. Our country is on the path of becoming the world’s hi-tech manufacturing hub, thanks to the Make in India initiative. Also the news about India being risen up 30 notches into the top 100 rankings on the World Bank’s ‘ease of doing business’ index will bring manufacturing and others sectors more positive results as bring in foreign investments and the resultant growth. Standing at the threshold of the year 2018, we wish you a superlative growth for the coming year and beyond, keeping in view all the developments that are happening in our country. At MeshMix, we want to be known for creating business experiences which are intriguing and unique. We wish to assist our clients in achieving their brand vision. Our vision for 2018 includes doing innovative activities such as custom publishing, industry handbooks, technology whitepapers, and providing comprehensive services such as content management, event management, and customised marketing management for clients. Our mission is to create strong benchmarks of reliability, trust, integrity, and social responsibility. Our goal is to provide exceptional service and follow through on our promises. We wish to contribute to the growth of the Manufacturing Sector through mass communication, awareness and collaboration. The secret of our success in such a small span of time is the credible, indelible relationship that we share with our readers and advertisers. We thank you all for your valuable suggestions and unbiased feedback and look forward to your views on the current issue. We thank our advertisers for their continued support and faith in us. You are our strength and your support has given has all the courage and resilience to be able to strive further. We are confident that 2018 will be a great year for all of us. We wish you all a very Happy New Year in advance. Check out our website www.machineinsider.com for the e-copy of our magazine as well as the latest industry updates. Do please write to me at preeti.m@meshmixmedia.com

PREETI MISHRA Publisher Meshmix Media

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Message | NOTES FROM THE FIELD

Vision 2018 I

t all started this month with a meeting with our Publisher Preeti Mishra. The copy that you are flipping through is Dynamic Manufacturing India’s November -December Issue, which makes it the last issue of 2017. Preeti and I discussed (and debated) DMI’s course of action for Circa 2018.

Three key things emerged from all the brainstorming and the countless cups of coffee. One, I am happy to report that the demand for DMI’s copies has far exceeded our expectations. Therefore we aim to increase our print-run substantially – distribution and circulation would be our main focus areas in 2018. Two, the sheer number of excellent case studies that we receive indicate a need for a compendium of success stories that highlight the outstanding work that our manufacturing companies are doing here and abroad. Therefore, we aim to bring a Manufacturing Handbook once every quarter in the year 2018. Three, we aim to create a platform where we have the best minds of the manufacturing industry talk about real issues and opportunities and reach doable solutions. It is not that there is any dearth of conferences and conclaves – they have become an essential part of corporate life thanks to LinkedIn and other social media platforms. At DMI, we feel that we can bring in our experience and organisational expertise to do conferences that stand apart in terms of content quality and networking opportunities. With the setting up of these three objectives, I believe we have put forth an important step toward achieving them. To quote Tony Robbins, whose words have motivated me and millions other sales guys, “Setting Goals Is The First Step In Turning The Invisible Into The Visible.” The other good part is, that DMI is well positioned to make the best of all the important industry events that happen through the year – right from IMTEX (Bengaluru) to ACMEE (Chennai) to IMTS (USA), TMTS in (Taiwan) and JIMTOF (Japan). We will bring to you preand post-event highlights from each of these shows and more. The cover story of this issue that features Ravi Raghavan, CEO and MD, BFW has been an inspiring read for me. I recommend that you do not miss the story done be our Editor Aanand Pandey, that holds very important lessons on leadership, resilience, and the most important attribute of all, integrity. I thank all the readers and advertisers who have supported us and put their trust in DMI and Meshmix Media. Write to me at advertise@meshmixmedia.com

DINESH MISHRA Senior VP – Strategy Meshmix Media

Creating Tool Performance

A member of the UNITED GRINDING Group

LASER LINE PRECISION All-in-one laser precision machining of diamond tools

The LASER LINE PRECISION replaces previous methods for grinding and eroding ultra-hard materials, such as PCD and CVD-D, through the use of lasers. It holds rotationally symmetrical tools of up to 200 mm diameter and up to 250 mm length as well as indexable inserts from 3 mm inscribed diameter and up to 50 mm circumscribed diameter. www.walter-machines.com www.ewag.com

Creating Tool Performance

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Industry News | SCHULER

Schuler Sees CEO Shuffle CEO Stefan Klebert to make way for Domenico Lacovelli

Stefan Klebert

Domenico Lacovelli

Picture: SCHULER

he Chief Executive Officer (CEO) of Schuler AG, Mr. Stefan Klebert, is not extending his contract and will leave the company in line with a mutually agreed decision on April 24, 2018, the day of the Annual Shareholders’Meeting. Stefan Klebert joined Schuler AG as CEO on October 1, 2010 and has significantly developed the SchulerGroup during his period of office so far and greatly improved the Group’s competitiveness as well as its profitability and liquidity situation. In the world’s most important growth markets for forming technology, China and North America, Schuler has significantly strengthened its marketposition by means of acquisitions and organic growth. “After eight years at the head of our company, I would now like to take up new career opportunities,” explained Stefan Klebert in Göppingen. The Chairman of the Supervisory Board, Dr. Wolfgang Leitner, thanked Mr. Klebert on behalf of the entire Supervisory Board for the many years

of successful cooperation and wishes him all the best for the future. Mr. Klebert will be succeeded by Domenico Lacovelli. With effect from November 1, 2017, he has been appointed by the Supervisory Board as a further member of the Executive Board and Deputy CEO. He will take over as the new CEO of Schuler AG after the Annual Shareholders’Meeting 2018. Domenico Iacovelli is currently the Managing Director of ANDRITZ Soutec, based in Neftenbach, Switzerland, as well as Managing Director of Schuler Automation. About Schuler Group

Schuler is a market leader in metal forming technology. The company supplies presses, automation solutions, dies, process know-how, and services for the entire metalworking industry and lightweight automotive design. Customers include automobile manufacturers and suppliers as well as companies from the forging, household appliances, packaging, energy, and electronics industries. Schuler is the leading supplier of minting presses and supplies system solutions for aerospace, rail transport, and large pipe manufacturing. In 2016, Schuler posted sales of € 1,174.2 million. Following the acquisition of toolmaker AWEBA and a majority stake in Chinese press manufacturing company Yadon, Schuler employs around 6,600 members of staff in 40 countries. The Austrian ANDRITZ Group holds a majority share in Schuler.

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METAV | Upcoming Events

METAV 2018 Trade Fair Will Feature Industry 4.0 Theme Park

For Representational Purpose. Image courtesy: METAV Picture: METAV

he METAV 2018 – the 20th International Exhibition for Metalworking Tech-nologies – will be held in Düsseldorf from 20 to 24 February. It will be show-casing the entire spectrum of production technology. The principal focuses will be machine tools, production systems, high-precision tools, automated material flows, computer technology, industrial electronics, and accessories, complemented by the new themes of Moulding, Medical, Additive Manufac-turing and Quality, which are now permanently anchored in what are called “areas” with their own nomenclature in the METAV’s exhibition programme. The METAV’s target group for visitors includes all branches of industry that work metal, particularly machinery and plant manufacturers, the automotive industry and its component suppliers, aerospace, the electrical engineering industry, energy and medical technologies, tool and mould-making, plus met-alworking and the craft sector.

Strong showplace for innovations in the northwest

The METAV 2018 positions itself as a showplace for production solutions in Düsseldorf in the heart of North Rhine-Westphalia, one of the most concen-trated, industrial economic regions in Europe. Mechanical engineering is tra-ditionally very strong here. The industry employs more than 200,000 people in North Rhine-Westphalia making it the biggest industrial employer in the coun-try. Almost a fifth of German revenue in mechanical engineering is earned in North Rhine-Westphalia. However, the METAV is not only an attractive and convenient meeting-place for manufacturers and users of the region, but also for the neighbouring Benelux countries and comparably nearby Scandinavian countries. The visitor quality here is high. In 2016, 63 per cent indicated that they have an influence on purchasing decisions. The METAV: close to the market, close to innovation

Each METAV exhibition covers a broad range of specialisms dealing with nu-merous aspects of production technology. Its soul remains the entire band-width of metalworking, an area that has once again gained considerable inno-vative potential with the digital transformation. At the same time, the METAV showcases the connections to the numerous, flanking industrial topics that decisively codetermine production technology. And it does so at a time in which Industry 4.0 is causing us to conceive value creation in a more exten-sive, universal and more effectively networked form. Events at the METAV 2018

As a showplace for innovations, the METAV 2018 doesn’t limit itself to the exhibitors, but rather it offers a comprehensive information programme deal-ing with all areas of production technology.

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Showcase | CG TECH

VUE 2017 Showcases

The Power of FORCE VERICUT V8.1 Set to Streamline Simulation

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ver 50 people from 20 of the India’s leading advanced manufacturing and technology companies attended CGTech’s latest VUE 2017 (VERICUT Users Exchange) event, held during September 2017, in the Bengaluru. The technical staff from CGTech used the event to provide customers with a feature review of the latest release of VERICUT, Version 8.1, the world’s most advanced independent CNC machine tool simulation and optimisation software, with the recently launched physics-based FORCE module taking centre stage. All the attendees were welcomed by Elias Pinto, CGTech India’s Sales Manager. He stated: “Within the leading technical industry sectors we see the ever-increasing complexity of components produced by machine tools and processes that advance at a pace to match the needs of the customers, as an opportunity for VERICUT to support industries’ goals for efficiency and productivity.” “This latest release of our software ties complex processes together with the ability to monitor and evaluate many potential problems in an efficient and consolidated way, thereby reducing the time spent in the programming and machining cycle,” he added. The company’s tech team provided everyone at VUE 2017 with an overview of the changes

and improvements offered by VERICUT Version 8.1 which is designed to run on 64-bit Windows on Windows 7 and Windows 10 computers. This latest release is focused on the various tools that can increase NC programmer efficiency, reduce production time, and detect costly errors before going to the shopfloor. For example, VERICUT Tool Manager imports 3D cutting tools from Siemens Teamcenter Product Lifecycle Management (PLM) software, connecting directly to Teamcenter to reference files, thereby avoiding the need to create external uncontrolled copies of models on a local or network drive. In one step, all 3D cutting tools for a job are imported at once.

What VERICUT Users Say

About CGTech CGTech’s VERICUT software is the standard for CNC simulation, verification, optimization, analysis, and additive manufacturing. CGTech also offers programming and simulation software for composites automated fiber-placement, tape-laying, and drilling/ fastening CNC machines. VERICUT software is used by companies of different sizes in all industries. Established in 1988, and headquartered in Irvine, California. For more information, visit the CGTech website at www.cgtech.co.in, call +91 9886442520, or email info.india@cgtech.com.

’The cycle time we get from VERICUT perfectly matched with the runtime in the actual machine. This helps us plan and load the machines in advance. This also helps us to meet our delivery commitment as we have the cycle time before the raw material arrives.’

Glimpses of VUE 2017 – Bengaluru: In Full FORCE. Picture: CG Tech

’It helps in getting the programs perfect, by making sure that the program cuts the job to size. It ensures that there are no accidents including collision in the machine and so it helps to avoid the job getting rejected.’ ’VERICUT helps us save time at each level of manufacturing such as CNC programming, validation, cycle-time reduction, etc.’

’Since the virtual simulation optimizes the tool path before producing actually on machine bed, it saves time by avoiding foam cut/dummy proving. All of which saves time as well as builds confidence from the perspective of the programmer. Meticulous checking ensures quality of machining and streamlining of production through the help of documentation generation.’ ’VUE 2017 was very useful, as we get more useful information about the new version of VERICUT. Also, it helps us to use the VERICUT software more effectively and helps us to complete the VERICUT project quickly which improves the productivity of our Engineers.’ ’VERICUT Users Exchange 2017 was a good platform to understand VERICUT and its new versions. The introduction of FORCE is game changer -- we are looking forward to [using] it.’

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Product News | MARPOSS-MERLIN

The New Merlin Plus Same Name, More Benefits

he Merlin Plus, known for its user-friendly interface and its wide range of flexibility for collecting data on the workshop floor, has been upgraded. The Merlin Plus has been re-engineered so that it can be used in more markets and adapted to various shop floor needs. The Merlin Plus will come with an Intel® J1900 Quadcore microprocessor, 32GB SSD, and two RJ45 Ethernet Ports. This unit also allows for simple manual applications that support most of the Marposs’ measuring devises, along with third-party devices; connecting them via RS232, USB, Ethernet, or Bluetooth. Still compact, the Merlin Plus is wider with a 12.1” touchscreen to fit customized pages and manage more measures than the previous version. Not only did the software get a boost in technology, the casing was upgraded as well. The design is extremely robust with its True-flat touchscreen and aluminum cover, creating a more reliable unit that can resist any corrosive coolant deposits ob-

The Merlin Plus has been re-engineered so that it can be used in more markets and adapted to various shop floor needs. Picture: Marposs-Merlin

tained from the shop floor. Angelo Pietra, product manager of Merlin line stated, “the new Merlin Plus is intuitive, user friendly, and was designed for the shop floor. We changed the Merlin Plus because we wanted to enhance our customers experience and give them more possibilities. The result was a complete overhaul of the old Merlin Plus by adding new software, more customization, a bigger display, and a more robust shell.” To recap, the new Merlin Plus offers exciting new benefits that can surly be useful on the shop floor. First, it’s easy to setup production process quality controls via online SPC, single cycles, or batches. Second, the software is easily integrated to a company network, with the ability to handle any complex measure formulas with ease. Third and arguably the most beneficial aspect of this new product, is the ability to easily customize pages into sequential steps that can guide the user through a process; eliminating as much human error as possible.

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Product News | SECO TOOLS

Seco goes beyond drilling tech with new Feedmax–P

ith the new Seco Feedmax –P drill, manufacturers gain the potential to significantly boost holemaking performance – beyond that of current drilling technology – for ISO P (steel), as well as cast-iron, workpiece materials. The solid-carbide Feedmax –P drills can increase drilling productivity by up to 35 percent while also providing longer tool life due to the combination of the drill’s new geometry and advanced coating.

Picture: Seco Tools

The Feedmax–P’s new geometry and darkcolored TiAlN coating enhance chip management and deliver high application security, allowing shops to generate more holes faster and with less required drills. In addition to strong straight cutting edges, the drill’s coolant holes are in close proximity to the cutting edges for more efficient cooling, and its narrow land margins minimise the heat exposed to the drill, while an enhanced flute design protects drill point corners and maximises the control and evacuation of chips. With its new coating, the Feedmax –P lets shops run machine tools to their full drilling potentials. Together with the drill’s strong point geometry, cutting speeds of 190 m/min are possible in SMG P5 without sacrificing tool life. Seco offers the Feedmax –P in diameters ranging from 2 mm to 20 mm (metric)/.078” to .787” (inch) and in length-to-diameter ratios of 3xD, 5xD and 7xD. Internal coolant supplies come standard to ensure maximum performance. Custom versions such as intermediate sizes and chamfer and step drills available upon request. For more information on Feedmax -P, please contact a local Seco representative or visit the Feedmax –P product page. About Seco Tools

Headquartered in Fagersta, Sweden and present in more than 50 countries, Seco Tools is a leading global provider of metal cutting solutions for milling, turning, holemaking and toolholding. For more than 80 years, the company has provided the technologies, processes and support that manufacturers depend on for maximum productivity and profitability. For more information on how Seco’s innovative products and expert services bring success to manufacturers across all industry segments.

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CAMILLE BAUER | Product News

CENTRAX CU5000: An innovation in energy automation A versatile device for monitoring and control of energy parameters

Picture: Camille Bauer Metrawatt AG

amille Bauer Metrawatt AG has combined, for the first time, the functionality of a highly accurate measurement device for heavy current applications with the capabilities of an integrated programmable logic controller. With this solution, closely coupled automation tasks can be carried out directly and flexibly by programmable logic. The advantage is evident. With this 2-in-1 concept, there is no need for additional components to implement the control task. The CENTRAX CU5000 from Camille Bauer Metrawatt AG is a measurement device based on the successful SINEAX DM5000. In the measurement

part of the device, more than 1500 measurement data values can be collected to evaluate the mains status, energy consumption and mains quality. The measurement parameters can be controlled either using buttons on the intuitive TFT display or by means of a web browser. In low voltage networks, nominal voltages up to 690 V in measurement category CAT III can be connected. In addition, by logging relevant data for each event, it is also possible to safeguard the mains quality (Power Quality). The integrated function of a softPLC based on CODESYS allows the CENTRAX CU5000 to flexibly link energy measurement data to the available I/Os or provides it on digital interfaces. As an automation component, the CENTRAX CU5000 is easy to program. Digital inputs and outputs, analogue outputs as well as a Modbus/RTU and a Modbus/TCP interface are available. In the ADVANCED version, additional field instruments can be easily networked with the controller via the Modbus interfaces. In this way, other data such as energy consumption, status or measurement data can be collected and processed. In the PROFESSIONAL version it is also possible to create your own web pages and define your own visualisations on the local display screen. In energy automation for example, the CENTRAX CU5000 includes applications for mains loading symmetry, load management, capturing all different types of energy consumption for industrial energy management, for monitoring production equipment such as transformers, motors or generators, for reactive power compensation, or explicit process control. Furthermore, the variety and sheer number of all the capabilities of the device make it possible to create independent system solutions. These in turn can very easily be linked to higher-level control and management systems (for example a SCADA or SMARTCOLLECT from Camille Bauer Metrawatt AG).

