DYNAMIC MANUFACTURING INDIA by MeshMix Media

RNI NO: MAHENG/2017/73912

Vo l u m e 2–I ssu e 5 M u mbai

S ept/O c t 2018

Pages 7 2

Pr i ce ` 6 5

w w w. m es h m i x m ed i a . co m

HOW BLOCKCHAIN CAN TRANSFORM MANUFACTURING IBM’s Blockchain Leader, India and South Asia, Jitan S Chandanani shared with DMI how Blockchain can help manufacturers achieve huge gains in cost and efficiency, become more competitive and move toward industry 4.0.

“NEW REVENUE IS THE REAL STORY”

JITAN S CHANDANANI Blockchain Leader India and South Asia, IBM

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Volume 2–Issue 5 S ept/O c t 2 0 1 8

CONTENTS 24

54 Blaser Productivity Trophy 2017-18

50 Regular Editor’s Letter Publisher’s Letterr Notes From The Field Imprint / Advertisers & Company Index

Industry News Radcam Technologies Hoffmann India Orderfox

Product News IMTS

Cover Story

06 08 10 70

Additive Manufacturing DMG MORI

Case Study Hainbuch SIEMENS

Trend Forecast 12 26 42 64

Blockchain in Manufacturing 20 Epicor Software, India 24

Capgemini

Power Feature AMPCO METAL India Pvt. Ltd

68 14 17 52 28 35

Success Story

Grind Master Machines Pvt Ltd HAAS

Supply Chain Canon India

Show Report IMTS 2018

Curtain Raiser EuroBlech 2018

Power Centre

Vision 2023

ExxonMobil Lubricants Private Limited

NORD Drivesystems India

Big Leap Shree Pushkar Chemicals and Fertilisers Ltd

Photo Feature Blaser Swisslube

45 50 59 54 62 66 68

Volume 2–Issue 5 S ept/O c t 2 0 1 8

Message | EDITOR’S LETTER

Chancellor on the brink of second bailout T

he first-ever block of Blockchain, also called the ‘Genesis’ block, was mined over the course of six days in the year 2009 by the creator Satoshi Nakamoto. Curiously, the Genesis Block contained a secret message embedded within the Block’s raw data, which said: “Chancellor on brink of second bailout for banks.” The message was sourced to the actual January 3rd, 2009 edition of The Times, a London-based newspaper which had an article with the same headline. The article pointed out the British government’s failure to stimulate the economy following the financial crisis of 2008. Quite naturally, people credit the initial popularity of Blockchain to the widespread dissatisfaction that was felt towards established, too-big-to-fail financial institutions post the 2008 crisis. Don and Alex Tapscott, authors of Blockchain Revolution (2016) define Blockchain as follows: “The Blockchain is an incorruptible digital ledger of economic transactions that can be programmed to record not just financial transactions but virtually everything of value.” All the distinguishing features of Blockchain that make it popular do present a great antidote to all that has been wrong with financial institutions that precipitated the 2008 crisis –Blockchain cuts out the middlemen, its records are immutable, all the participants enjoy an equal degree of access, and in the event of a crash in value, it can’t be bailed out by the government or any other entity. Most ironically, the earliest adopter of Blockchain has been the financial services industry. What propelled the adoption during the initial phase was partly the fear of the rise of an alternative form of global currency and partly its transformative impact on the tedious system of cross-border payments. An international transfer of money still takes as long as five days to a week to settle because of validations needed from a bevy of intermediaries. At a time when exchange rates can rise or fall dramatically, long transaction times can be disastrous for companies. With Blockchain, these transactions can be done in a secure way in real time. Today, Indian and global banks such as the Agriculture Bank of China, Australia’s Commonwealth Bank, India’s Axis Bank, Kotak Bank, Yes Bank and many others are piloting several projects for the use of Blockchain in areas like KYC, international payments and trade finance. The next industry to use Blockchain on a large scale has been supply chain. In August 2017, a group of ten large food and retail companies, including Nestle, Unilever, and Tyson Foods joined an IBM project to study how Blockchain systems can help track food supply chains and improve safety. In August this year, IBM and Maersk launched a Blockchain-based shipping platform TradeLens with 94 members that include more than 20 port and terminal operators. Blockchain also has many potential applications in manufacturing. It can be used by manufacturers to mitigate the risks of counterfeiting, ensure transparency and compliance across the parts supply chain, protect IP and help advance additive manufacturing. IBM, the earliest and the most vocal proponent of Blockchain, has proposed its application in the production parts approval process (PPAP). For quite some time now, we at DMI saw that people in the Indian manufacturing industry wanted to understand and explore the potential benefits of Blockchain implementation. Therefore we decided to give it a go, and fortunately for us, IBM agreed to speak to us and address all the questions we had on the subject. Jitan S Chandanani, IBM’s Blockchain Leader, Indian and South Asia took out time to explain the advantages that Blockchain brings to manufacturing and addressed all the doubts that we had about its implementation. I hope the interview answers all the questions you have about Blockchain. I look forward to your feedback. Please write to me at editorial@ meshmixmedia.com.

ANAND PANDEY Editor Meshmix Media Write to me at editorial@meshmixmedia.com

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Creating Tool Performance

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Message | PUBLISHER’S LETTER

To A Dynamic Future W

e are delighted to bring to you the Sept-Oct issue of Dynamic Manufacturing India Magazine. Many thanks for your continued interest and trust in us. I also thank everyone for all the praises, interest and immense response we received for our first Anniversary Issue that came out in July.

If you have missed any of the past issues, let me give you a quick recap. The first two Issues of Dynamic Manufacturing India were GST Specials where we carried the views of industry stakeholders on GST’s impact on the manufacturing sector in the near and long run. The following issues focused on leadership insights from industry stalwarts such as Mr Ravi Raghavan, CEO and MD, BFW, Mr. Shekar N, President, AIDAT (Aerospace Industry Development Association of Tamil Nadu) and Mr. Mahesh Babu, CEO, Mahindra Electric. As importantly, our interactions with Mr. Nishant Jairath of Metalman Auto and Mr. Conrad Latham, GM, Atlas Copco brought out significant, never-covered-before highlights for business and manufacturing leaders in these editions. For our Anniversary Issue, we requested our industry leaders to predict how disruptive technologies such as AI, Internet of Things, 3D-Printing, Machine Learning and others will impact our industry over the next five years. We were fortunate to have views from Mr. T. K Ramesh of Ace Micromatic Group, Mr. Gautam Ahuja of Dormer Pramet India, Mr. Punit Gupta of Blaser Swisslube India, Ms. Mahathi Parashuram of Grundfos India, Mr Tushar Pawar of AMPCO METAL and many others on the subject. I thank them in all earnest for helping us bring out a very well-received anniversary issue. The current issue which you are browsing through is perhaps the first publication in India’s manufacturing industry to explore the impact and possible benefits of adoption of Blockchain. I hope the interview will help answer all the questions you’ve had about this new, exciting technology as it helped us. We wish to wrap up this year with the most extraordinary combination of articles, leadership insights, tech primers, success stories as well as exciting innovations for our advertisers across print, online, and EDM platforms. We want to end this year and welcome 2019 in a ‘Dynamic’ way because that’s our credo.

Before I sign off, I want to quickly share with you my experience of a recent visit that I, with my family, made to my native place in North India after a very long time. We were very excited to see the changes and development that took place in the village; especially the road connectivity, electricity, and the availability of cooking gas. Our village has got all the modern facilities now yet the simplicity, the kindness and warmth toward one’s loved ones as well as the strangers, the respect for nature, all of these attributes are intact whereas they are hard to find in our modern cities. That also made me realize the quality of life that we miss in a modern city. I pray and hope for a great quality of life, happiness and positivity for all of us, irrespective of where we live. I thank our readers and advertisers once again for all the support that is the source of strength at DMI. Please check out our website www.machineinsider.com for the e-copy of our magazine as well as the latest industry updates. Please write to me at preeti.m@meshmixmedia.com

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

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Message | NOTES FROM THE FIELD

A Time To Celebrate S

eptember was a busy month for the manufacturing fraternity as it usually is every year. A lot of product launches, awards shows, and exhibitions happen in September. International Manufacturing Technology Show (IMTS), one of the biggest of them all, was held in the second week of September in Chicago. This year, it broke all of its own records of registrations, exhibit space and booths. Do read a detailed report of IMTS 2018 in this issue. In India, Blaser Swisslube held its third Productivity Trophy in Gurgaon during the month were they felicitated the companies they work with for their innovations. During the event, I got the chance to interact with Mr Punit Gupta, MD, Blaser Swisslube India. I got to know the latest development in the lubricant industry and Blaser India’s roadmap for the future. Radcam Technologies inaugurated its Technology Centre for Euromac Machines in Bengaluru in September. I got to meet Mr Siddhu Jolad, MD, Radcam Technologies & Mr Eugenio Lenzotti, President, Euromac Group. We discussed their plans for India and how their association help Indian manufacturing companies. During the same fortnight, LASER World of Photonics successfully completed its Bengaluru edition. The event showcased the latest technologies and machines of laser industry with participation from Trumpf India, Daffodils Tech, Bodor Laser and other companies. Last issue we published our anniversary edition. It was well received by the machine tool and manufacturing industry. The amazing response has motivated us to do more editions that cover positive news and promising developments that are relevant for our readers. Innovation in technologies is the way forward for us, which is also the reason we chose Blockchain as the central theme of this edition. I’d like to share with our advertisers who have continued to give us their valued support that our Media Kit 2019 will be published shortly – it will feature all our upcoming offerings and will help their marketing teams to plan their next year’s campaigns. The festive season is upon us, we are very excited to enter the most-awaited part of the year when all of us in the industry celebrate our initiatives and successes. The Meshmix Media team wishes you a joyous Diwali and a prosperous new year.