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Cover Story | BFW

Leadership Lessons from an Industry Champion

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Kothari Group's Bharat Fritz Werner (BFW), which started in the year 1961 as a manufacturer of Milling Machines, has evolved over the years to emerge as leading machine tools company with an impetus on research and development.

Picture: MeshMix Media

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Cover Story | BFW

You can’t become a leader without integrity

B BFW CEO Ravi Raghavan, who continues to chart an exceptional career in manufacturing, shares unmissable lessons learned from mentors and years of front-line experience.

engaluru-headquartered Bharat Fritz Werner (BFW), which started in the year 1961 as a manufacturer of Milling Machines, has evolved over the years to emerge as a leading machine tools company with a major impetus on research and development. In the recent few years, BFW has launched a series of initiatives such as organizing an annual Manufacturing Day, opening Dr Kalam’s Centre for Innovation and suchlike that have positioned the company as not only as one of the industry’s knowledge leaders, but also an industry champion that seeks to put India’s manufacturing industry on the global map. Dynamic Manufacturing got the opportunity to speak with Ravi Raghavan, CEO, BFW who has had a key role in shaping this vision and translating it into reality. The interview contains unmissable takeaways for manufacturing industry stakeholders, particularly for those aspiring to don leadership roles in the industry. Edited excerpts. A Mechanical Engineering by training, you now lead as CEO one of the leading Indian machine tools company. Can you share with our readers your ascent from the initial days of career to the current position – with important lessons and takeaways from your career for MEs who aspire to be CEOs one day?

Picture: MeshMix Media

One tenet that I have always followed is that hard work pays. It may not pay immediately -one has to have patience. I strongly believe that success is 99 percent hard work and 1 percent

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luck. You won’t get your share of luck unless you put in hard work. At the same time, you need that 1 percent of luck to be a Centurion. To give you another example of how that one percent of luck matters: You work very hard and get into the IIT but you have to be lucky to get a professor who can make a huge amount of difference to your life. I have been very fortunate along the way to have got the chance to work with some excellent bosses. I worked very hard to get a role with Crompton Greaves and I was lucky to work with a very demanding boss, a perfectionist to the core. Can you share his name with us?

Mr SM Trehan (Sudhir Mohan Trehan, exMD, Crompton Greaves, now Chairman, Avantha Power and Infrastructure Ltd). What are the top learnings you remember from the time that you worked with him?

I have learned a lot from him and I’ve tried to practice some of those things. One is the amount of importance that he gave to youngsters, how he would challenge them and make them do tough tasks that would help them realize their true potential. He never made you feel bad for the failures. All the people who have worked with him have gone on to have really successful careers. Two, you can’t only preach – you have to practice it too. If you say that you need people to be punctual, you have to come to the meetings in time. You can’t be coming late to the meetings and expect the customer to believe that you can deliver the product to him on time. Most importantly, you can only become a leader if you have integrity. How would you define integrity?

Integrity is the courage to do what you believe in even when nobody is watching you. After Crompton Greaves, you joined GEC Alsthom and then Tecumseh.

GEC Alstom is where I learned how to manage expectations in a way that is a winwin for everyone – there I had an Indian boss and a French boss each of whom had different expectation but one learned to meet the demand in the best possible way. From there I moved to Tecumseh Products Company. I joined in 97 and I left in 2013. It was a long and memorable journey that spanned 16 years. I joined as a senior manager and rose to the position of the MD. When I started, a couple of people told me that there is a big difference

between the other places where you have worked and Tecumseh. You were making a few machines a month there, and we make a product every second – you can’t succeed here. One of the things I learned is something that I also share with people in my current organisation – relearning is an important skill. A strategy that has proved successful once may not prove successful again. You have keep on relearning and improving. At Tecumseh, as an MD, I used to do this exercise where I would put a youngster in charge of a cross-functional team of which I would be a part. The idea was the youngsters in the organization should not accept everything that you say. One of the reasons that it made it a great organization was the fact that you could not become a functional head unless you have a cross-functional experience under your belt. There is an impression or refrain in the industry that a CEO has to come from a customer-facing function such as sales or marketing. As a Mechanical Engineer donning the mantle of CEO of a large organization, what is your message to other CEO aspirants from your function?

i believe that a CEO needs to have the whole range of functional experiences. I have [not only] spent a lot of time in manufacturing operations, I have also headed IT and have been a global director for business processes, which is a totally different experience – my team had 29 members from different parts of the world. In addition, I have also have headed sales and marketing, business development, handled projects, was head of engineering, and so on. This has all been the part of the grooming I have got being a part of all these organizations. That said, at the end of the day, a CEO has to work for the customer. He/she has to be able to help the customer solve his problem, and earn his respect. A customer expects from you a longterm value proposition – is the CEO a person who can build and manage his organization that will help our partnership to grow? That is something I also expect as a customer – not that the CEO has to be very strong in sales and marketing. Last year, you organized Manufacturing Day in Pune and have also held the eminent position of Chairman, CII Karnataka State Council for 2016-17. Can you share with us your vision for India’s manufacturing industry – from the perspectives of Karnataka’s role in the growth of Indian’s manufacturing industry as well as Mission

Key Highlight: ’This year, we organized Manufacturing Day in Gurgaon were we had the presence of Mr Sonam Wangchuk (who inspired the character of Phunshukh Wangdu of 3 Idiots). Mr Wangchuk is a Ladakhi engineer, innovator, and education reformist.’

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Cover Story | BFW

Picture: MeshMix Media

Key Highlight: ’Karnataka has been a leading force in manufacturing that has given birth to highly respected entities such as ISRO and HAL. Yet, over the last decade the spotlight moved to IT.’

Make in India?

I believe Make in India is one of the key initiatives introduced and driven by the Honourable PM. I think it’s very important for us to realise as citizens that the manufacturing sector’s contribution to GDP is abysmally low at 16-17 percent. The biggest imperative that Make in India is going to address is that of providing gainful employment to our youth. If we don’t address that objective in time, we may have social issues at hand due to unemployment. We need to realize that Indians have a natural ability to excel at mathematics and IT. We can leverage this strength of ours to take the manufacturing industry to the next level. Our country needs a huge boost in manufacturing, and we already have this ready army with you to help us realize that goal. I am very bullish about

this initiative. Combining these two elements – the IT savvy of our youth and the dynamism and strength of our manufacturing industry – can put us on a fast-track to attaining the status of ‘smart manufacturing’ or industry 4.0 as it is popularly called. What you’ve shared is a simple yet a great idea which should be considered at the policy level – I wonder why more leaders haven’t figured it out yet.

To be fair, industry associations such as CII and industry leaders including CEOs have started to talk about it. Achieving it may take time, but people have started to realize that the aspiration is attainable with the strengths that we have. That brings me to your question about

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technologies every year. Manufacturing Day is our way of contributing to the growth of industry in terms of increased awareness, dissemination of knowledge of new ideas and sharing of best practices. Just to be clear, it is not a marketing event for us – we see it as a day of celebration for the entire industry. This year, we organized Manufacturing Day in Gurgaon were we had the presence of Mr Sonam Wangchuk (who inspired the character of Phunshukh Wangdu of 3 Idiots). Mr Wangchuk is a Ladakhi engineer, innovator, and education reformist. Along with him, we had leaders of renowned companies such as Rolls Royce’s Mr Kishore Jayaraman. Bharat Fritz Werner (BFW), that started in the year 1961 as a manufacturer of Milling Machines, has evolved over the years to a leading provider of integrated automation solutions with a major impetus on R&D – can you share with us a summary of the companies evolution from your perspective and the its vision in the near and long term? "I believe Make in India is one of the key initiatives introduced and driven by the Honourable PM. I think it’s very important for us to realise as citizens that the manufacturing sector’s contribution to GDP is abysmally low at 16-17 percent. The biggest imperative that Make in India is going to address is that of providing gainful employment to our youth." Ravi Raghavan, CEO, BFW

Karnataka’s role in Mission Make in India. Karnataka has been a leading force in manufacturing that has given birth to highly respected entities such as ISRO and HAL. Yet, over the last decade the spotlight moved to IT. However, thanks to government’s intensified efforts to promote manufacturing in the state, the sector has started to attract talent. With the dual advantage of IT leadership and the strong culture of manufacturing, Karnataka is well poised to become India’s leading manufacturing hub. What is the thought behind Manufacturing Day, the event that you organize every year?

Personally, I .am passionate about manufacturing, and as a company, BFW has been passionate about manufacturing for over 55 years, evident from the fact that it has introduced newer

I have been fortunate to be associated with this brand. BFW has always stayed ahead of the curve. From 1964 onwards, right from the time of the Fritz Werner JV, BFW has always been respected for its engineering skills and products. This is the paradigm of excellence that we want to continue with. We want to continue being a company that works with customers as a partner and helps in the growth of the customer. To give you an example in how we ensure that, we have a cross-functional team working with a Japanese manufacturing leader. As part of the collaboration, we conduct monthly discussions, wherein we learn more about how to make a better product and they learn more about how to use the machine more effectively. BFW, has announced a major facility expansion recently for its Hosur and Bangalore locations to attain the enhanced market demand. Can you share with us the requirement and the objective of the expansion?

We have been strong in milling technologies. A lot of clients came to ask us about turning machines as they were using our Machine Centres. So three years ago we ventured into turning machines because we wanted to give a complete solution to the customers. We believe that now with the current portfolio, we are going to grow much faster. With the government’s drive to increase Manufacturing from the current 17 percent of GDP to 24 percent, we see a huge demand for machines in the next five years, Plus,

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Cover Story | BFW

Picture: MeshMix Media

Key Highlight: ’At BFW, our aim is to democratise knowledge so that everyone, including the youngsters, is able to add maximum value to their work and therefore the organization.’

newly opened sectors such as aerospace and defence are also going to take off. We want to double our capacity which will be sufficient for us for the next 3-4 years. In 2016, BFW established Dr Kalam’s Centre for Innovation. Can you share with us its objective and role in the expansion of your company?

Dr Kalam’s Centre for Innovation is a big step towards putting a structure to our research and innovation endeavours. The mandate of the Centre is to do applied research which we can use in the development and application of the machines. We have been big admirers of Late Dr Kalam – we got in touch with the family and they were kind enough to allow us to use the name. They were present at the launch of the centre. . India’s manufacturing industry faces a perpetual challenge in the area of Talent Management particularly in the areas of

finding and retaining the right talent. What are your views on this issue?

The paucity of skilled talent is a big challenge for manufacturing companies. During the last decade, the best talent was drawn to the IT and financial sectors. You will see a lot of companies in the manufacturing sector, where you will see a gap in the middle management. The good news is that now that trend is reversed – a lot of new talent is joining the manufacturing industry. Typically, manufacturing companies are conservative in approach – it is a good thing that they are now attracting youngsters who are brimming with new ideas and think differently. People in the senior management have a lot to learn from the young people and vice versa. Organisation that can manage this balance will grow fast. At BFW, our aim is to democratise knowledge so that everyone, including the youngsters, is able to add maximum value to their work and therefore the organization.

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ExpertSpeak | INSIGHT

Ten Commandments Of Growth For SMEs Ravi Shankar S, Manufacturing Excellence Consultant and former MD, DMG MORI India, provides a detailed analysis of the role of SMEs, their challenges and critical takeaways on what can help them survive and thrive.

he Micro, Medium and Small Enterprises in India are defined on the basis of investment in Pant & Machinery and Equipment under the MSMED Act 2006. The Present Investment Limit for MSMEs is as under (refer table) SMEs play a critical role in generating millions

of jobs. The country’s 1.3 million SMEs employ close to 40% of India’s workforce, contribute 45% to India’s manufacturing output, and 40% to India’s total exports. However, due to their low scale and poor adoption of technology, the SMEs score low on productivity – they only contribute 17% to the Indian GDP.

Key Highlight: ’In today’s increasingly competitive environment, companies are under constant pressure to rampup production with minimal cost, and required quality.’

Type of Enterprise

Manufacturing Enterprises

Service Enterprises

Type of Investment

Investment in Plant and Machinery

Investment in Equipment

Micro Enterprise

Upto Rs.25 Lacs

Upto Rs. 10 Lacs

Small Enterprise

From Rs.25 Lacs to Rs. 5 Crores

From Rs.10 Lacs to Rs. 2 Crores

Medium Enterprise

From Rs.5 Crores to Rs. 10 Crores

From Rs.2 crores to Rs. 5 Crores

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More Prone to Sickness

An industrial unit is considered sick when its financial position is unsatisfactory and it worsens year after year. SMEs are more prone to sickness as compared to large companies. The reasons for sickness are different in different units. They can be classified as Internal and External. Internal Causes for Sickness

a. Lack of finance: Poor utilization of assets, inefficient working capital management, absence of costing & pricing, absence of planning and budgeting and inappropriate utilization or diversion of funds. b. Bad production policies: The another very important reason for sickness is wrong selection of site which is related to production, inappropriate Plant & Machinery, bad maintenance of Plant & Machinery, lack of quality control & lack of standard research &development. c. Poor Go-to-Market Strategy: Wrong demand forecasting due to wrong market research data, selection of inappropriate production mix, absence of product positioning, and bad sales planning. d. Bad Personnel Management Practices: That include poor wages and salary administration, bad labour relations, lack of communication on vision and Growth Opportunities – these issues cause dissatisfaction among the employees and workers. e. Ineffective management: Ineffective or bad management includes improper planning, lack of integrity, lack of communication and control etc.

Ravi Shankar S, Manufacturing Excellence Consultant and former MD, DMG MORI India.

Quantum of Industrial sickness: By using the three yardsticks used to measure sickness, (viz. (a) delay in repayment of loan over one year, (b) decline in net worth by 50% and (c) decline in output in last three years), it was observed that about 6.5 %of the units in registered MSMEs were identified to be either sick or incipient sick. A survey of SMEs done in 2014 has indicated dearth of finance, limiting regulatory policies, unavailability of modern technology and others (see graph: Challenges faced by Indian SMEs) major challenges. Most of the challenges indicated are due to external factors over which the SMEs have little influence.

External Causes of Sickness

a. Personnel Constraints: Non-availability of skilled labour or manpower, wages disparity in similar industry and general labour invested in the area. b. Marketing Constraints: Due to liberal licensing policies, restrain of purchase by bulk purchasers, changes in global marketing scenario, excessive tax policies by government and market recession. c. Production Constraints: Due to sudden non-availability / increase in prices of raw material, power and fuel. and high prices, as well import-export restrictions. d. Financial Constraints: Delay in disbursement of loan, unfavorable investments and too many compliance requirements.

Key Highlight: ’Ongoing training can be thought of as the best insurance policy against all sorts of the inevitable changes and the unforeseeable needs that will arise in your organization from time to time.’