Sincerely,

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

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Industry News | Radcam Technologies

[L-R] Eugenio Lenzotti, President, Euromac Group and Siddhu Jolad, MD, Radcam Technologies. Picture: Radcam Technologies

It’s the people who make all the difference At the inauguration of the new Technology Centre of Radcam Technologies at Bengaluru, DMI spoke with Siddhu Jolad, MD, Radcam Technologies and Eugenio Lenzotti, President, Euromac Group about their much-talked about collaboration. Edited excerpts.

Source and Picture: Radcam Technologies

Please tell us more about Radcam Technologies’ collaboration with Euromac. Siddhu Jolad (SJ): This is as much a collaboration as it is a bond of friendship. We intend to bring the latest technologies to India. Euromac has always been a technology leader in the sheet metal industry. They wanted to go a big way in India and China which they have embarked upon in the past. We happened to meet at the right time and decided to collaborate. We would like to take this forward in a much bigger way – starting from 50 machines or perhaps more a year. We were looking to represent a great European brand in India and that has been made possible with this collaboration.

Eugenio Lenzotti (EL): I see this as a great collaboration for the simple reason that our products need scale and you see the breadth of Radcam’s experience where they have designed thousands of parts for the customer; that can prove to be invaluable for our offerings. You know that the sheet metal machine is not as popular as turning and milling but if you look around today, the application of our technologies cover plates to punch to cut to bend to welding involving all types of products. I am especially excited about taking the learnings to the universities where young people can work and learn with the machines, because it is one thing is to learn it in theory and quite another to touch

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How have you planned your activities in terms of sales and service to cater to the Indian market? SJ: We already have a dedicated sales and support team and we also have technocommercial experts. Both of us Radcam and Euromac understand that every salesman also needs to know the machine inside out for him or her to be able to suggest the right machine, more so because we have so many variants which including MBX, MTX, STX or 6 stations or 12 stations, when a salesperson can study a customer’s drawing and suggest the right machine to the customer given his volumes and material to ensure he gets value for his money. Every salesman needs to be a technical person first.

and program the machine, mount and demount the tools, see various components. How do you plan to use this technology center for your business activities in the near and long terms? SJ: I want to use this technology center as a learning place for R&D, sales and support. We would like to do academic interactions as well as bring people and showcase our technology. There are so many developments happening across the globe, there is so much innovation that can flow between India and Italy; we can give our own inputs to innovators in India who can incorporate them into technologies being developed and implemented here and they can do the same. In terms of operations, we are going to go pan-India, organize customer visits to the technology and the service centres. All the sales and service offerings that we give to the customers will be showcased here and shipped to them immediately on demand for support. What are the major industries that you aim to serve in India? EL: Every company that uses sheet Metal. A Sheet Metal not only constitutes steel, it can constitute aluminum or copper as well as plastic. So our products have applications in all kinds of components including those of consumer goods and automotive – they are all potential customers of Euromac.

Are all your products available for the Indian customer or have you introduced specific products to the Indian market? EL: Every offering is available for the Indian market, and there is nothing that is held back

Visitors experiencing the technologies. Picture: Radcam Technologies

Can you share with us the differentiators that should make an Indian customer choose Euromac over other punching machine brands? EL: It’s the people that make the crucial difference to a product. Of course, Indian consumers have a variety of products to choose from: there are German machines, Japanese machines and other Italian machines and all of them cut the material. It is the passion and experience of the people that make a difference. Similar to why people prefer Apple’s products. Are you participating at Euroblech 2018? SJ: We will be present at Euroblech 2018 in full force and the best offerings and try to make the most of the exhibition. www.radcamtechnologies.com

We will be present at Euroblech 2018 in full force and the best offerings and try to make the most of the exhibition.

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Additive Manufacturing | DMG MORI

CELOS SLM provides the process chain relating to the LASERTEC SLM series by DMG MORI The additive pioneer offers a comprehensive solution for the powder bed method

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The LASERTEC 30 SLM impresses with its high level of process reliability and efficiency on the market for additive systems for selective laser melting. Its flexible powder module enables a powder changeover in under two hours. Picture: DMG MORI

Workflow SLM Technology: Progress of Digitization. Picture: DMG MORI

MG MORI demonstrates its process competence in the powder bed method as well as in the area of powder nozzle technology with three universal process chains all from one source. The starting point of the additive revolution is in both cases the finest powder in different materials in grain sizes of less than µm diameter. As a system, DMG MORI offers its customer the LASERTEC 3D hybrid series for the combination of laser deposition welding and machining on one machine as well as the LASERTEC 3D models solely for laser deposition welding within a process chain with separate machining centres. The LASERTEC SLM machines round off the powder bed technology portfolio – including CELOS SLM as well as a universal software solution for CAM programming and machine control with uniform user interface. Additive team player for the manufacturing industry With the introduction of the LASERTEC 3D hybrid machines, DMG MORI has established itself as a full-liner in additive manufacturing and has uniquely rounded off its portfolio. While the LASERTEC 65 3D has been designed solely for laser deposition welding of larger components, the LASERTEC SLM series expands the range to include the powder bed method using selective laser melting. As an additive team player,the two new developments together with hightech machines from the DMG MORI machining portfolio opens up numerous options for industrial complete machining.

LASERTEC 30 SLM: • Generative manufacturing in the powder bed with volumes of 300 × 300 × 300 mm • Application-specific fibre laser sources of 600 W up to 1 kW • High-precision build-up of 3D components with layer thicknesses of 20 to 100 µm • Minimal operating costs: only 70 l / h argon consumption • Integrated powder recycling for even greater efficiency and optimised, safe powder handling • Quick powder changer using replaceable powder modules • Universal software solution with CELOS SLM from CAD files to process control with a standard user interface • Optimum process chain for postprocessing on DMG MORI machines in the HSC and DMU series for highest part accuracy and best surface finishes

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Additive Manufacturing | DMG MORI

LASERTEC SLM: A multi-layered process The focus is currently on the LASERTEC SLM machines. During this powder bed method, a thin layer of powder is applied to a platform that can be lowered. A continuous laser beam then melts the applied powder to the programmed position. Once all positions on a layer have been processed, the platform lowers according to the desired layer thickness (between 20 and 100 µm). The process repeats until the component has been completely built up. While the workpiece is “freed” from the powder bed, the surplus powder falls through a mesh sieve into a main tank for reuse. Universal software solution for the powder bed method With CELOS SLM, DMG MORI also offers an integral software solution for CAM programming and machine control from a single source and with a uniform user interface. The coordinated and uniform user interface allows components to be programmed and the data immediately transferred to the machine in the shortest possible time – regardless of the complexity of the parts. Minor changes can also be made to the machine control without regression and with the same ease of handling. Where the control is concerned, CELOS SLM impresses with an adapted exposure strategy that is generated automatically before the start of the

Powder module: Change of materials without contamination within less than two hours. Picture: DMG MORI

Key Highlight: DMG MORI offers its customer the LASERTEC 3D hybrid series for the combination of laser deposition welding and machining on one machine as well as the LASERTEC 3D models solely for laser deposition welding within a process chain with separate machining centres.

process. This ensures that the energy input in the part can be controlled so exactly in cycle rates of approx. 10 µs during the entire deposition process that exactly the needed amount of energy is put into the pulver-bed. Whereby, all processrelevant parameters, such as scan speed, laser power and focus diameter are incorporated in the programming. This prevents distortions and stress generation in the material so even thin horizontal and vertical walls can produced reliably. A new quick-change powder module ensures flexibility for order planning and high utilization rates for the LASERTEC SLM systems. After the powder module has docked on and off, it is only necessary for the working area to be carefully cleaned for a change of material. This prevents the entry of “foreign material” into the closed powder cycle. This, in turn, shortens the change time between two materials from around one and a half days to, today, only two hours. This makes it possible to economically process different material requirements.

www.in.dmgmori.com

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Case Study | HAINBUCH

To New Horizons How Hainbuch found a perfect partner in Hänel Precision Gears to test the Mando G211 mandrel prototype

ard work and first-class teamwork between Hainbuch and the gear factory Hänel have paid off. The new mandrel Mando G211 for gear manufacturers, suitable for gear hobbing, gear cutting and gear grinding, is now available as a standard mandrel from stock and can be used optimally on gear-cutting machines. This project was a success not only for Hainbuch but also for Hänel. This enabled optimization of manufacturing processes, reduced set-up time and improved gear quality as the mandrel ensures stable clamping and dampens vibrations.

The Mando G211 mandrel on the Richardon is perfect for hobbing Picture: Hainbuch

Finding a partner in Hänel When a new product, in this case the Mando G211 mandrel, specifically for the production of gears, is to be launched in the market, it must be tested thoroughly under real conditions. Hainbuch was looking for a reliable partner for testing this prototype. One, who is also openminded about new things, places great value on precision and runs manufacturing processes on a high level. Hainbuch approached the gear manufacturer Hänel GmbH & Co. KG based in Bad Friedrichshall, Germany, explained the situation and was well accepted. Jürgen Renner, Production Manager, Hanel, said: “We have already had positive experiences with Hainbuch clamping devices. For us, the whole thing sounded promising from the very beginning. We saw a potential for improvements in our manufacturing and processes. That’s why we agreed. I must add that our management is very open to such partnerships. If this results in rewarding optimization and keeps investments manageable, nothing stands in the way of such a project.”