Following are the approaches that MSMEs can adopt to strive for excellence (and prevent sickness): Vision and Planning

By vision I do not mean just the statement written and neatly framed and hanged in the reception or in the boss cabin which is not even read by anyone. For the head of a SME business (in most cases the entrepreneur), the

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ExpertSpeak | INSIGHT

Key Highlight: ’The mindset should be to address the quality issue and make it a learning process rather than punishing the people for their mistakes.’

vision is the dream which pushed him to leave the comforts of regular job to start a journey of challenges. The vision is not a statement with flowery words but an eternal spark that ignites the light which guides to the right path. The same spark that lights the fire in you to overcome the obstacles and move ahead. A vision is an outcome of passion or a strong desire nurtured over certain period of time. A vision has to be all-encompassing and larger than capacity and capability. There can always be more than one vision in the organization but it is the task of the head of the organization to ensure all the other visions compliment the main vision. For example, one vision for the company could be to become the Market Leader in a certain segment. But for the Head of the manufacturing department of the organization the vision can be to become a world class manufacturing facility. The success of the organization depends upon the effectiveness of communicating the vision down the line and how well the vision is accepted, adapted and owned by each and every stakeholder. Right Played Fred

In 1965, Fred Smith, a Yale University undergraduate, wrote an economics paper exploring the process of transportation of goods in the United States. He found that the shippers relied on transporting large packages across the US by means of truck or passenger airplanes. Smith thought of a more efficient transportation idea. He theorized how a company carrying small, essential items by plane could be a much better business. His

paper was graded “C”. But Smith did not relent and launched the company in 1971. But within three years of the founding of the company, Federal Express was on the verge of bankruptcy. It was losing over $1 million a month, due to the rising fuel costs. At its peak, the company had just $5000 to its name. Smith made a final pitch to General Dynamics for more funding which was turned down. But Fred Smith was not a quitter. What he did next is counted as the boldest move by the founder of a company yet. Smith flew to Las Vegas and played Black Jack that weekend with the remaining company funds. On Monday, FedEx had $32,000 in its bank account, just enough to continue operating a few days more. Soon after, the company was able to raise significant amounts in funding. Today FedEx is a global giant with operations in more than 220 countries and an annual revenue of US $45 billion. It is often said that every success is a result of planned efforts. A recent study showed that 90% of the people who had done well in their career have planned their future early enough. These are the people who are systematic – always thinking and planning ahead. Every organization needs both – the enterprising and the planning – types of people. It is therefore essential that the head of the organization determines what type of person he is and takes a consultant or partner or colleague with the other type of skill set. Focus on the core product

Business is a journey of challenges; a race where one has to perform better than earlier.

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In this journey there can be several conflicts and situations. In these situations, the Vision and the Plan will always provide the focus. At times there will be a situation that will impel the business leader to choose a different path. At times the owner of the business could be distracted with offers to invest in totally different business. For example, a manufacturing industry owner might be attracted towards opening a restaurant or getting into real estate development. My suggestion here is: always stay focused and adhere to the vision. To illustrate this point, at one of the companies where I am providing consulting, the management invested in CNC machines to improve the product quality. Since the machine was not fully loaded, there was a suggestion that that the company takes up job-works to keep the machine running. But the Vision and the Planning showed that the machine will get loaded with the products in the coming months and short-term calculation showed that the projected load will generate better profits as compared to job work. The CEO stuck to his vision and focused on getting more orders for the product. If the company had drifted towards the job work model, a lot of energy and time of the CEO would have gone for obtaining the job-work which obviously would have been less profitable. Quality First

“Quality is not act. It is a habit.” –Aristotle. Some years ago, 3M’s abrasives business saw that customer complaints were on the rise and belt failures were the no. 1 cause. The organization’s sales representatives were spending 40 percent of their time handling complaints instead of pursuing sales activities. Customers suffered and the organization lost sales, which limited business growth and financial objectives. The organization started a quality revolution by setting goals for defect reduction, cost of poor quality, and complaint response time goals. Changes were made to Products and Quality standards, special handling procedures, and operator training. On the Lean Six Sigma side, typical changes included equipment upgrades as well as process, product, and documentation updates. This team project created several positive intangible and tangible results. Organization’s belt fabrication DPPM (defects in PPM) reduced from 12,000 to just 475 in seven years. Customer complaints dropped by 90 percent and the business realized the benefits

of customer satisfaction, loyalty, and abrasives sales growth of 54 percent. The key learning was: “By truly understanding the science and technology behind our products and processes, we can control critical variables and deliver consistent products to our customers.” A ‘Quality First’ policy does not call for investments but a consistent and continued effort from the entire organization. Hard decisions must be taken at times to reject expensive products and even face customer ire for delay in delivery commitments. But the quality will win and pay on the long run. The mindset and determination has to percolate down from the head of the organization. The mindset should be to address the quality issue and make it a learning process rather than punishing the people for their mistakes. Financial Discipline

One of the major reasons for failure in MSMEs is lack of financial planning and discipline. It is a well-known fact that the receivable management is a major hurdle facing all industries. Lack of financial discipline even with one firm in the chain has a cascading effect. Hence proper planning and contingency plans are essential. Most of the companies fail to recognize that increasing business will require increased working capital. Another reason for the failure is diversion of funds to non-value adding assets like building and vehicles etc. These non-value added investments are sometimes taken up as a measure to income save tax. Hence prudence and proper advice from financial experts are needed to maintain and grow the business Good Housekeeping helps

The concept of Housekeeping has gained popularity in the form of “5S” which creates a work environment that is clean, well-organized and efficient. It provides your organization with a rapid, visible achievement while preparing your workforce for other advanced improvement efforts.” The Japanese philosophy of 5S is built around the following five terms • Sort (Japanese translation, Seri) • Set in Order (Seiton) • Shine (Seiso) • Standardize (Seiketsu) • Sustain (Shitsuke) In short one has to follow the simple statement “Everything has its place and Everything

Key Highlight: ’A ‘Quality First’ policy does not call for investments but a consistent and continued effort from the entire organization.’

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ExpertSpeak | INSIGHT in its place”. Again, Housekeeping does not need any major investment but requires total involvement and dedication. One might need a consultant to guide the initial process and to ensure sufficient efforts are invested for this activity. Key Highlight:

Proper documentation

’For the head of a SME business (in most cases the entrepreneur), the vision is the dream which pushed him to leave the comforts of regular job to start a journey of challenges.’

In today’s increasingly competitive environment, companies are under constant pressure to ramp-up production with minimal cost, and required quality. Improving the Manufacturing process is essential to meet these challenging cost, time, and quality targets, especially for the MSMEs, who face frequent turnover of manpower and issues with retention of Quality manpower. Each person when comes in tries to do things in his own way leading to lack of data, loss of quality production and time targets. There are five key steps by which companies can typically improve their Manufacturing Process of these the Documentation Helps the organization to keep track of the activities and minimize the changeover issues. I. Define Manufacturing Strategy. II. Advanced Manufacturing Planning. (“Advanced”, in this context, means “early”) In this create preliminary versions of the manufacturing bill-of-material (mBOM) and process plans, tooling requirements, and cycle time and cost estimates. III. Optimize Process Plan. IV. Document Process Plan. Once the process plan and product design are mature, one must detail and document the manufacturing processes that have been selected including the NC (numerical control) tool paths or CMM (coordinate

measuring machine) inspection programs. Work instructions are produced for the operator, and typically include images of the product, and to be kept up-to-date. In most of the MSMEs the operators are often unskilled and it takes lot of efforts to train and develop them. Visual wok instructions will help in quicker training and development. V. Monitor and record Pre-production (Material & inventory) and post-Production (Inspection and Quality) data for analysis and continuous improvement. Data is Key

The 80s saw introduction of stand-alone PCs and CNC machines in manufacturing. The 90s led to networking of these PCs and start of Electronic communications and ERP systems for business process integration. The 21st century ushered in the mobile and internet revolution and explosion of data and real-time monitoring and control of the manufacturing. CNC machine controls have become PC-based and are able to network and communicate with other systems. The current decade is further harnessing the large data, performing analysis through creation of Business Analytics and introduction of Artificial Intelligence. The CNC machines are equipped with an array of sensors which continuously throw out the data about the machine condition and status and thereby permitting further automation leading to Internet of Things which is termed as “Industry 4.0”. Industry 4.0 is the process wherein the machines communicate among themselves with little human intervention, harnessing and augmenting Artificial Intelligence. In line with these developments, it is imperative that data has become key in decision making, thereby making it essential that there is one set of data commonly generated and accessed by various people starting from top management to the junior-most supervisor. By this way the decisions will be less biased and more uniform across the organization. In a particular SME, the typical sales process involves following major steps a) customer visit b) enquiry generation, c) Quotation submission, d) trial order e) Regular order While the MD was reviewing the sales plan with the sales manager, it was informed by the

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sales manager that particular order is expected as the trial order is already executed as per the information held by sales. But by end of the month when the expected order did not materialize it was realized though the trial order was manufactured it did not reach the customer and hence the delay in order. This type of data mismatch can prove costly. Instead a small investment in an ERP system will certainly help to keep track of all the three vital parameters, Quality, Cost, and on-time delivery.

and the organization. d) To improve the productivity of the workers and the organization e) To improve safety standards f ) To enhance equipment handling practices g) To prepare workers for advancement The primary benefits of training a) Addressing Weaknesses b) Improving Performance c) Fostering Growth d) Enhancing Satisfaction e) Reducing Turnover

Employee training

When it comes to MSMEs the major issue is employee turnover. it costs time and money. Will training help to reduce this cost or increase it further. Some say irrespective of training, people tend to leave the small companies and tend to move to bigger companies, corporates and MNCs. Therefore, why should we invest and train them? By training your staff proactively, you can improve their confidence and their abilities. Fewer mistakes will be made, so fewer people will have to be fired as a result of accidents. Frustration levels will be lower. And when you carefully communicate your vision and dovetail it with the individual growth and security will help them to understand that your vision will provide them to grow better in future along with the organization the chances of people staying back will be much more. By providing ongoing workforce training, you will enable one employee to pick up where another left off, keeping them all on the same page without having to provide constant help and supervision. Ongoing training can be thought of as the best insurance policy against all sorts of the inevitable changes and the unforeseeable needs that will arise in your organization from time to time. The main purpose of training is to produce a positive change in the functioning of an organization. As applied to the individual, is amounts to an upgrade to that person’s knowledge or skills. As it applies to a team, training incorporates organizational and communication elements that can multiply your team’s productivity dramatically. Objectives of Training

a) To impart job-related knowledge to your staff b) To impart skill knowledge systematically c) To bring about change in the attitudes of the workers towards fellow workers, supervisor

Safety first

A serious workplace injury or death changes lives forever – for families, friends, communities, and coworkers too. Human loss and suffering are immeasurable. Occupational injuries and illnesses can provoke major crises for the families in which they occur. In addition to major financial burdens, they can impose substantial time demands on uninjured family members. By working in a clean, efficient environment, workers are able to reduce distractions and truly focus on the quality of what they do. The results? Better products that create customer loyalty, bigger margins and increased sales. workplace safety is about much more than legislation. It’s about creating the kind of productive, efficient, happy and inspiring workplace we all want to be part of. The benefits what MSMEs can derive is much more than the costs involved. In Summary

Indian Government has recognized the need for the development of MSMEs and hence a lot of policy initiatives and actions have been taken up by the ministry of MSME. Many benefits can be derived from these initiatives and further details are available on the ministry website www.msme.gov.in. Another initiative called ZED (Zero Defect Zero Effect) undertaken jointly by ministry of MSME and Quality Council of India helps MSMEs in creating awareness, training self-learning and Self-assessment. More details can be obtained from https:// www.zed.org.in The ten basic steps defined in the article (The Ten Commandments of Business For SMEs) is an approach for the MSMEs for achieving excellence. All these above 10 steps do not require any major capital Investment. All you need is the desire to excel in whatever business you are in.

Key Highlight: ’A vision has to be all-encompassing and larger than capacity and capability.’

Volume 1â&#x20AC;&#x201C;Issue 3 Nov /D ec 2 0 1 7

Opinion | INDUSTRY 4.0

Picture: pixabay.com

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Is India Ready for Industry 4.0? Industry 4.0 could be India’s ticket to the manufacturing big league, if it can harness the opportunity in time Subrata Sarker, HoD, Manufacturing Engineering, TIL Limited

ndustrialisation started with the use of steam and the emergence of first machines that mechanised some of the work that our ancestors did. Subsequently we had electricity, the assembly lines, and the birth of mass production followed by the third industry revolution that came in with the advent of computers. During this period we have witnessed the rise of automation when robots and machines have begun to replace workforce on those very assembly lines. The manufacturing industry is currently witnessing the fourth industrial revolution, better known as Industry 4.0, where the ‘real’ and the ‘virtual’ world are to be seamlessly connected giving rise to what are known as cyber-physical production systems. As a result, the traditional manufacturing processes are undergoing a phase of transformation that will change the way companies approach manufacturing. The paradigm of Industry 4.0 is Germany’s yet another contribution to the world of manufacturing. The following example illustrates how a German Scissor-maker is implementing 4.0: An automated production cell manufactures individualised office scissors in series as part of which an ALLROUNDER injection moulding machine and a free former for additive manufacturing are linked by means of a seven-axis robot. When entering their orders, customers create their own individual lettering on a tablet PC and choose from one of four types of scissors. The data is registered in digital form and high-volume production starts automatically. A data matrix (DM) code turns every product

into an information carrier. In the next step, the free former applies the 3D plastic lettering in an additive process. The ARBURG host computer system, ALS, plays a central role in registering the parameters and passing them on to a web server. The product, process and quality data can be retrieved from the product-specific website in the cloud by means of the code using mobile devices. The Super League of Industry 4.0

Today, Industry 4.0 is being adopted by countries around the world. Developed nations like the USA, France and Japan have already taken the first step in this direction by launching nation-wide programs. The adoption of Industry 4.0 by the developed nations presents a significant threat to the BRICS nations as it will result in an increased rate of job migration from the BRICS to the developed nations due to loss of competitiveness. In order to maintain global manufacturing competitiveness, each of the BRICS nations needs to actively participate in this fourth industrial revolution. In their journey to adopt Industry 4.0, each country is expected to encounter a number of challenges related to the skill level of their work force. The skills which are important today will cease to be so in the future and the workforce will be expected to possess new skills in the domain of information technology, data analytics, etc. A higher percentage of the jobs will give importance to cognitive abilities and system skills over physical abilities while defining core work-related skill sets. In most BRICS nations, there exists a mismatch

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Opinion | INDUSTRY 4.0 between the skill sets job applicants have and the skill sets they are expected to possess. Though the governments of the BRICS nations have undertaken independent initiatives to promote vocational education and skill development in their countries, there are still significant efforts required for focusing on skill development for Industry 4.0. There exists an opportunity for the BRICS nations to collaborate for skill development and to work together to prepare their work force for Industry 4.0. The degree of adoption of Industry 4.0 has been varied, ranging from tepid acknowledgement of the Industry 4.0 technologies to fully-operational, extensively-automated smart-factories as seen most predominantly in the innovation-driven industries such as automotive. The potential for future implementation have been evaluated across five key indicators that determine the relevance and level of impact of Industry 4.0 in a specific industry: 1. Virtualization of work processes: Extent of usage of technologies such as augmented reality, virtual plants, etc. for automated information exchange and monitoring, controlling and simulation purpose. 2. Level of value added and value-chain complexity: Additional value created and quantum of processes simplified as a result of using Intelligent digitization technologies. 3. Disruption technologies (Game changer): Extent of change in business models and processes with adoption of new technologies like internet of things, 3D printing, smart grids, etc.

4. Resource efficiency of core processes: Improvement in efficiency of the resources and optimization of operations of the machines employed in the processes by adopting industry 4.0 technologies. 5. Foreseeing of new framework or regulation: Development of policies or launch of initiatives to promote adoption of new technologies. Can India Do It?

India has been considered as a global hub for the services sector, with manufacturing contributing only 18.4% in the GDP. Though manufacturing plays a small role in the Indian GDP as well as in employment of the labour force, its contribution at global level has improved in the last few years. Since the year 2000, Indiaâ&#x20AC;&#x2122;s GDP has grown to USD 1,573 billion in 2014 at a CAGR of 7%. Its share in the global GDP has almost doubled from 1.4% in 2000 to 2.7% in 2014. During the same time period; its share in global manufacturing in terms of value also increased from 1.7% to 2.9%. The share of manufacturing in Indiaâ&#x20AC;&#x2122;s GDP, on the other hand, increased marginally from 17.2% in 2000 to 18.4% in 2014. Like China, India is home to a large labour force. In 2014, India had close to 496 million people in the labour force, 13% of which were employed in the manufacturing industry. On a per capita basis, each employee in manufacturing contributed USD 6,300 in terms of value. Due to a fair labour participation rate of 56.5% and low minimum wages set by the government, India has been considered as a low-

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cost manufacturing destination. Though India has maintained its manufacturing cost-competitiveness vis-à-vis other manufacturing economies, it has not always been a first choice for many companies. Companies have been wary of setting up manufacturing plants in India due to bureaucratic hurdles, infrastructure issues, high cost of capital, agonizing land acquisition process, labour issues and unreliable supply of resources like power and water India has been slow in adopting Industry 4.0 technologies. It currently faces a serious threat from other countries which are leapfrogging to implement advanced manufacturing solutions. The level of automation in India is low. As per a report by the International Federation of Robotics, in 2014, India had only 1 robot per 10,000 employees in the manufacturing sector. And in 2014, only 2,126 industrial robots were sold in India, accounting for 0.9% of global industrial robot sales. With a strong background in IT, India has seen a number of start-ups in the digital technology space. Companies like Imaginarium which provide 3D printing services have come up. Though the current market for 3D printing is small, large companies like Hero, L&T and ISRO have used such technologies to develop product prototypes. Implementation of such technologies in industry on a large scale is bound to take some more time. In terms of sectors driving Industry 4.0 adoption, the automotive sector is at the forefront. Some other areas that have seen some traction in adoption of such technologies include packaging in the FMCG sector, service management at hospitals and monitoring in the energy/power sector. India faces a significant threat due to shrinking labour cost arbitrage compared to countries like Vietnam, Indonesia, etc. Manufacturers have been looking at other attractive destinations which offer the cost advantage which countries like India have offered historically. With adoption of Industry 4.0, India has an opportunity to turn the tide in its favour as Industry 4.0 will help India in evolving as a hub for manufacturing quality products at a low cost when compared to other countries. Though the Government of India and the Prime Minister have shown significant interest in promoting manufacturing and Industry 4.0 through various other policies like Digital India and Skill India, response from the private sector has been low. However, a few initiatives have been taken in the right direction – primarily in increasing the level of automation and implementation of Industry 3.0 solutions. Flickers of hope

Boeing is providing seed funding to the Centre

for Product Design and Manufacturing in the Indian Institute of Science (IISc), Bangalore, to set-up India’s first smart factory. The facility will be a scaled down version and will manufacture aircraft components, though not in high numbers. Auto OEMs, on their part, are also spearheading the automation drive. For example, an auto manufacturer in India has started using a remote server-controlled assembly system that guides workers to select the correct parts depending on the car model. This technology enables them to use a single assembly line for engines of different models of cars eliminating the human-error factor. The system also keeps track of inventory in real-time. As importantly, many hardware and software providers in India have taken initiatives to educate Indian manufacturing companies about Industry 4.0 technologies. They have also taken the first steps to adopt Industry 4.0 by implementing advanced manufacturing technologies in their own plants and by developing new technologies for use in the Indian context. Companies have also shown interest in associating with educational institutes for Industry 4.0 technologies. AlfaTKG, a Japanese technology firm, recently signed a MoU with the Indian Institute of Technology Madras to undertake research for developing smart manufacturing technologies for India. General Electric (GE) launched the GE Edison Challenge in 2016, an open innovation challenge for the university student community. The competition is focuses on the development of digital-physical industrial internet solutions, promoting technology and product innovation, and encouraging young minds to come up with out-of-the box products related to Industry 4.0. GE has also signed a MoU with IIT Madras to set-up an Industrial Internet Centre of Excellence to develop Industry 4.0 applications that will help companies save cost. Currently there is no central policy or government body to drive Industry 4.0. Companies are taking individual initiatives like conducting seminars, etc. Moreover, a comprehensive study evaluating pros and cons of Industry 4.0 has not yet been conducted – whether it will make sense to implement Industry 4.0 in India and if it does, what should be the roadmap for a successful transition. Though India has significant amount of experience and talent needed to develop an IT-empowered infrastructure, it currently lacks a strong hardware capability network. As of now, a number of Indian IT firms are capable of handling the software part. However, not many companies exist which can understand the technicalities of developing Industry 4.0 hardware and building the same at cheap cost.

Key Highlight: There exists an opportunity for the BRICS nations to collaborate for skill development and to work together to prepare their work force for Industry 4.0.

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Success Story | STRATASYS

3D Printing a Space Vehicle NASA’s Human-Supporting Rover has FDM Parts

n agile white vehicle roams the Arizona desert, manoeuvring the unforgiving terrain as the wind and sun beat down and temperatures swing from one extreme to another. NASA astronauts and engineers are test-driving a rover over rocks and sand, up and down hills in an environment that simulates the brutal conditions of Mars. This is Desert RATS (Research and Technology Studies), and the rover — about the size of a Hummer and boasting a pressurized cabin to support humans in space — is being put to the test. It could ultimately serve one of NASA’s loftiest goals: human exploration of Mars. In the nearer future, similar vehicles might help humans investigate near-earth asteroids. The rover is integral to NASA’s mission to extend human reach farther into space. Its cabin

Picture: Stratasys

can accommodate a pair of astronauts for days as they study extraterrestrial surfaces. Its twelve rugged wheels on six axles grapple over irregular, unsure terrain. And its forward-jutting cockpit can tilt down to place its observation bubble low to the ground. 3D Printed Rover Parts

To design such a tenacious and specialized vehicle, NASA engineers drew on ingenuity and advanced technology. For example, about 70 of the parts that make up the rover were built digitally, directly from computer designs, in the heated chamber of a production-grade Stratasys 3D Printer. The process, called FDM (Fused Deposition Modeling) Technology or additive manufacturing, creates complex shapes durable enough for Martian terrain.

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This rover, which has a pressurized cabin to support astronauts, includes about 70 FDM parts, including housings, vents and fixtures.

When you’re building a handful of highly customized vehicles and subjecting them to otherworldly punishment, stock parts and traditional manufacturing methods aren’t enough. 3D-printed parts on NASA’s rover include flame-retardant vents and housings, camera mounts, large pod doors, a large part that functions as a front bumper, and many custom fixtures. FDM offers the design flexibility and quick turnaround to build tailored housings for complex electronic assemblies. For example, one ear-shaped exterior housing is deep and contorted, and would be impossible — or at least prohibitively expensive — to machine. For its 3D-printed parts, NASA uses ABS, PC-ABS and polycarbonate materials. FDM, patented by Stratasys, is the only 3D-printing method that supports production-grade thermoplastics, which are lightweight but durable enough for rugged end-use parts. Failure is Not an Option

“You always want it to be as light as possible, but you also want it to be strong enough that it’s got your safety factors, that nobody’s going to get hurt,” NASA test engineer Chris Chapman says. NASA’s mantra regarding human space travel is: Failure is not an option. The journey to space subjects a vehicle to intense stresses, starting with the launch from Earth. “You’re going at several thousand miles per hour just to escape

Picture: Stratasys

the Earth’s atmosphere. So you’ve got to be able to handle all these vibrations just to get out into space, and the vehicle can’t be damaged,” Chapman says. NASA engineers also 3D print prototypes to test form, fit and function of parts they’ll eventually build in other materials. This ensures machined parts are based on the best possible design by solving challenges before committing to expensive tooling. “Everyone’s got a budget to deal with, and we’re no different,” says Chapman. Every day, NASA engineers and their devices bridge the gap between practical concerns such as budget and manufacturability, and the human drive to discover the secrets of unfamiliar worlds — in the workshop, in the desert, and eventually on another planet.

You always want it to be as light as possible, but you also want it to be strong enough.” Chris Chapman, NASA test engineer

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Success Story | RENISHAW

Now, Heat Exchangers, 3D-Printed Technology from Renishaw is helping HiETA to move metal additive manufacturing (AM) from prototype manufacture into commercial production of its specialist range of heat exchangers. In particular, the recent addition of Renishaw’s RenAM 500M system at the company has enabled manufacturing times and, therefore production costs, to be reduced dramatically.

customers receive their automation solution from a single source. At the EMO, the machine tool manufacturer presented the proven PH 150 pallet handling system, the RS 3 rotary pallet magazine and the WH 3 workpiece handling system, as well as the newly developed, flexible GX gantry loader in the new VERTICO design. Robo2Go extends the portfolio as a mobile robotic automation system for a large number of turning machines. Integrated turnkey offers that link any number of machines and process-supporting work steps complete the automation range from DMG MORI. The RenAM 500M is a laser powder-bed fusion additive manufacturing system designed specifically for the production of metal components on the factory floor. Along with incorporating a powerful 500 W laser to give faster processing than earlier models, the new equipment features an automated powder handling system that enables more consistent process quality and reduced operator time on the machine. HiETA was founded in 2011 to develop metal AM methods for the production of complex, light-weight structures for various types of heat-management applications. Parts manufactured include recuperators, turbo-machinery and combustion components for micro gas-turbines, phase- change heat exchangers for fuel cells and integrated waste-heat recovery systems, and components for highly-efficient internal combustion engines, including turbo-machinery and sections for handling exhaust gases. Stephen Mellor, now Lead Project Engineer at HiETA, became the company’s first employee after an approach by the directors, who had registered some patents on using additive technologies to produce heat exchangers. He had first become involved with AM while studying engineering at

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Exeter University, UK and, subsequently, specialised in research on the technology for his PhD. HiETA now has more than twenty-five staff and an impressive range of facilities that can together cover the whole AM product development process, starting with a review of the customer’s requirements, and then moving from an initial design through to computational fluid dynamics (CFD) and finite-element analysis (FEA), manufacturing with the Renishaw equipment, testing and validation. The Challenge

Traditionally, heat exchange products are often made up from thin sheets of material that are welded together. The complexity of the designs makes production both challenging and time-consuming, while the material used for the welding process adds to the overall weight of the part. Prior to the work at HiETA, little research had been undertaken into the use of AM for the manufacture of heat exchangers. The initial challenges were, therefore, to confirm that AM could successfully generate sufficiently thin walls of the required quality and, then, to produce a complete component with the complexity of a typical heat exchanger. The third challenge was to use the knowledge and experience developed to move the process from the manufacture of samples and prototypes into low-volume production.DMG MORI is supplementing its wide range of standard automation systems with application-specific solutions, which can be individually tailored to customers’ needs with the aid of robots. “These are turnkey offers which link any number of machines and process-supporting work steps to one another,” explains Alfred Geißler. “Our integral range of services extends from planning and simulation, to the final handover of the turnkey complete system.”

Through our partnership with Renishaw, we have produced components that are typically around 40% lighter and smaller by volume than anything equivalent that is available on the market. With the Renishaw technology, we can design and manufacture many novel and high performing surfaces integrated into a single component. This would be very difficult to do with conventional methods.” HiETA Technologies (UK)

The Solution

HiETA chose to partner with Renishaw and to use Renishaw’s AM250 system across a range of projects. Firstly, HiETA worked closely with Renishaw to develop specific parameter sets for the production of leak-free thin walls in Inconel down to thicknesses of 150 microns. Both companies produced samples using a variety of settings on the AM250 at Renishaw’s facility in Stone, Staffordshire and the system at HiETA’s base on the Bristol and Bath Science Park near Bristol, UK. The resulting samples were heat treated and then characterised at HiETA and Renishaw. The test results enabled the companies to confirm the optimum parameters on the machines for thin-walled structures and also allowed HiETA to develop a design

guidebook with parameters for heat transfer in heat exchangers manufactured using laser powder- bed fusion technology. Having achieved a leak-free integral wall, the next stage was to move to a complete, full-size unit, which could be completed in a reasonable build time. Two projects were undertaken, both with the participation of UK-based vehicle integrator Delta Motorsports, in Silverstone. The first was a cuboid heat exchanger (recuperator) to be used as a range- extender for electric vehicles. The second aimed to take

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Success Story | RENISHAW

the design of the components to higher levels of complexity beyond the traditional cuboid shape. More complex shapes can improve product performance and cycle efficiency, give benefits in packaging, and reduce costs. The design chosen for this stage was a recuperator of annular form that could be wrapped around other components and contain integrated manifolds to give a more compact overall system. As well as allowing further optimisation of the Renishaw equipment to handle the larger samples, HiETA used these projects to develop an extraction process for removal of excess powder material from the cores of the heat exchangers. The Result

The first result of the partnership between HiETA and Renishaw was to produce the basic data needed to set up the AM equipment to produce thin-walled structures successfully and to provide the parameters needed to predict the performance of heat exchangers manufactured with the Renishaw equipment. The thermal transfer and fluid flow data that resulted has been incorporated into the CFD and finite-element analysis programs used by HiETA. These programs can be used for an initial assessment of the likely performance of new component designs and thus confirm that the proposals have the potential to meet the customer’s requirements. At the same time, Renishaw has added software improvements, both to facilitate processing of the large amounts of data when the complete recuperator is sliced into thin layers and to create the build instructions needed for the complete part.

The first attempt at making a complete product on the AM250 system generated a successful component but needed a build time of seventeen days. Following improvements to the hardware and software, together with optimisation of the process parameters, this was reduced to eighty hours. Detailed testing showed that the component would meet the requirements in terms of pressure drop and heat transfer. However, this performance was achieved with a weight and volume approximately 30% lower that an equivalent part made by conventional methods. “With almost all of our projects, we are trying to light-weight components and solve thermal management issues,” explained Stephen Mellor. “Through our partnership with Renishaw, we have produced components that are typically around 40% lighter and smaller by volume than anything equivalent that is available on the market. This is possible because, with the Renishaw technology, we can design and manufacture many novel and high performing surfaces integrated into a single component. This would be very difficult to do with conventional methods.” Following the success with the Renishaw AM250, HiETA invested in the more powerful RenAM 500M system to enable more cost-effective production of commercial components in low volumes. “We are now producing parts for engines with real commercial applications and for customers with very demanding requirements,” he continued. “We use Renishaw’s AM technology to produce very complex parts that give high performance at competitive prices.”

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UNITED GRINDING | Trending

The next industrial revolution – Industry 4.0 Industry 4.0 is a vision. But what lies behind it? Studer explains just what this vision entails, and how Studer approaches Industry 4.0

veryone is talking about Industry 4.0. This means the fourth industrial revolution. After mechanization, electrification and automation we now have digitalization. Machines and their components are digitally networked with one another and with their environment. The aim of this networking is to simplify and optimize processes and thus to maximize the value creation chain. In the digital factory, also called the Smart Factory, there will be no more unplanned machine downtimes and resources will be optimally used. Network, collect, analyze

Half of the population are online today. They communicate via the World Wide Web. But more and more devices and systems are being networked together. The possibilities opened up by the digitalization and networking of machines are immense. Experts from different areas believe that new markets will open up, with an annual turnover of 100 billion euros. It is clear that Big Data, i.e. the huge quantity of data that is collected, is worth a great deal if it is systematically analyzed and incorporated into processes. This task presents a huge challenge for both industry and society. How does Studer handle it? Picture: United Grinding

The solution: Focus!

A Smart Factory isn’t simply created overnight. It is necessary to focus on certain areas», explains Christian Josi, the project manager at Fritz Studer AG. For Studer the basic principle applies, that all further developments should lead to a customer benefit. «We work closely together with our customers, Josi explains. But what is Studer specifically working on? Focus: Simple and secure networking

The basis of Industry 4.0 is the networking of machine, logistics, product and our customers’ business systems (ERP, SAP). Everyone must speak the same language here. This is achieved through the simple and secure software interface used worldwide, OPC UA (Open Platform Communication Unified Architecture). Studer has integrated the OPC UA standard into its “StuderWIN” machine software. The machine can assume two roles here: OPC UA Client and Server. This enables Studer machines to be integrated simply and securely into the environment of the digital factory. Focus: Elimination of unplanned machine downtimes

Another focus is on unplanned machine downtimes. The UNITED GRINDING Group (UGG) – of which Studer is part - tackles this topic methodically, as a group. The aim: The customer will receive a tool, which enables cost-optimized maintenance. In other words, the machine will only be stationary if this is planned and calculated. The UNITED GRINDING Group adopts the ‘Predictive Maintenance’ approach here. In order to make this possible in future, the data of the individual assemblies and components are recorded and analyzed. Different measured variables are needed here, to form a clear picture of the individual assemblies and components. This requires continuous learning and is an ongoing process. Once there is a clear vision, suitable strategies and measures can be precisely planned and the right tools developed, Josi is convinced. 

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Primer | DMG MORI

Automation ex works in the VERTICO design Automated machines are crucial components of a digital factory and are therefore an integral part of Industry 4.0. DMG MORI is the pioneer of digitalisation in machine tool construction, and considers automation to be a core topic.