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Case Study | HAINBUCH

G211 mandrel together from prototype to series [from left] Andreas Hoffmann from Hänel and Thomas Steiger fromHainbuch have perfected the Mando Picture: Hainbuch

Ready prototypes Hänel initially received two prototypes of the Mando G211 mandrel in sizes zero and two. The mandrels were tested on the Richardon R 400 manual loading machine and on the GleasonPfauter GP 200 hobbing machine with automatic loading to see if they would be compatible and work properly. Renner has to admit: “For our employees, this new clamping system was very strange. For 20 years, they worked with a clamping system from the machine manufacturer without radial clamping, which worked fine so far. For the first attempts, we had to make some adjustments to the machine. In addition, we did not reach our zero line on the Gleasen-Pfauter machine because the mandrel was too tall. As a result, adjustments to the machine and loading system were required. It also turned out that the mandrel had tobe technically slightly optimized. What followed were a few conversations and phone calls with Thomas Steiger, Product Manager and Hannes Ludwig, the responsible Designer, both at Hainbuch. The testing was diligently done and all the information needed to further optimize the mandrel was shared. All design changes were implemented by Hainbuch. Subsequently, the revised second prototypes were made available. After a lengthy field trial and a few minor adjustments to the machine, the stiff and slender mandrel could, thanks to the use of Hänel, go into series production and be produced for stock.

Mission accomlished At Hänel, the batch sizes are between 30 and 1,000 pieces. Customers are buying their gears because of the precision. As a rule, these are hardened and ground gears of a very high quality. For this reason, the most important requirement for Renner was to save a single manufacturing step on this new mandrel, namely the rework. “With the current clamping system, we did not manage to achieve a good concentricity.The workpiece was pressed axially downwards. Now it is clamped with the mandrel from the inside, radially outwards.Thus, we have a higher stability within the clamping. This eliminates the reworking of certain components. For some of our orders, the old clamping system was good, because the concentricity was not so important. But basically, I must say, the better the concentricity, the easier it works later. With a normal hardened gear, the bore still needs to be reworked, but all the workpieces that are fully geared can now be reduced to one operation,” says Renner. Further ratio effects In addition, Hänel was hoping to speed up set-up by the use ofthe new mandrel. That is possible now. Hänel can summarize smaller orders if the components are similar. Because with the Mando G211 mandrel, only the segmented clamping bushing and not the entire clamping system has to be changed. It also eliminates the

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The Mando G211 mandrel on the Gleason Pfauter is perfect for hobbing. Picture: Hainbuch

set-up time. Not only is the setup faster, but the process is also more stable and safer.” Andreas Hoffmann, Head of Toolmaking, sees even more benefits: “Thanks to better stability, we can drive partially higher feed rates. Even the tool wear is reduced because we have less vibration.”

The automatic loading system with the gears on the Gleason Pfauter machine. Picture: Hainbuch

need for alignment, which of course saves time. Even if the mandrel and segmented clamping bushing have to be changed to a different size, this is still faster. There are only three screws on the mandrel for the support and a screw on the segmented clamping bushing. Renner estimates: “If everything is prepared, optimally the part family is in stock and can be processed one after the other; we will certainly save 50 percent of the

Great collaboration The collaboration paid off for Hänel and Hainbuch by the fact that both work on additional projects after these good experiences. “From the beginning, communication has worked out very well. We have always received prompt feedback on our initial protocols. Whenever we needed help or had to clarify something personally, Mr. Steiger was quick to respond,” says Renner. Hänel now has six Mando G211 mandrels, the two prototypes and four standard mandrels in sizes zero to four. Hoffmann explains: “All new components have been manufactured with the mandrel ever since. Even with older components, we try to change over to the mandrel clamping, because the segmented clamping bushings from Hainbuchcan be delivered within one day. That’s a huge advantage for us,” Renner concludes. “For me, it is incomprehensible why we have not worked with Hainbuch for 30 years.” www.hainbuch.com

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Cover Story | BLOCKCHAIN IN MANUFACTURING

HOW BLOCKCHAIN CAN TRANSFORM MANUFACTURING

lockchain, the exciting new digital ledger technology that can be used to store and record transactions and enable smart contracts, has the potential to transform the process of manufacturing. The World Economic Forum counts Blockchain among the key emerging technologies alongside IOT (Internet of Things) and AI (Artificial Intelligence) that are enabling industrial revolution 4.0. Blockchain has many potential applications in manufacturing, for example, it can be used by manufacturers to mitigate the risks of counterfeiting, ensure transparency and compliance across the parts supply chain, protect IP and help advance additive manufacturing. Tech companies such as IBM and Wipro have introduced several Blockchain-based offerings for manufacturers. Wipro's Blockchain offerings for manufacturers include applications such as anti-counterfeiting, airworthiness certificate tracking, supply chain visibility and 3D printing. IBM has proposed the application of Blockchain in the production parts approval process (PPAP).