E Up to eight machines and up to five setup stations can be integrated into a linear pallet pool. The solution is designed for a maximum of 99 pallets on two levels and enables parallel handling of three pallet sizes measuring up to 1,000 × 1,000 mm and weighing max. 3,000 kg. Picture: DMG MORI

ven today, the innovation leader is selling one in every four machines with an automation solution. This share of the market will only continue to grow, because in future DMG MORI will be able to supply ex works all the machines from its wide and varied portfolio either with a standard automation system or as a customer-specific automation solution. Intelligent linking of the machine tool and automation is a key focus at the DMG MORI production locations, to ensure customers receive their automation solution from a single source. At the EMO, the machine tool manufacturer presented the proven PH 150 pallet handling system, the RS 3 rotary pallet magazine and the WH 3 workpiece handling system, as well as the newly developed, flexible GX gantry loader

in the new VERTICO design. Robo2Go extends the portfolio as a mobile robotic automation system for a large number of turning machines. Integrated turnkey offers that link any number of machines and process-supporting work steps complete the automation range from DMG MORI. Future-proof automation – ex works and from a single source

“Automated machine tools as part of future-oriented production guarantee users a high degree of competitiveness,” affirms Alfred Geißler, the Managing Director of DECKEL MAHO Pfronten GmbH. He then goes on to explain that this is precisely why DMG MORI has helped its customers to create the best possible automation solution for every appli-

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cation. “This applies to almost all manufacturing companies nowadays – from small contract suppliers to global players.” After all, he adds, every market participant is competing in a global environment. The reasons for automation are as diverse as the possible automation solutions. Cost effectiveness, flexibility and reliability are just three examples of the possible benefits. “Only an automation solution has a higher level of repeat accuracy than any manual workpiece clamping and unclamping operation,” Harry Junger, Managing Director of GILDEMEISTER Drehmaschinen GmbH, explains providing an example. The introduction of automation solutions requires extensive planning following an initial needs assessment. At DMG MORI, this will be carried out in future in the relevant production plants by specialised contacts. “In these plants, the conditions are ideal for perfectly coordinating and testing both the machine and the automation system before delivery,” adds Harry Junger, before going on to explain that this applies to both hardware and software in the field of integrated system operation, for example.“After all, the complete solution only makes the desired contribution to productivity if all the components dovetail perfectly.”

ADVANTAGE AUTOMATION EX  An intelligent combination of the machine tool and the automation solution  Automation solutions for all DMG MORI machines  Production plants supply the machine and the automation system from a single source  Hardware and software – perfectly coordinated  The range of services extends from standard automation and customer-specific automation solutions to turnkey solutions  Over 2,000 machines with automation supplied already  At the EMO: over 30 machines with automation  New, uniform VERTICO design  GX gantry loader developed based on the proven NLX gantry automation system  Increase in cost effectiveness, quality and flexibility

A solution promised for all applications

The machine tool manufacturer is achieving its goal of enabling automation solutions for each and every DMG MORI machine with a wide range of pallet and workpiece handling systems. DMG MORI will be showcasing this extensive portfolio of products in the new, uniform VERTICO design at the EMO. The long-proven standard automation systems include the PH 150 pallet handling system, the RS 3 rotary magazine solution and the WH 3 workpiece handling system. A new addition to this range is the GX 06 gantry loader, which is suitable for all models in the CLX series. DMG MORI developed the gantry automation system based on the proven gantry loader for the NLX series. It handles workpieces that weigh up to 6 kg. Another new addition is iLoading, an automation system for large quantities and small components weighing up to 5 kg. With its Robo2Go, DMG MORI also has a workpiece handling solution in its range which can be put to flexible use on a number of universal turning machines and which cuts an impressive figure as it is easy to program with CELOS. DMG MORI creates larger manufacturing cells comprising several machines using linear pallet pools (LPPs) and robotic automation systems. DMG MORI is supplementing its wide range of standard automation systems with application-specific solutions, which can be individually tailored to customers’ needs with the aid of robots. “These are-

The new GX 06 gantry loader for the machines in the CLX series was developed based on the NLX gantry automation system and handles workpieces weighing up to 6 kg. Picture: DMG MORI

Like the GX 06 gantry loader, the PH 150 pallet handling system and the RS 3 rotary pallet magazine are also available in the new VERTICO design. Picture: DMG MORI

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Primer | DMG MORI turnkey offers which link any number of machines and process-supporting work steps to one another,” explains Alfred Geißler. “Our integral range of services extends from planning and simulation, to the final handover of the turnkey complete system.” A uniform VERTICO design for all automation solutions

Like the GX 06 gantry loader, the PH 150 pallet handling system and the RS 3 rotary pallet magazine are also available in the new VERTICO design. Picture: DMG MORI

The vertically aligned perforated plates are what give the new VERTICO design from DMG MORI its name. With an unmistakeable and independent triangular perforated plate pattern, the design can be used on all automation solutions and is suitable for both machines with a premium design and models with a stealth design. The CI strip with the inscription DMG MORI AUTOMATION perfectly underlines the fact that the machine and the automation system for the customer are always one complete solution from DMG MORI. A single contact from start to finish

WH 3 on MILLTAP 700: a maximum workpiece weight of 3 kg, workpiece dimensions of up to 100 × 100 × 50 mm, and 15 pallets as drawers (with max. 50 workpieces each). Picture: DMG MORI

The fact that automation solutions will in future be designed and implemented in the supply plants is beneficial for customers, as Alfred Geißler explains: “We supply the automation solution from a single source. In other words, in each and every plant, there is a single automation specialist who is responsible for the customer project from start to finish.” Within a matter of days of a customer making a request, the specialist visits the customer, creates a customer-specific solution with his team of experts, and coordinates all the other steps as the customer’s single point of contact. The extensive support provided during the automation solution purchase process ranges from selecting the ideal products and installation, to issues relating to the 24-month guarantee and service matters. For Harry Junger, there is one thing in particular that generates genuine added value: “Management of the entire project by a single automation specialist reduces unnecessary interfaces and cuts costs too.” A key element of Industry 4.0

With its Robo2Go, DMG MORI has a workpiece handling solution in its range which can be put to flexible use on a number of universal turning machines and which cuts an impressive figure as it is easy to program with CELOS. Picture: DMG MORI

With the “Path of Digitization”, DMG MORI is pushing digitalisation in machine tool construction forwards. One key component in this regard is the automation of machine tools. “The CNC technology must be directly integrated into a networked production environment,” explains Alfred Geißler. “In this situation, operators only have to monitor and manage operations, while the machines independently work through the orders according to their priority.” And, as he adds, it is precisely this aspect that characterises a digital factory: “The necessary components are completely machined – automatically and at the push of a button.”

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Book Excerpt | STEVE MILLER

How To Be

Uncopyable An excerpt from Steve Miller’s highly-acclaimed book ‘Uncopyable: How To Create An Unfair Advantage Over The Competition’.

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Steve is spoken and consulted in 127 industries ranging from entrepreneurs to the Fortune 100, including P&G, Toyoda, Haas, Nordstrom, Starbucks, Caterpillar, CocaCola, and the International Manufacturing Technology Show. Visit www.theadventure. com to know more about him and his work.

Chapter One: The Uncopyable System (What You Will Learn in This Book) The Pulitzer-prize winning musical Hamilton is a Broadway phenomenon, a true force of nature achieving an uncopyable attachment with its fans. Nominated for a record-setting sixteen Tony awards, it won eleven, along with the 2016 Grammy for best Musical Theater Album. As of this writing, the Broadway show is sold out for the next twenty-three months, but for only twentythree months because tickets for performances beyond that date haven’t been released yet! Its life in New York City and around the world is virtually guaranteed for years to come.

It’s true many other plays and musicals have developed raving fans. The Phantom of the Opera, Chicago, and The Lion King are the three longestrunning Broadway shows of all time. I was a huge fan of the fourth longest-running show, Cats, seeing it the first time shortly after it opened in New York City, and three more times including the London production with my smoking-hot wife, Kay. I loved that show! It sold out performances for a long time. There have been other shows achieving that status of hottest ticket in town, but not a lot. The Book of Mormon became an impossible ticket to get for quite a while after its 2011 debut. Since the 1918 comedy Lightnin’ first broke the barrier of one thousand performances, only 114 shows have achieved that number. Hamilton is today’s hot ticket. But it’s also much more. In the June 2016 edition of Fast Company magazine, Rachel Syme put it best when she wrote: Hamilton, which opened in the Richard Rogers Theatre in August 2015, after an off-Broadway run, isn’t just a hit musical. It’s one of those rare cultural phenomena that reaches beyond its genre and infiltrates the broader conversation. Fourth graders love the show as much as 80-yearolds. Hip-hop fans and history buffs alike are giddy over its inspirational, intricately rhymed retelling of the founding fathers’ complicated relationships with Aaron Burr, George Washington, Thomas Jefferson, and more. Lin-Manuel Miranda, creator, composer, lyricist, and original star of Hamilton has developed a fan base and relationship with those hundreds of

STEVE MILLER

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Book Excerpt | STEVE MILLER

thousands of fans who haven’t seen and may never see the show. Beyond the obvious cast album and obligatory social media participation, Miranda has engaged fans through other nontraditional means. From the beginning, in previews, Miranda established a daily lottery of two dozen, $10, front row seats, which continues today. Fans line up early every day in hopes of grabbing one of the hallowed golden tickets. It has become known as Ham4Ham. As Hamilton grew in prominence, crowds became huge. Knowing most of those fans wouldn’t get a ticket, Miranda and other cast members launched a series of impromptu short performances and videos as a thank-you and to keep the crowds calm on sweltering days. These performances took on a life of their own. They are broadcast on YouTube and include guest performers from other Broadway shows. In 2015 Miranda was approached by the Gilder Lehrman Institute for American History about creating a new curriculum initiative. Backed by a $1.46 million grant from the Rockefeller Foundation, twenty thousand eleventh-grade students in New York City Title I schools will each pay just a “Hamilton” ($10) to see the performance and then integrate Alexander Hamilton into classroom studies. Dissecting a tour de force such as Hamilton helps us understand how it achieved current uncopyable status. The Uncopyable Mind-Set Shortly before the sports pop culture site Grantland shut down, Rempert Browne interviewed Miranda about his past and how he developed Hamilton. At one point Browne asks, “When it comes down to it, if you had to pinpoint one thing, is it making musicals? Is it telling stories? Is it filling in the gaps of American and New York history?” Miranda replies, “It’s interesting; I think of it as, What’s the thing that’s not in the world that should be in the world?” That’s an uncopyable mindset: looking at something everybody else sees but seeing

something different. Oftentimes, in my own interviews, I’ll be asked to synopsize all this into a sound bite. My reply is “Look at what everybody else is doing and don’t do it.” Simple advice, but not easy to do. We all have our heuristics, outside influences, perceptions, and opinions about things. They’re drilled into us. But if we truly want to clearly separate ourselves from the crowd, this is exactly what we must do. And being uncopyable is a moving target. Will Hamilton be considered uncopyable in ten years? Probably not, but that’ll likely be a result of Miranda writing the new rules of competition for the next generation. Tiger Woods did the same thing. When he burst onto the professional golf scene in 1996, he was expected to do very well. But nobody expected him to be, literally, unbeatable. Woods took golf to a level nobody had seen before. He was the best at almost every aspect of the game. Many golf historians feel Tiger’s mental toughness was far beyond that of previous champions, but the genuinely new dynamic Woods brought to the game in which golfers had previously been seen as “not really athletes” was his physical conditioning. Outside a small handful of fitness proponents, most notably Gary Player, golfers weren’t known for running ten miles and lifting weights. Tiger’s physical prowess was incredible to watch and intimidating to play against. He hit the ball farther and straighter than anybody on tour. For years when Tiger teed off in a tournament, everybody else pretty much played for second. Twenty years later, the newest generation of golfers has grown up under Tiger’s new rules. They are athletes in the complete sense of the word. And nowadays they hit it farther and straighter than Tiger ever did. Achieving uncopyable status requires a consciously developed practice of observation and curiosity, and an almost contrarian perspective. Instead of following the leaders in your market, break away from them by creating new rules of competition they can’t or won’t play

1 “List of the longest-running Broadway shows,” Wikipedia, accessed November 2, 2016, https://en.wikipedia.org/wiki/List_of_the_longest-running_Broadway_shows. 2 Rachel Syme, “How ‘Hamilton’ Creator Lin-Manuel Miranda Is Building A Brand For The Ages,” Fast Company, May 16, 2016, https://www.fastcompany.com/3058967/most-creative-people/how-hamilton-creator-lin-manuel-miranda-is-building-abrand-for-the-age. 3

“Ten Greatest Salespeople of All Time,” Inc., March 28, 2011, http://www.inc.com/ss/10-greatest-salespeople-of-all-time.

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Understanding the True Marketing Process

You’re on the business roller coaster and you’d really like to get off, but you don’t know how. 5. One day a media salesperson cold calls on you and makes a pitch: “I can expose your brand to 25,000 names every week and it’ll only cost you 2 1/2¢ each! If you make only one sale, it’ll pay for the whole thing!” You get sucked in to the funny numbers, thinking, Hey I can work on my business and this will take care of the marketing for me! Yeah, right. 6. It doesn’t work. Of course, it doesn’t work! So you go back onto the roller coaster, $625 poorer. Do you learn your lesson? Unfortunately, most don’t. In fact, many people think, Well, that marketing tool doesn’t work! You get back on the roller coaster, and time passes until yet another media salesperson drops in, and the scenario plays out all over again.

Do you realize you’re probably approaching marketing backward? True dat, as my friend Kelly would say. Too many small businesses see marketing as something else they need to do after they’ve done the important stuff. And many also see marketing as a necessary evil but not really the business they’re in. As a result, what often happens is they ride a revenue roller coaster. It goes something like this: 1. When your company first started, you and your team (if you have a team) knocked on doors, made cold calls, and maybe even grabbed a directory of company names and starting dialing for dollars. (On my first sales job, our sales manager threw the Yellow Pages at me and said, “There’s your list!”) 2. After a lot of these calls, you generate some sales. Everybody’s happy! But then you have to fulfill the orders, so you and your team switch your efforts to production and delivery. 3. While you’re focusing on fulfillment, there are no outbound sales or marketing efforts. Because there aren’t, sales dry up, eventually. And with no orders to fulfill, you and your team, once more, have to knock on doors, make cold calls, and, maybe, grab that directory again. 4. This scenario repeats itself over and over. When you’re filling orders, sales are being ignored. When you have no orders to fill, you push sales. It’s feast or famine.

Why does this happen to so many small businesses? There are two simple reasons. First, you are not in the business you think you’re in. Do you manufacture widgets? I don’t care whether they’re small, inexpensive widgets or big, huge, expensive widgets. You are not in the business of making widgets. You are in the business of selling and marketing widgets. The widget is incidental. It’s merely the deliverable for what you’re selling. Do you manufacture golf clubs? That’s cool, but if you don’t sell them, you’re just going to end up with a big pile of steel. Do you build towering high-rise condominiums? Sweet! But if nobody occupies those skyscraper views, then you’re selling to Trump—for cheap. This is one of the most difficult lessons for small business owners. You love what you do! Maybe, you grew up loving to fish. You spent years on the river or boat and are happiest when you’re fishing. One day you come up with a lure that largemouth bass just can’t resist. Other fishermen notice you hit your limit every day and they ask for the secret. You tell them about your lure and, of course, they want you to make one for them. You start hand-making your special lure. A bunch of people buy it and someone suggests you should start a business. That’s the ticket! You can make a living in the sport you love! You start a business and next thing you know is you’ve got a production line, inventory, rent, and, maybe, even an employee or two. Let’s keep this short because we know what

under—as Hamilton does. And don’t fall into the trap of thinking you can just ask your customers what they want that’s different. I guarantee Lin-Manuel Miranda didn’t do that. Your customers don’t know what they want. They know they want something better— but not different. Nobody asked for an eight-track tape player. Nobody asked for a cell phone, let alone a smart phone. Nobody asked for the Internet. Nobody asked for social media. Nobody asked for Amazon.com. My all-time favorite quote about this came from Henry Ford: “If I’d asked people what they wanted, they would have said faster horses.”

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Book Excerpt | STEVE MILLER

happens. You think you’re in the business of making lures. People will, naturally, be attracted to them and purchase them. Easy peasy! But that’s not what happens, is it? It’s not so easy peasy, is it? And the reason is you never thought you’d actually have to get out and sell those little buggers. Whether you like it or not, you are now in the business of selling and marketing largemouth bass lures. The second reason for the marketing roller coaster is small business owners think they can hire an outside resource to do the sales and marketing. Sometimes, they hire an agency. Sometimes, it’s a freelancer. Sometimes, it’s a sales representative. Sometimes, it’s a full-time person. It sort of makes sense to get help when you finally understand you need it. But this course actually misses a critical first step: You (the business owner) are first and foremost the number-one salesperson for your company, and if you can’t sell your product, nobody else can, either. History is filled with extraordinary corporate success stories, most of which are about founders and CEOs who embraced the role of being their company’s top salesperson. At the age of sixty-five and often sleeping in the back of his car, Colonel Harlan Sanders visited restaurants, offered to cook his chicken, and, if workers liked it, he’d negotiate franchise rights to his Kentucky Fried Chicken recipe then and there. Ely Callaway Jr. bought the golf equipment manufacturer Hickory Sticks for $400,000. In 1983 he became president and moved the company to Carlsbad, California, where he sold clubs out of his Cadillac, renaming the company, Callaway, Inc. The first sales of Phil Knight, Nike’s cofounder, were conducted out of a now-legendary, green, Plymouth Valiant automobile at track meets across the Pacific Northwest. Major CEOs throughout history, such as Mary Kay Ash, John Patterson of NCR, Larry Ellison of Oracle, and Napolean Barragan of 1-800-Mattress, understood the importance of sales and marketing as the primary function of their businesses. That’s your job too. The Foundation Blocks Of Uncopyable Once business owners understand their numberone role and the true function of their company, they need to understand the correct steps for achieving the highest success, and those steps must be in the right order. The media you use—

direct mail, your website, trade advertising, ValPak, social media, or any of the other myriad of tools available—is not where you start a marketing strategy. You start with your market. Who are the prospective customers in your target market? What can you tell me about them? There are two important parts to knowing your market: demographic and psychographic. Demographic is usually easy for us. What industry are these customers in? Where are they located? How big is their company? How many sales? How many employees? Most of us know the answers to questions such as these, which is great because they give us the profile of our target, identifying our prospects. The second part, the message, isn’t always so easy, because we have to sort of climb inside the mind of our prospects. What problems, challenges, obstacles, or hurdles do our target prospects face every day? What keeps them awake at night? What aspirations and opportunities do they have? What have your target prospects tried to either fix pain or achieve gain that hasn’t worked? After you’ve painted a clear picture of your target market prospects, what message can you craft that gets their attention? The more you can show how working with you will fix pain or achieve gain, the better chance you’ll have. The best way to do this is to join the conversation already going on in the prospect’s mind. A simple example is in the weight-loss industry. It’s not so much that people want to lose weight but, rather, what losing that weight will achieve for them: turn heads on the beach, be the slimmest woman at the class reunion, get the body back after having a baby. The better job you do of matching the message to your market, the more success you’ll have. The third part is the media you use to send your message to your market. There are, literally, hundreds, maybe thousands, of different types of media you can choose to use, but there is no one perfect medium that works for everybody. Yes, social media works for some businesses—but not all businesses. TV still works for some, no matter what you’ve heard. Heck, even billboards work for some businesses! The key to finding the right media is simple: Does your target market already pay attention to it? That’s it. Nothing more. I don’t care if there are more people on Pinterest than live in Japan. If my

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market isn’t on Pinterest, it’s useless to me. On the flip side, if I build five-axis, horizontal, milling machines and I find out my market reads Today’s Cat, you can take it to the bank I’m advertising in Today’s Cat. The big question mark, of course, is moment. When will a lead make a decision to buy? Sometimes, we might be able to influence and speed up the decision-making process, but most of time, we can’t. Here’s the big question: When a lightning bolt comes out of the sky, striking our leads in the head and they realize they need that solution right now, do they think of us first? Do they think of us second? Do they think of us at all? Our goal is, in fact, to be the only solution they think of. If we correctly follow the market-message-mediamoment plan and add the uncopyable strategies outlined in the chapters ahead, we can influence the decision when the moment is right. Your Branding Strategy Have you ever heard about the guy in Anchorage who took a set of tires to Nordstrom and asked for his money back? The salesman contacted the manager, and after some discussion, they determined this guy was a very good customer. So they refunded his money even though Nordstrom doesn’t sell tires! Clearly, this is an amazing story that reinforces the Nordstrom policy of customer service and unquestioning refunds. There’s only one problem: there’s no proof it’s true. It’s part of the Nordstrom myth. I’ve heard many different versions of the story, usually from a professional speaker using it as an incredible customer service example of just how far excellent companies such as Nordstrom will go to take proper care of their customers: “If Nordstrom can take back tires, shouldn’t you rise to that level too?” In a meeting, about twenty years ago, I had the chance to ask Jim Nordstrom about the tire story. He smiled and said, “I don’t know. I wasn’t there,” an excellent nonanswer. But the story persists. I heard it recently during a session led by a member of the International Speakers Hall of Fame. That’s the thing about myths. Many are rooted in some truth, expanding as the story is handed from one person to the next. The fact that, ultimately, a myth may sound too fantastic yet still be uniformly accepted only happens when

other stories about the “hero” are provably true and somewhat consistent. The tire story speaks to an ideal of superior, even unbelievably high, customer service. And there are many stories of Nordstrom delivering just that. My own family has had several such experiences. For example, Kay was shopping for Kelly’s school clothes, several years ago. She found an outfit she liked at Nordstrom. Unfortunately, the one that fit Kelly was missing the belt. The salesperson assured Kay she would find the right-sized belt and contact her. The next day, Kay received a phone call from the salesperson. “Hi, Kay! It’s my day off, but I was thinking about that belt. I stopped in a nearby Macy’s and they have the exact same outfit. They are holding the belt for you and you can pick it up anytime.” That’s an amazing customer service story. Stories like that help us believe that the tire story might be true: “Hey, if this can happen, I guess that can happen too!” The other thing about myths is how much people like to share them with friends and peers. I can safely say that when I do share Kay’s belt story, whether in a speech or just in conversation, others, inevitably, want to share their own amazing Nordstrom customer-service story. And so the myth spreads. Smart companies understand the power of myth. Oh, they might use another word for it, such as brand, but when managed correctly, it’s still the same. You see, the essence of your brand is the big, specific promise you make to your customers. What promise can you make that resonates with your target audience? Nordstrom doesn’t explicitly declare it offers world-class customer service in its advertising, but we all have come to expect it. Why? Because the company implicitly shows us through great stories such as my wife’s, and mythical stories such as the returned tires. And not only do those smart companies develop strong myth/brands, but they help spread them too. Yes, even Nordstrom does that. That’s the thing about your myth/brand. You must manage it. You must carry it around with you at all times. You cannot for one second to allow somebody else to take control of your story. You must also look for available tools to anchor your branding myth in the mind of your target market, and trigger the memory even later. Great brands almost always have great myths attached, whether they’re in the B2C market or B2B.

Key Highlight: What problems, challenges, obstacles, or hurdles do our target prospects face every day? What keeps them awake at night? What aspirations and opportunities do they have? What have your target prospects tried to either fix pain or achieve gain that hasn’t worked?

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Impact Feature

Different Manufacturing to Differently Manufactured “Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” - H. James Harrington

W Sudhir Patankar, MD, PAT Productivity Solutions Pvt. Ltd. India and PAT Productivity Solutions Corp. USA

The author is MD, PAT Productivity Solutions Pvt. Ltd. India and PAT Productivity Solutions Corp. USA. He can be reached at +91 83 9001 9606 and sudhir. patankar@patsol. co.in. You can check the company’s offerings at www.patsol.co.in and the author’s credentials at https://www.linkedin. com/in/sudhirpatankar.

e at PAT Productivity Solutions Pvt Ltd work with a clear Mission to add value to our customers.  To Bridge the Gap between the OEM expectations and Tier Supplier Capabilities to achieve sustainable and high performance in PQCDSME  To Make Tier Supplier more Capable & profitable for sustenance  To Design, Supply Special Equipments for Manufacturing Niche Products. We at PAT Productivity Solutions Pvt Ltd offer “ECE” – Engineering Consulting Execution in a direct way as a classroom approach to be followed

at the shop floor level. The management sets priorities to get results which can be realized & measured. Does it sound familiar? Focus – Select – Aim - Shoot is what we do. We have mastered the technique of identifying the defectives and the defects. Going beyond the 80:20 Rule and the Why-Why Analysis to reach depths that help to discover new ways of manufacturing. Hence our tag line “Different Manufacturing to Differently Manufactured”. Several Companies thrust Lean activities on the employees as a matter of Culture which starts fading out sooner than expected. Others just put up 5S, Kaizen and Lean boards without

Picture: PAT

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understanding what they mean. It is just to show the visitors that they are into Lean management. Some real examples:  A CEO of a Rs-1200 Cr company, into 100% export of high end Oil & Gas Tools, was already well versed after reading through an impressive encyclopedia collection in this library of the best available in Lean implementation and yet he asked me during my visits with a “know it all” look, “how are you able to think differently to get such good results which are sustainable”. I politely replied “we include the human factor along with the progressive dosage at floor level. ” He leaned back and spoke after a long gap, “That is neither mentioned in Lean books nor taught in B-schools”. I smiled and kept silent and he understood.  A top Tier 1 supplier to Automobile Sector based in Manesar, proudly displayed the 5S and TPM practices being used in the company. But that is where it stopped. Money was being spent on special external classes on TPM implementation for the Shop engineers & Managers, Display boards being put up for show, documents are cooked up for ISO audits. What was missing was the human factor. Who felt the need? The management. Who implemented it? The management. On whose command were the documents cooked up? The management. So, the missing links were the connect between the need of the hour for all employees to understand and the way any implementation needs to be done after a thorough Gemba of the actual culture of the company from the top level till the security gate. Unfortunately true. Management does not even know the meaning of LEAN implementation which continues to be displayed inside the plush offices. Results are not only expressed in the form of Financial Statements but identifying and eliminating hidden costs or waste costs which lurk just about on every ones shoulder like Murphy but is ignored till reality hits hard. Forget TIMWOOD....it is a farfetched dream for them in reality Here are a few Simple Steps that will help you to reach a decent lean state which is sustainable : 1) Use practical aspects of Lean implementation as per the actual situation of the company. 2) Work on basics first and with the lowest at ground zero to get the best results 3) Do not expect Managers to follow lean and implement it. They will always have other priorities. 4) Use PDCA and work upwards thru the organization with a master plan which needs a slight

tweaking with changing organization needs, management expectations and moods. 5) Be ready for a sudden change in management thinking and adjust to keep lean going. 6) Continuous review of the progress with a midterm correction is a must. 7) It needs to be one of the prime objectives of the top management. 6) If nothings seems to be working then we can pitch in to help in a structured way: • • • •

Define Define Define Define

Gaps - to Understand your Need Specific Needs - to Provide Appropriate Solutions Road Map - to Partnership for a Win-Win situation Strategic Areas - to Grow Together in the long term

How to motivate your teams on a progressive path using the “Nurturing Young Minds” approach:

Picture: PAT

Volume 1â&#x20AC;&#x201C;Issue 3 Nov /D ec 2 0 1 7

Innovation | PORTESCAP

New High Torque Brushless DC Motor offers improved thermal characteristics and reliability for Orthopedic large bone applications Portescap introduces its newest surgical motor solution for large bone orthopedic powered hand tools. This new size 12 (31.5 mm diameter) mini motor is available in 9.6V, 12V and 14.4V versions with cannulated and non-cannulated options, these motors can deliver peak torques of up to 1,720 mNm in a compact envelope.

amples are available in less than two weeks to help speed up the crucial design phase when multiple quick iterations are important to finalize the application specs. These drives are suitable for various applications such as orthopedic drills, reciprocating saws, oscillating saws, sagittal saws and reamers. In addition, size 12 motors can also be used in robotic surgery applications, surgical screw drivers and exoskeletons. Portescapâ&#x20AC;&#x2122;s brushless DC slotted miniature motors for surgical power tools are designed and manufactured using unique process that encapsulates and protect stators windings and electronics from harsh external environments like autoclave and dish wash witnessed by these applications. In addition, Portescap insulates the windings per the medical safety requirements for hi-voltage protection that is mandatory for surgical powered hand tools.

Portescap has been collaborating with surgical power tool manufactures for over 20 years to supply miniature motors custom engineered for critical performance. We are able to help solve your most challenging motion needs for high torque, reliability, sealing, vibration and lower cost of ownership even all the way to creating various custom solutions (shafts, tool drivers, custom reduction ratios, shaft coating and seals, custom integrated housing, custom end-bell design to support pin out connections for easy plug & play and improved reliability). Upon request, the drive systems can be coupled with autoclavable gearheads with different reduction ratios, autoclavable encoders and autoclavable controllers to meet the application needs. These drives come in different varieties to meet the divergent customer needs of reliability. Portescap motors are manufactured in an ISO/ OSHA certified facility, and are RoHS compliant.

Vo l u m e 1 – Is s u e 3 Nov /D ec 2 0 1 7

EMO Special | MARPOSS

Marposs at EMO 2017: Future of Production, Simulated At this years’ EMO, Marposs, a worldwide leader in metrology and control in the production environment introduced a completely new promotional concept. This years’ message was, Marposs is your best partner for practically every control solution throughout production line.

M Marposs showed solutions for metrology and monitoring along the entire production chain at the EMO 2017. Picture: Marposs

arposs’ 300sqm booth at Hall 6, Stand B34 simulated two production lines; one line for shaft type and the other for cubic type workpieces. To maintain familiarity with the majority of potential visitors, the bulk of the booth represented the automotive sector. However, it’s important to note that similar solutions can be used in a wide variety of markets: electronics, medical, energy, aerospace, white appliances and more. Furthermore, a special focus was dedicated to two markets considered to be strategic for the future: aerospace and e-mobility. Each line displayed different solutions for the various stages of production line that can save time, reduce cost, and improve quality. Walking into the booth the visitors were guided through each stage of the production line. Starting at the foundry, which monitors the work-pieces’ thermal die

surface, with Marposs’ newly developed technology, till the final check where automatic solutions for quality checks are displayed. Due to the fact that Marposs simulating a real manufacturing plant, it did not miss out on the chance to show an Industry 4.0 area where it displayed real-time data collection and analysis from the units on the booth. Evolving to satisfy its customers’ needs is not something that happened overnight. Since 1952, Marposs has been supplying their customers with high precision solutions for quality checks before, during, and after the production process. Learning and growing every step of the way, has made Marposs, not only a supplier of quality products, but also a partner one can count on. Marposs Groups’ direct proprietary organizations can be found worldwide in 25 different countries. 

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Success Story | KENNAMETAL

The Mill 16 split case design is truly a clever concept. The largest split case cutter body weighs only 20.4 kg (48.45 lb.).

Wedge style and screw-on style cutters in fine, medium and coarse pitch cover all cast iron roughing and semi finishing applications.

Picture: Kennametal

Got Iron? Riding high on the success of Mill 16, Kennametal expands the platform

ennametal offers two new solutions for roughing and fine finishing, delivering lowest cost per part and consistently superior part quality in cast iron Iron’s everywhere. The turbines in those big windmills are popping up all over the place. So do the engine blocks, transmission cases, and turbocharger housings. The pumps that bring water to our faucets and the hydraulic manifolds that put the “move” into earthmoving machinery. Without iron, none of these would be possible. This is why Kennametal has put so much effort into producing cutting tools that make iron machining both cost-effective, efficient, and ensures easy handling. One significant step in this direction came a little over one year ago, when Kennametal announced its Mill 16 face mill, the next generation in roughing tools designed specifically for removing large amounts of cast iron quickly, offering the highest productivity and lowest cost per edge in roughing and semi-finishing applications.

Making a change

Kennametal is pleased to announce that it is

building on that success by expanding the Mill 16 platform by introducing new cutter body styles, new insert geometries and grades, and a split case design for large diameter bodies that reduces spindle bearing loads. With these new additions the portfolio will fit any of your cast iron face milling applications. From fine-pitch wedge style cutters for highest productivity and very powerful machines to medium and coarse pitches screw-on cutters when horsepower is limited. From machining of small components to very large components. The Mill 16’s new split case design meets truly massive machining needs, with wedge-style cutter bodies ranging from 300 to 500 mm (12 to 20 in.) in diameter. And for those worried about hanging such humungous cutters off their machine spindles, there’s good news: the largest split case Mill 16 cutter body weighs only 20.4 kg (48.45 lb.), roughly one-third that of competing designs, but still able to rotate at up to 2800 RPM (almost 15,000 SFM!). And there is even more good news. All cutters use the same innovative, multi edged design in-

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The double sided, 16 edged insert provides lowest cost per edge.

KCFM consistently achieves surface finishes of Rz13 (Ra 0.8 μm) with peak to peak wave heights (Wt) of 10 μm or less.

Picture: Kennametal

sert – an insert with 16 cutting edges that provides lowest cost per cutting edge. The Mill 16 product line is covering all heavy roughing and semi finishing applications. But what about finishing of cast iron? Finish is everything

To an engine manufacturer, flatness and finish is everything. Without it, leaks are sure to occur, leading to expensive warranty claims and unhappy customers. The same can be said for those making transmissions, hydraulic manifolds, pump bodies, and anywhere a smooth sealing surface is needed. Unfortunately, the material used to make many of these components—cast iron—can be challenging to machine. There are many options available on the market for fine finishing of cast iron these days. And most of them can achieve the required surface finish. But to keep it consistent is a different story

And that is one of the pain points for many customers. To have a consistent, reliable process when it comes to fine finishing of cast iron. The deterioration of the finishing occurs as soon as the inserts show slight wear. That causes an increase in cutter pressure, resulting in vibration, and feeding marks are observed. The result is downtime due to frequent insert exchange.