IBMâ&#x20AC;&#x2122;s Blockchain Leader, India and South Asia, Jitan S Chandanani shared with DMI how Blockchain can help manufacturers achieve huge gains in cost and efficiency, become more competitive and move toward industry 4.0.

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“New revenue is the real story” Can you enumerate the different areas where Blockchain can be used in the manufacturing industry? Though most of the talk about Blockchain seems to revolve around BFSI (Banking, Financial Services and Insurance), I would say that in the coming years you would see the use of Blockchain more in the manufacturing space than in any other. That is because of several reasons – manufacturing is one of the most expansive sectors and certain processes are challenging irrespective of what one is manufacturing. Let’s take the process of procurement which is common to all the manufacturers. When we at IBM started looking at Blockchain use cases for manufacturing, everybody [in manufacturing] told us right at the outset that procurement is a big pain area, mostly because it involves a lot of documentation that deals with information on raw materials, suppliers, logistics, agreements, price changes and others. To give you an example of a typical procurement process, say, a manufacturer and a supplier agree on a master contract which specifies, among other things, certain prices for certain products. Based on the master contract, the manufacturer issues a purchase order, and the supplier starts to prepare for the delivery of goods, following which some invoices are generated that get into accounts payable and some invoices may go into dispute reconciliation. The goods reach the manufacturer so warehouse management also comes into play. There are about 10 different modules into which we group these processes constituting procurement – each module is a Blockchain in this space. Let’s look at how we use Blockchain for these modules. Consider the process of Contract Management. Say, an automaker is working with 100 different vendors that supply different parts. With each supplier, the automaker needs to have a master agreement that determines the prices and the quality of performance in terms of delivery and other parameters. When the goods come in, the automaker needs to make sure that those goods meet all the determined quality criteria. What’s more, the automaker gets, say, 5 percent discount for ordering 200 and 10 percent discount for ordering 500. Further,

Jitan S Chandanani

when the parts are ordered, 10 of them turn out to be defective. So you have the master contracts (that define the impact of these events on the invoice) created into smart contracts of the Blockchain, and then apply that to the performance systems or invoicing systems, where these invoices get auto updated – with the supplier having the same view as the automaker. The entire purchase-order-to-accounts-payable cycle is an example of the application of Blockchain in classic supply change finance, where a use case is already going on. The other application is in the management of suppliers’ performance. This is where we are using Blockchain with IOT. Say, a manufacturer has four plants which make plastic pipes. With the same amount of inputs, the four locations deliver different performance outcomes. With IOT and Blockchain the manufacturer can trace the reasons [for underperformance] to the source and manage the suppliers’ performance at these four locations. This is actually been done by the oil exploration companies. If an oil exploration company has one site in Pacific Ocean and another one in Indian Ocean, the performance of each depends on a number of factors include the quality of the machinery that the contractors are using at a particular site. The oil exploration can use Blockchain with IOT to manage performance across its sites. Another great use case could be the application of Blockchain for GST payment. The way GST technically works is, say, a manufacturer and supplier submit their respective invoices on the 10th of the month; and submit

Key Highlight:

When we at IBM started looking at Blockchain use cases for manufacturing, everybody [in manufacturing] told us right at the outset that procurement is a big pain area, mostly because it involves a lot of documentation that deals with information on raw materials, suppliers, logistics, agree-ments, price changes and others.

IBM Cognitive Process Transformation

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Cover Story | BLOCKCHAIN IN MANUFACTURING Transforming finance business processes with blockchain

Finance blockchain solution Contract and purchase order (PO)

Contract and invoice

Proof of delivery

Goods received note (GRN)

Remittance advice

Logistics Payment advice

Transport Proof of delivery

GRN

Sales order

Buyer

PO 1

Supplier

Invoice

Buyer

Payment 4.1

Source to pay team

Supplier Bank

Key Highlight:

Blockchain users can expect about 30 – 40 percent gains in cost efficiencies [in procureto-pay] and as you scale up with the inclusion of more vendors and suppliers.

Dispute and collections 4.2

Order to cash team

Figure 1: Blockchain-enabled finance processes across customer, supplier and transaction lifecycles.

Infographic: IBM White Paper

the reconciled report on the 20th. If they were in a Blockchain right from the contract to the purchase order to settlement to the creation of the invoice, they would directly generate the pre-reconciled invoices. As a result they need not break any working capital to pay GST. Today, the procure-to-pay process is inherent to manufacturing, which means that Blockchain use cases are applicable to every single manufacturing organization. What are the major gains in terms of time, cost and efficiency that have you seen across these projects? The accounts payable use case that we did brought out an estimated 30% productivity improvement. Now this was just in terms of the paperwork that went away in the first phase, which involved only a fixed set of suppliers, and not all of the suppliers. The biggest gain was the reduction in invalid deductions and disputes – the gain was to the tune of 60 percent! When we at IBM started to use Blockchain for our vendor management, I think the amount that we had in invoice payment disputes on any given date was about $100 million and the average time to solve these disputes was 21 to 40 days. The use of Blockchain brought down the amount to under $10 million and the dispute time is under 5 days. Blockchain users can expect about 30 – 40 percent gains in cost efficiencies [in procure-to-pay] and as you scale up with the inclusion of more vendors and suppliers, the efficiency gains also go up. But the most important benefit, that I want to highlight, is the gain in revenue. Think of me as a supplier – if I can get my invoices resolved faster and not have my finance stuck for, say, 30 or 60 days, just the fact that I get my working capital faster may result in an extra production cycle for me and that means more business for me. That's the true gain which the new system provides. Even though one can enjoy the competitive advantage temporarily [since everyone else will catch up with the adop-

tion of Blockchain], new revenue means new markets and I think that's the big picture and the real story when we talk about the benefits of Blockchain. What are the typical business areas where Blockchain is being adopted? In India, the three typical areas are travel logistics, accounts payable, and auto-components sourcing. In terms of use cases, globally, the biggest ones are Walmart and Maersk. We are working with Walmart on a food safety Blockchain solution where we are tracking the quality of the food throughout the farm-tostore supply chain. Maersk (the global shipping giant) and IBM have formed a joint venture (TradeLens) to improve the efficiency and security of global trade. What are the limitations and risks that you foresee in the deployment and application of Blockchain in manufacturing? How do you make sure that the Blockchain platform is secure – I read about the hacking of DAO (Decentralized Autonomous Organization), an Ethereum Blockchain-based venture capital fund that was hacked by a user and lot of money was withdrawn [later restored by the community]. Then there is this

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inherent flaw called the 51-percent attack where a hacker can take control of a Blockchain if he/she wrests control of more than 50 percent of the network’s mining hashrate or computing power. How do you address such issues? Let’s look at the hacking issue first. My favorite analogy to explain this issue is Gmail. As you know, Gmail is a messaging service which works on the internet. Now Gmail follows a protocol; if I want to send you an email on Gmail, my protocol is that I need a username and password and you need to have a Gmail address. Once that protocol is followed, then messages are exchanged. In the same way, a Bitcoin is a crypto-currency [as Gmail is a messaging service] that follows a certain protocol and works on Blockchain [as Internet is a platform]. Now what got hacked in DAO’s case was this protocol [not the Blockchain itself ]. In addition, the Blockchains that we are talking about for their applications in the industry are private, permission-based Blockchains which work differently [as opposed to a public Blockchain such as DAO]. In private Blockchains, the network controls the access to the Blockchain – participants have to go through restrictive application to access Blockchain. Secondly, the cryptography and the hashing algorithms are all state-of-the-art – you really need a very powerful, quantum-computing type of supercomputer to crack these algorithms, and even that may take one 10 years or so. As for the 51-percent attack, it is virtually impossible to launch a 51 percent attack in an enterprise-level Blockchain. For example, say an auto industry Blockchain has a thousand vendors, which are small to mid-size organizations. The idea that more than 500 of these companies will collude to launch a 51-percent attack is a far-fetched idea, particularly for a private, permission-based Blockchain. Which industry sector can gain the most from the adoption of Blockchain? In my view, it would be a sector like pharmaceutical which is constantly facing the issue of counterfeit products and also has a host of compliance requirements. Blockchain can help the pharma companies track all the information and make sure that the drug cannot be counterfeited. But I hasten to add that, even though pharmaceutical could be the biggest beneficiary, it could be a late adopter because of the presence of so much regulation globally. The second sector that would benefit would be auto, especially as you can combine Blockchain