The super positive KCFM – Kennametal Cast Iron Finishing Milling - with the new KBK50 full top PCBN (polycrystalline cubic boron nitride) grade was developed to address these issues. Now customers can produce much more parts per edge in a reliable and consistent manner, so the cost per component will decrease. And keep in mind machining time reduces drastically since PCBN can be applied with 3 times higher cutting speeds compared to carbide inserts. More options with KCFM

Combining the semi finishing KY3500 silicon nitrate ceramic with KBK50 finishing wiper inserts is also a very productive, and cost effective solution for customers who don’t want to have a full load PCBN inserts in the cutter. PCBN and ceramic grades are perfect for mass production and stable conditions. But in many cases there is also the need for fine finishing on rather unstable conditions, such as weak work-piece clamping, limited spindle speed, long overhang, or when tooling cost is the primary consideration. The answer to that the carbide grade KC514M. A TiAlN PVD coating that is both tough and wear resistant. Designed for light to medium machining. KC514M can be applied with or without cutting fluids.

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Success Story | NORD

Bent on success NORD Drivesystems’ soution drive speeds up assembly of rebar bending machines About Comeco

Swedish manufacturer Comeco offers bending machines for different rebar diameters to suit demands of construction and rental companies. Working with NORD Drivesystems, they have retrofitted one line for rebar diameters up to 20 mm with electric drives and are currently following it up with another line for up to 40 mm. When Comeco first designed rebar benders, they used hydraulics, a common choice for such machines. But the specialists for construction-site machinery found several problems with the tried and tested technology. Fredric Hallberg, owner and manager of Comeco, says: “We developed two hydraulic bender models from scratch. The electric system is very complex. Installing the hydraulic power unit, piping network, and sensors takes a lot of time. This machine design is much more complex and more prone to problems than our new electromechanical machines.” Comeco therefore researched ways to make the machines more robust and ideally cheaper to build. “Analyzing competitors’ designs,” Hallberg recalls, “we found that we could build the machines cheaper with an electric drive. It was important to us, that we would integrate top-of-the-line functionality and provide more user value and comfort than the available low-end machines.” High usability

By providing a plugand-play drive with a motor-mounted inverter, NORD has greatly simplified Comeco’s assembly and commissioning work. Picture: NORD Drivesystems

ooking for ways to improve their machines’ usability and to economize on manufacturing costs, the Swedish company Comeco decided to launch a new line of rebar benders with electric drives instead of hydraulics. NORD Drivesystems supported the company from the early planning phase through to production, configuring an AC vector drive with an integrated PLC that controls all machine functions. The current solution is simpler, more robust, and easier to maintain. In addition to substantial savings for procured parts, the assembly time was halved.

As per Comeco’s wishes, all machine functions were to be controlled by a PLC. NORD therefore proposed the NORDAC FLEX AC vector drive. The motor-mounted inverter integrates a PLC for precise speed control and positioning. Machine operators can select from two speed settings according to their skill level and the thickness of the steel bar. The 20 mm machine allows two angles to be programmed at a time – operators can then conveniently go from one setting to the other with a switch button. The parallel-shaft geared motors of these drive systems deliver high torques at a very compact size. NORD manufactures all components and can thus ensure highly efficient gearing with minimal loss.

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The drives are delivered pre-assembled and pre-parameterized with a ParameterBox, which Comeco takes as is and installs in the machine operation panel. Instead of complex wiring of the hydraulic control system, the electronic drive only needs a power connection. “We certainly save money here as well,” says Hallberg. “The ParameterBox saves us a lot of switches. NORD delivered it with the buttons and the display programmed according to our specifications. You change the angle with the up and down arrows, the speed with right and left. It is very simple. Operators do not need to navigate through a menu.” Safety first

After bending, the PLC reverses the drive for easy and safe removal of the rebar. Hallberg says, “The simpler machines do this by means of springs. A spring is of course another mechanical part that can fail. We prefer our new state-of-the-art electronic solution. It is much safer.” In the addition to an emergency stop button, the machine also stops if a plate near the infeed is touched – for instance, because a glove has been caught on a rough metal part. “One advantage of using NORD instead of hydraulics,” Hallberg adds, “is that the motor is not jammed. That way, you can manually remove the piece of rebar.” The gears run so smoothly that removing an obstacle from the machine in any direction is not a problem. Time to market: six months

Nord Drivsystem AB in Sweden was among the first foreign subsidiaries NORD founded in 1979. Hallberg happened upon the NORD brand when he was giving another bending machine a closer look. “It was an old Weelu bender using NORD components. We called the telephone number that was given on the old machine parts, and the sales representative reacted promptly. We discussed our needs, and he came back to us with a projected new drive solution in the next days. We worked out the finer details with a drive engineer. We received excellent service across the board. It took about six months until we had the first ten machines for customers who agreed to test them. They reacted well. If you have used this machine once, I think, you will not ever want to give it up. The machines with NORD drives are much easier to use than the hydraulics ones. Customers or any repair shop can fix most problems themselves. However, repairs are hardly ever necessary. Our new machine design is much more hard-wearing both compared to hydraulics-based machines and low-cost, low-end

machines. Our bending systems last more than ten years. This kind of quality convinces our customers.” From the manufacturer’s point of view, too, the project has proven successful. “We save a lot of money. And time! One hydraulic machine takes about four days to build. With the NORD system, we only need two days. Including the assembly time, we will probably save about SEK 30,000 on the bigger machines we are developing now. That is more than 15% of the end price.” About NORD Drivesystems

NORD Drivesystems develops, produces and sells drive technologies with around 3.400 employees, and is one of the international leaders in the industry. In addition to standard drives, NORD supplies application-specific concepts and solutions, even for special applications, for example with energy-saving drives or explosion-protected systems. Gross sales amounted to approx. EUR 540 mn in the 2015 business year. The company founded in 1965 now has over 36 subsidiaries worldwide. NORD produces a wide variety of drive units for torques from 10 to 200,000 Nm, electric motors with powers from 0.12 kW to 1,000 kW as well as the necessary power electronics in the form of frequency inverters and servo controllers. Inverter solutions are available for classical installations in the switch cabinet and for decentralised and fully integrated drive units.

The old hydraulics system had an integrated control cabinet and required a lot of expertise, time, and effort to install and maintain. Picture: NORD Drivesystems

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Industry News | LEROY

Leroy-Somer is preparing tomorrow’s technology

Picture: LEROY

n the initiative of the IRT Saint Exupéry, one of the eight Technological Research Institutes in France certified under the Future Investment programme, on 29th June Leroy-Somer signed a multi-partner research project in the industry, aviation and transport sectors. Under this programme, one of whose pillarsis electrical machine insulation system lifetime and reliability control, Leroy-Somer will be providing its partners with its experience and know-how. In return, the company will benefit from the results of the work carried out in the aviation and automotive sectors to apply it to its own industrial products, making them even more robust and higher performing. The increase in power density for rotating electric machines and the arrival on the market of new generation electronic components which significantly improve power electronic converter performance will generate new constraints for the winding insulation systems of these motors and alternators. In this context, controlling their lifetime and reliability is vital. One of the objectives for the Saint Exupéry Technological Research Institute (IRT) in Toulouse is to assist technological breakthroughs by exploiting the major synergies which are appearing in the aviation, automotive, rail and industrial sectors, in order to prepare the robust, reliable and optimised technologies of tomorrow. In particular, this is the case for the “E-Power Drive” project to optimise the whole machine, electronic converter and cables and the “Highvolt” project

which is specifically geared towards controlling the lifetime and reliability of insulation systems, especially windings, for example by developing demonstrators and test platforms for more electric or hybrid propulsion planes. “The work, which is being carried out in conjunction with the research laboratories, will enable us to better understand the physical phenomena such as partial discharge which lead to premature component and insulator ageing and to assist the development of new, better performing and more robust components and systems. This will produce design rules first of all, followed by standardisation”, specifies Ariel Sirat, the current Chief Exectutive of the IRT Saint Exupéry. The Highvolt project officially started on 29th June 2017, with a budget of 10.6 million Euro over 4 years and industrial companies and laboratories sharing their skills. So, Nidec Leroy-Somer is joining 11 industrial partners (major groups, SMEs and start-ups) Airbus, AKKA Technologies, Alstom, IVA ESSEX, LATelec (Latécoère group), Liebherr, Nawa Technologies, Radiall, Safran, Sogeti and Zodiac Aerospace and 2 academic partners with the Laplace and LSEE laboratories. Within six months, this panel will be boosted by new members from a range of backgrounds.

Vo l u m e 1 – Is s u e 3 Nov /D ec 2 0 1 7

The methods, tools, databases and technological bricks developed in Highvolt will enable LeroySomer to prepare effectively the design of future electronic power converter systems, cables, connectors and electric machines. This research will be able to take advantage of unique simulation and characterisation technological platforms (partial discharge, electric arc study, insulation system stress and accelerated ageing) which will be in service for the project’s partners. “Nidec Leroy-Somer’s active participation seeks to integrate the work produced by Highvolt as soon as possible into product design”, emphasises Cédric Plasse, Vice-President R&D / Engineering of Nidec Leroy-Somer. “This participation is mainly based on the provision from 2018 of two doctors of engineering who produced their thesis at the Laplace laboratory, specific test and characterisation resources and the involvement of experts from the project roadmap definition phase”. “The innovations which will be generated by this programme will constitute a real step forward for Leroy-Somer’s customers and product users in terms of performance, the lifetime of their machines and the security of their manufacturing processes”, concludes Cédric Plasse. About the IRT Saint Exupéry

The IRT Saint Exupéry has been launched by the French government within Investments for the Future Program to boost high value competitive technological sectors in Aeronautics, Space and Embedded Systems. This Institute of Technology combines resources from public and private partners to lead R&T activities in three strategic domains: Picture: LEROY

Picture: LEROY

- High Performance Multifunctional Materials in 3 Competence Centres: Metallic Materials and Surface Treatments, Organic Matrix Composites, Ceramic Matrix Composites. - More Electrical Aircraft in 3 Competence Centres: Understanding of Physical Phenomena, Technological Bricks, Electronic Components Robustness. - Embedded Systems in 3 Competence Centres: Telecom, Images and Data as well as Collaborative System Engineering. Its expertise and technology platforms, as well as its collaborative environment boost the maturation and transfer of breakthrough technologies (TRL 4-6) to its industrial partners. About Nidec

Nidec was established in Kyoto, Japan in 1973 by its Chairman, President and CEO Shigenobu Nagamori. In 1979, Nidec became the first company in the world to successfully commercialize a direct drive spindle motor for HDDs based on a brushless DC motor. Since then, the Company has grown into a world-leading comprehensive motor manufacturer encompassing approximately 300 subsidiaries employing 110,000 people throughout the world and with annual sales exceeding 1 trillion JPY. Nidec’s motors, drives, generators and related products are found in a diverse range of applications including computers, smartphones, home appliances, automobiles, manufacturing plants, robots and more. About Leroy-Somer

Leroy-Somer is one of the world’s leading manufacturers in electromechanical and electronic drive systems (electric motors, geared motors, variable speed drives) and the world leader in industrial alternators. Part of the Nidec group since February 1, 2017, the company employs 8000 people in 27 production units and 470 sales and service outlets worldwide.

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Product News | SIGMATEK

Wireless, Multi-touch & Safety Functions: The HGW 1033 Wireless operating panel with multi-touch and Safety functions from SIGMATEK: The HGW 1033

Picture: SIGMATEK

he wireless handheld panel HGW 1033 from SIGMATEK pulls out all the stops in operating comfort. First, through wireless data transfer, the meter-long cables in the production hall have been eliminated. Second, the mobile panel has a 10.1-inch multi-touch display (PCT) that is suitable for industrial applications and offers a wide range of visualization options and an intuitive operating concept. The modern HMI is already equipped with Safety functions: Confirmation button, key switch and a lighting emergency stop button. When inactive, the button appears gray. An illuminated red mushroom button indicates that the HGW 1033 is correctly linked to the system and the Safety elements are ready to use. As with the function-oriented data, the Safety data is transmitted via the standard WLAN network but according to the Black Channel Principle. With the wireless HMI, the machine operator can flexibly select the inspection points and operate multiple machines, robots or system units at the same time with only one panel. For this purpose, a safe 7-segment display for machine identification is integrated. A dual-core EDGE2 Technology processor provides the necessary visualization power, as well as the integrated battery back, which guarantees 2 hours of continuous use without having to recharge the mobile panel. The wireless panel supports OPCUA communication and includes a USB interface as standard. Optionally, an RFID reader can be integrated to authorize

access levels for example. Fully equipped, the HGW 1033 weighs 1,500 g including Safety elements and battery pack – it therefore fits light in hand compared to other handheld devices and thereby ensures low-fatigue operation. On the grip unit located on the back, there are magnets that allow the HMI to be placed on the machine component without a mount – a practical added feature. About SIGMATEK

SIGMATEK is counted among the leading manufacturers of complete automation systems for machine and plant manufacturing worldwide. In the 30-year history of the company, trend setting automation technologies were and are developed in close coordination with customer demands. With a product spectrum that meets all requirements from best asset cost to high-end applications, today practically any job requirement can be covered with serial products. In keeping with the company’s philosophy, long-term availability is guaranteed. The scope of delivery extends from control and I/O systems, IPCs, HMIs, Motion Control and Safety to the all-in-one engineering tool LASAL with object oriented programming and the real-time Ethernet VARAN. New technologies are regularly tested for their applicability in the automation industry and implemented with the shortest “time-to-market” in innovative products. This guarantees a highly modern product spectrum from one source. In-house research, development and production ensure the Salzburg Company, with over 500 employees worldwide, a place at the forefront of automation technology. With locations in Germany, Switzerland, Great Britain, the USA, China and Korea as well as sales and service partners in the most significant international industry centers, SIGMATEK is always near the customer world wide. 

Vo l u m e 1 – Is s u e 3 Nov /D ec 2 0 1 7

SCHUNK / DORNER | Product News

Picture: SCHUNK

Teachable magnet sensor with IO-Link The SCHUNK MMS 22-IO-Link magnetic switch is directly inte-grated in the gripper’s C-slot. It can detect different component sizes and offers additional diagnostic functions thanks to IO-Link.

CHUNK, the competence leader für gripping systems and clamping technology, is expand-ing the analysis options of its SCHUNK PGN-plus-P pneumatic universal grippers as well as its SCHUNK MPG-plus pneumatic small parts grippers with the SCHUNK MMS 22-IOLink mag-netic switch. The sensor can be placed directly in the C-slot of the gripping modules with no interfering contours. It allows the gripper’s entire range of stroke to be detected so that parts of different sizes can be precisely detected. Thanks to the IO-Link, other data can be generated in addition to position monitoring, for example querying the cycle number, the temperature, the analysis quality or sensor identification. Continuous communication between the MMS 22-IO link and the control system is also guaranteed. For this purpose, the sensor, which is fully compliant with the IO-Link Class A standard, is connected directly to the IO-Link master. Programming in seconds flat

Instead of mechanical switching point adjustment, the sensor can be taught quickly and conveniently via the IO-Link interface. Alternatively, SCHUNK wired connectors or non-contact magnetic teaching tools can be used. The corresponding switching condition is indi-cated on an LED display. This allows users to save up to 90% on set-up times, as compared to conventional magnetic switches. Since the required electronics are completely integrated and not installed in the cable, the sensor’s slim contour is retained and the cable can be used with standard plug connectors (M8/M12). Unlike analogue magnetic switches, neither shielded cables nor other EMC protection measures are necessary, which greatly simplifies the commissioning process thanks to IO-Link.

Picture: Dorner

FlexMove Expands its Offering in Southeast Asia by Manufacturing Dorner’s 2200 Series Conveyors Dorner’s 2200 Series flat belt conveyors are more easily accessible to customers in Southeast Asia, thanks to FlexMove (http://www.flexmove.com/product/2200seriesaluminum-conveyor/) now manufacturing the conveyor line from its Malaysia facility.

lexMove, a Dorner Holding Company, is a manufacturer of flexible chain conveyor systems for the food, beverage, automotive, electronic and automation industries. The 2200 Series is designed to move small- to medium-sized parts efficiently and quickly. The conveyor line underwent a redesign just last year to make this product stronger, faster and more flexible. It features a robust, single piece frame design that reduces the overall number of needed stands. The frame comes with a Universal T-Slot that is compatible with industry standard hardware and makes attaching accessories and guiding fast and easy. Additionally, a 5/8” nose bar transfer option with V-Guided belt tracking safely transfers parts at speeds of up to 200 feet per minute for increased productivity. New tool-less fully adjustable guiding provides customers with added flexibility to further customize their conveyors to best fit their needs. The low profile 2200 Series is a versatile line, and engineered for numerous applications and industries, including accumulation, small-part transfers, inclines and declines, automated and manual assembly, packaging and industrial. Features and benefits of the 2200 Series flat belt conveyor include: • Load capacity up to 120 pounds; belt speeds up to 400 feet per minute • Precise rack and pinion belt tensioning allows for fast and simple tensioning • “Sealed for life” bearings reduce maintenance For more information on FlexMove now manufacturing Dorner’s 2200 Series conveyors, visit www.flexmove.com.

About Dorner

Dorner Holding Company is the parent company of Hartland, Wisconsin-based Dorner Mfg.; a world leader in the design, manufacture and distribution of high-quality conveyors and related equipment. Since 1966, companies from around the world have turned to Dorner conveyors for greatly improved efficiency and productivity.

Volume 1–Issue 3 Nov /D ec 2 0 1 7

Feature | KOLMORGEN

Cutting edge: The shark teeth Saw blade manufacturer Alesa develops its own grinding machine / Washdown servo motors from KOLLMORGEN with single-cable connection technology.

Bc. Sc. Martin Rupf, KOLLMORGEN, Switzerland

Picture: Kolmorgen

intered tools have a reputation in metal processing for being particularly hard-wearing and for maintaining their sharpness over a long period. However, processing saw blades, drills, and milling tools proves to be time-consuming as a result of their particular hardness. This is why the saw blade professionals from Alesa in Switzerland started their own development process to design a grinding machine for circular saw blades. The fully automated, new Denta Combi 160 is designed for multi-shift operations. High-precision synchronous servo motors with robust Washdown coating from KOLLMORGEN is responsible for positioning the high-frequency grinding heads precisely. With saw blades this involves getting right down to business – particularly when these are used in high-precision processing centers for metals. There are wide varieties of products available. These ranges from saw blades made from HSS steel to elaborate material structures from a sintering process. Alesa ensures that the right sharpening is in place for both product lines with

the Denta Combi 160. “Grinding this hard material involves the major challenge of dissipating the generated heat through water or oil as effectively as possible”, says Christian van Rijs, owner of K. Brunner AG and the spiritual father of Denta Combi. “The saw blades are so sensitive that temperatures at the edges of more than between 180 and 200 degrees Celsius can result in immediate changes in material performace . The structure deteriorates and the hardness reduces considerably.” Washdown coating protects the motors

Van Rijs uses a high-pressure oil jet in the Denta Combi so that the teeth remain as cool as possible during chamfering. “Machines simply tolerate oil better than water. Cooling water has all kinds of additives in it which place a strain on the material and cause the machines to suffer.” However, as water is more effective than oil in absorbing the friction heat during grinding, the machine engineer has to increase the pressure for the oil supply – and also to integrate a CO2 extinguisher into the system. In order to prevent the positioning drives inside the processing center from adverse damage through contact with the cooling liquid, the special-purpose machine builder from Gränichen in the Canton of Aargau uses specially coated synchronous servo motors from KOLLMORGEN – the AKM Washdown range with a coating made from a two component epoxy resin. This protects the light gray units securely from the impact of corrosive chemicals. The extremely smooth surface also ensures that liquids are able to run off without residue. This makes cleaning the interior easier in Alesa’s new system, as the drive technology causes less contamination and neither the cooling liquid nor the griding residues stick on a permanent basis. The performance of the Washdown-design AKM servo motors is generally so robust that they are not affected by salt spray either – which is why they are even used in offshore applications with long service lives.

Vo l u m e 1 – Is s u e 3 Nov /D ec 2 0 1 7

Picture: Kolmorgen

New technology that is easy to implement

The role of AKM Washdown servomotors in the tool grinding machine for circular saws with blade diameters of up to 160 millimeters involves threedimensional positioning of the diamond grinding wheel via an XYZ multi-axis system. The grinding wheel itself is driven by a high-frequency motor. The workpiece is also adjusted notch by notch in a rotational axis to the grinding wheel by an AKM Washdown motor. This allows the workpiece to be completed within just a few minutes. Christian van Rijs had previously used boards developed by him to control these CNC processes, but now uses standardized processors and powerful Ethercat communication. “This made it very easy for me to transfer the existing software – which contains our essential knowledge and expertise – to the modern hardware.” This implementation was required in particular because older boards with ISA-bus communication were becoming increasingly difficult to procure. The decision to use the AKM servo motors from KOLLMORGEN for the new grinding machine was down to the perfect coordination with the AKD servo controllers as well as the existing Ethercat system bus communication. The simple parameter settings and the fine-tuning options with the KOLLMORGEN Workbench were crucial factors in terms of the controllers. The simple configuration was a real advantage in engineering, particularly in combination with the CNC developed in-house. The AKD servo controllers can also be flexibly combined with components from other manufacturers, which is an absolute benefit in special-purpose machinery construction. At this point the managing director of K. Brunner AG was generally on the lookout for a system partner that has a set of modules for the servo drive technology that is as extensive as possible – both in terms of output as well as the options such as Washdown coating. “That’s the best solution for us”, says van Rijs. He notes that as a special-purpose machine builder it is important for him to obtain both small as well as large motors from one manufacturer – with this scaled on a continuous basis. The whole project involves intensive collaboration on the engineering side, which has developed into a true partnership as a result of other projects in the past. Single-cable connection technology is beneficial

One further result of the co-engineering is the space-saving structure for the servo drive technology for the motion control. As the Denta Combi 160 is designed to be a compact machine, the room available for the installation is also correspondingly tight. “Connecting the motors

using just one single cable is an enormous benefit for us as we only need to connect half the quantity”, explains Christian van Rijs regarding the use of the AKW Washdown servo motors with single-cable connection technology. Four positioning drives, the high-frequency spindle for the grinding wheel as well as several measuring systems produce a “bunch of cables. If we are able to halve this number with the drive technology then we save space and can also be considerably more flexible.” He states that flexibility is a major concern for machine builders, “since the cable loops also need to be moved with the rest of the system. This makes the overall design more complicated.” According to him each additional cable also means an increase in the risk of failure within MTBF calculations. “A nice flat cable loop lengthens the service life”, says Christian van Rijs, and he also ideally wants the cables to become thinner, with KOLLMORGEN already featuring slim designs today with its hybrid cable and no more than 11 millimeters in diameter. However, the managing director of K. Brunner AG still sees potential for further developments. “If I use motors with relatively low output for positioning drives and these use just under 2A electricity, then cables that are maybe just 6 millimeters thick are enough, because the individual wires measure just 0.25 squared. We’re just used to building machines that are as small as possible. That’s our specialty.” About Kollmorgen

Kollmorgen is a leading provider of integrated automation and drive systems along with corresponding components for machine builders all over the world. With more than 70 years of Motion Control Design and application experience and profound knowledge of constructing standard and special solutions, Kollmorgen supplies solutions time and again that stand out in terms of performance, quality, reliability, and ease of use. As a result customers can achieve a market advantage which is beyond question.

Volume 1â&#x20AC;&#x201C;Issue 3 Nov /D ec 2 0 1 7

Product News | FLUKE

Fluke Process Instruments Enhances Ratio Pyrometers with Fiber-Optic Models Fluke Process Instruments recently announced the expansion of the Endurance Series high-temperature ratio infrared pyrometers to include a new, rugged noncontact fiber-optic (FO) measurement system with single and two-color models. These best-in-class pyrometers meet the demands of harsh industrial environments, including primary and secondary metals manufacturing, primary glass manufacturing and laser welding. Picture: Fluke Process

Vo l u m e 1 – Is s u e 3 Nov /D ec 2 0 1 7

Multiple lens and sighting options are available ith an expanded temperature range for different mounting distance and sighting of 250O C to 3200O C and superior Deutsch (http://www.flukeprocessinstruments.de) | Español needs. On-board laser sighting can be used to optical resolution (up to 100:1), these (http://www.flukeprocessinstruments.com.mx/) | Français verify process alignment for  local viewing when rugged and flexible fiber-optic instruments enable the sensor is located in a continuous visual process monitoring. (http://www.flukeprocessinstruments.fr/) | 简体中文 (http://www.flukeprocessinstruments.com.cn/) hard-to-reach area. Endurance FO models come with an adjustable Built to tolerate the harshest environments, mounting bracket (E-FOMB), operator’s manual the sensors feature IP65 (NEMA 4) housing able and Endurance software. Additional accessories to withstand ambient temperatures up to 60O C are available to suit a wide range of industrial or up to 150O C using cooling accessories, as well About us  Press Releases (/en-us/about-us/press-releases)  Fluke Process Instruments Enhances Endurance Series High-temperature Ratio Pyrometers with Fiber-Optic Models applications. as isolated analog inputs/outputs. The fiber-optic All Endurance Series pyrometers are offered sensing head can operate in areas of high ambient Fluke Process Instruments Enhances Endurance Series Highwith a best-in-class four-year warranty. temperatures up to 315O C without cooling and in temperature Ratio Pyrometers with Fiber-Optic Models areas of high electro-magnetic fields. The optical cable is made of multiple glass fibers, allowing for About Fluke Process Instruments SANTA CRUZ, Calif., Oct. 2, 2017 a minimal bending radius to ease installations in Fluke Process Instruments designs, ® Fluke Process Instruments announced the expansion of the Endurance® Series (/enconstricted rooms. manufactures, and marketsratio a complete line of us/products/infrared-temperature-solutions/spot-pyrometers/endurance)high-temperature The Endurance FO pyrometers infrared measurement and profiling infrared pyrometers to include aSeries new, rugged noncontactare fiber-optic (FO)temperature measurement system with single and two-color models. These pyrometers meet the harsh remarkably versatile and easy tobest-in-class install – a robust solutions fordemands industrial,ofmaintenance, and quality industrialsolution environments, including primary secondary manufacturing, primary glass worldwide under for manufacturers lookingand to reduce rejectmetalscontrol applications. Distributed manufacturing laser welding. rates, and im-prove product quality and uniformity, the Raytek, Ircon, and Datapaq brands, the products With an expanded of 250˚Cenergy (122˚F) costs. to 3200˚Creflect (5792˚F) superiorexperience optical maximize temperature throughput range and minimize theand combined of over 125 years resolutionTheir (up tobroad 100:1), temperature these rugged range and flexible enable continuous and fiber-optic multiple instruments in manufacturing the world’s finest temperature visual process monitoring. Built to tolerate the harshest environments, the sensors feature IP65 wavelengths cover an entire process with fewer measurement tools and devices. (NEMA 4) housing able to withstand ambient temperatures up to 60˚C (140˚F) or up to 150˚C units. The sensors operate with either Power (302˚F) using cooling accessories, as well as isolated analog inputs/outputs. The fiber-optic over can Ethernet (PoE) or DC power, and interface sensing head operate in areas of high ambient temperaturesAbout up to Fluke 315˚C (600˚F) without to various bus systems (LAN/Ethernet, Founded Fluke Corporation is the The optical cable is madeinof 1948, multiple glass cooling and in areas of high electro-magnetic fields.Profinet fibers, allowing for a minimal bending radius to ease in constricted and RS-485). PC-based Endurance setupinstallations and world leader in rooms. compact, professional electronic monitoring simplifies and and testeasy tools. Fluke– acustomers are technicians, The Endurance Seriessoftware FO pyrometers areconfiguration remarkably versatile to install robust solution for manufacturers to reduce reject rates, improve product electricians, quality and and metrologists who install, deployment, and looking a built-in web server enables engineers, range uniformity, maximize andfor minimize energy costs. Their broad temperature archiving of throughput historical data traceability, process troubleshoot, and manage industrial, electrical, and and multiple wavelengths cover an entire process with fewer units. The sensors operate with troubleshooting and remote viewing. electronic equipment and calibration processes. Picture: Fluke Process

either Power over Ethernet (PoE) or DC power, and interface to various bus systems (LAN/Ethernet, Profinet and RS-485). PC-based Endurance setup and monitoring software simplifies configuration and deployment, and a built-in web server enables archiving of historical data for traceability, process troubleshooting and remote viewing.

Model EF1R

Model EF2R

Model EF1M

Model EF2M

Temperature

Range

and

Optical

Resolution

EF1RL 500 to 1100 ˚C (932 to 2012 ˚F) 20:1

EF2RL 275 to 1000 ˚C (527 to 1832 ˚F) 20:1

EF1M 475 to 900˚ C (887 to 1652 ˚F) 20:1

EF2ML 250 to 800 ˚C (482 to 1472 ˚F) 20:1

EF1RM 700 to 1500 ˚C (1292 to 2732 ˚F) 40:1

EF1MM 800 to 1900 ˚C (1472 to 3452 ˚F) 100:1

EF1RH 1000 to 3200 ˚C (1832 to 5792 ˚F) 65:1

EF2RH 350 to 1300 ˚C (662 to 2372 ˚F) 40:1

EF1MH 1200 to 3000 ˚C (2192 to 5432 ˚F) 100:1

EF2MH 400 to 1700 ˚C (752 to 3092 ˚F) 40:1

1.0 µm nominal one/two color

1.6 µm nominal one/two color

1.0 µm nominal single color

1.6 µm nominal single color

Spectral

Response



Multiple lens and sighting options are available for different mounting distance and sighting needs. On-board laser sighting can be used to verify process alignment for local viewing when

Volu m e 1 –Issu e 3 Nov/D ec 2017

Vo l u m e 1 – I s s u e 3 M U M B A I

IMPRINT

COMPANY INDEX AlfaTKG 37 BFW

20-26

BRICS 35 C G Tech Camille Bauer

14-15 19

Centrax 19 CII Karnataka

Comeco 60-61 Crompton Greaves Deckel Maho DMG Mori Dorner Holding Company Steve Miller

23 44 29,40,44 65 48-53

EMO 40,44,45,57 Fedex 30 Fluke 68-69 Fritz Studer AG

GEC Alstom

General Electric

HiETA 40-42 IISc 37 Industry 4.0 IRT Saint Exupery

32,25,44,46 62-63

Kennametal 58-59 Kolmorgen 66-67 Leroy -Somer Manufacturing Excellence Consultant

62 28-33

Marposs 16,57 Metav 2018

Ministry of MSME

NASA 38-39 Nidec 63 Nord 60-61 PAT Productivity Solutions

54,55

Potescap 56 Renishaw 40-42 Salzburg Company

Schuler 12 Schunk 65 Seco Tools

Sigmatek 64 SMEs

28-33

Stratasys 38-39 Tecumseh 23 TIL Ltd

N ov/ D e c 2 0 1 7

34-37

United Grinding

Vertico Design

Managing Director / Publisher: Preeti Mishra E: preeti.m@meshmixmedia.com M: +91 9820488203 Editor: Aanand Pandey E: editorial@meshmixmedia.com M: +91 9920155943 Sr. Vice President-Strategy & Sales: Dinesh Mishra advertise@meshmixmedia.com M: +91 9833076669 Creative / Production / Technical: MeshMix Media Team E: creative.meshmix@gmail.com Administration: Sr. Admin Manager: Ekta Jagasia accounts@meshmixmedia.com M: +91 9324595918 Sales & Marketing / Content Supported by: MeshMix Media Private Limited Apna Media Place of Publication: Meshmix Media Private Limited # 63, Ruia Park, J. R. Mhatre Road, Juhu, Vile Parle West, Mumbai, Maharashtra – 400049, India Editorial Office: Meshmix Media Private Limited # 1003, 10th Floor, C-Wing, Runwal Pearl, Off Ghodbunder Road, Manpada, Thane West, Maharashtra - 400607, India. Contact: +91 9324240965 CIN No: U74999MH2016PTC287532 Volume 1, Issue 2, Printed by Meshmix Media Private Limited, India Disclaimer: All the content and views expressed in this magazine are those of contributors and appointed agencies from various organizations and brands and is the sole property of the publisher. Reproduction in whole or in parts of text or photography is prohibited without consent of the publisher. Whether published or not, no material will be returned and remains the property of the publishing house, which may produce or reproduce deemed to fit. Advertisement materials are provided by the organizations and brands whose identification is published within the same. Published and Printed by Preeti Mishra on behalf of MeshMix Media Private Limited Printed at Anitha Art Printers, Place: 29/30, Oasis Industrial Estate, Opp Vakola Masjid, Next to Vakola Market, Santacruz (E), Mumbai, Maharashtra- 400 055, India and Published from 63, Ruia Park, J. R. Mhatre Road, Juhu, Vile Parle West, Mumbai, Maharashtra – 400049, India

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Editor: Aanand Pandey

DMG MORI 72 DMI-Subscription Form 47 Dynamic Manufacturing India 9 Machine Insider 17 Marposs 71 PATSOL 7 United Grinding Group 2,3,11

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