with IOT to improve the efficiency and transparency of the auto-component supply chain. With the fast-growing segment of connected cars and autonomous cars, you can bring all the emerging technologies together to leverage different markets and ideas. To me, pharma and auto would benefit the most from the adoption of Blockchain. When I speak with the chiefs of supply chain and manufacturing, I see that they want to know more about how Blockchain can help their processes, but they say that their IT people haven’t yet figured it out. Let me ask you two questions on their behalf: what is the IT infrastructure that I should have in place to implement Blockchain, and how can IBM help me identify areas that could benefit the most with Blockchain? My answer is that if you have internet connectivity and can use a smartphone or a feature phone than that's the basic level that I’d require for a participant to join Blockchain. That's the basic level, going up all the way to the most sophisticated ERPs – all of them can be integrated with Blockchain. To the question of how IBM can help, I’d say that you can call IBM to do a business case [analysis] with you; don’t call us for selling technology. Today if you tell that you have a SAP system that's currently linked to, say, a thousand suppliers and your dispute rate is 0.1 percent, that would be a perfect Blockchain use case but you can’t derive any major efficiency gain because your disputes are minimal and you are doing a fantastic job already. However, if your disputes are higher, and we will see that Blockchain the best answer over and above all the other available technologies that can help you, we will recommend Blockchain. It is not an off-the-shelf product; it has to be applied to a particular use case and then one has to build an ecosystem around it, which is why its adoption can take a longer time. If I can crack that business case with the clients and we both come out of the discussion that yes this is going to help you save money or make money than we start talking about the technology. So it’s a business discussion, not a technology discussion. How can Blockchain be combined with other emerging technologies like IOT and additive manufacturing to help in the advancement of industry 4.0? IOT has been around for quite some time and we have seen a lot of results. Let’s take the gadgets in a house; the phone could be Samsung, the T.V could be Sony, the fridge could be LG and your microwave could be Philips. Samsung has a fantastic IOT platform but how can the house-owner merge information across the devices for a common purpose? Samsung, Philips, and LG will not share that information. Blockchain can be used as an information-sharing technology ensuring that there is restricted sharing and the information is accurate. Therefore Blockchain works very well with IOT when you have multiple platforms and participants. As importantly, when we talk about AI (Artificial Intelligence) and data analytics, the challenge is that these are all GIGO (Garbage In Garbage Out) technologies – you put bad data in, you get bad outcomes. Blockchain, with its ability to maintain the accuracy and validity of information, can help integrate all these technologies and maximize their benefits. In a manufacturing ecosystem, it will also give you visibility across a number of verticals. Consider for example an automaker that gives an order to a tyre manufacturer. Say the tyre manufacturer couldn’t deliver because the tyre-tubes got delayed. Now with Blockchain, the automaker can run better analytics for the entire tyre supply chain, track the inefficiencies and take informed decisions accordingly. www.ibm.com

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Cover Story | PERSPECTIVE

Blockchain – A Game Changer for Supply Chain Transparency Thiru Vengadam, Regional Vice President, Epicor Software, India posits, with examples, that Blockchain, in combination with other emerging technologies, has the potential to transform supply chains.

R Key Highlight:

Patanjali Ayurveda was recently reported to be struggling to meet demand for its product. Its supply chain couldn’t cope and as a result, revenue growth was zero, a 100 percent drop from the previous year.

ecent research by The Economist’s Economist Intelligence Unit has uncovered significant issues in the way multi-national firms manage the ethical performance of their supply chains. With less than a third of organisations addressing issues such as ethical breaches or supply chain corruption, this represents a major concern across all industries. Supply chains bear the responsibility of reputation for a brand. Problems faced in the supply chain have resulted in the development of alternate sources of supply. It has also generated costly, and damaging challenges for various companies. For instance, Patanjali Ayurveda was recently reported to be struggling to meet demand for its product. Its supply chain couldn’t cope and as a result, revenue growth was zero, a 100 percent drop from the previous year. A lack of trust can become a major issue for manufacturers that want to earn and maintain customer loyalty. A Harvard Business Review study showed that retailers with a high level of trust in the manufacturer generated 78 percent more sales than those with a lower level. In an environment where over half of the consumers are willing to pay a premium for services from companies promoting social responsibility, now is the time for manufacturers to prioritise supply chain transparency. A challenge facing manufacturers is how to achieve supply chain transparency

while still remaining efficient, and enabling growth. Here we explore the role blockchain can play. Increasing visibility in the supply chain Blockchain – which refers to a distributed ledger, where a list of transactions is stored in multiple participating servers rather than on a central transaction server – is a promising technology that is being adopted quickly in the manufacturing industry.

Thiru Vengadam Regional Vice President Epicor India

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A global study conducted earlier this year showed that the consumer products and manufacturing industry has been the fastest to adopt blockchain technology, with around 74 percent of respondents in either the experimentation or the production phase of blockchain development. At a time when companies are dealing with complex and non-integrated supply chain networks, this relatively new technology has the potential to resolve some of the major challenges of this increasingly interdependent environment. Blockchain can increase visibility throughout the supply chain, decrease administrative costs, and improve traceability. As an immutable record of events without a central authority, the technology is being hailed as a breakthrough innovation that could help prevent supply chain scandals in the future. The theory goes that because each party in a supply chain has a copy of the blockchain that they can access locally, no one has to log into anyone else’s system to enter data. No one has to rely on emails to keep paperwork in order, and when an event occurs all parties can be notified automatically. Across the globe, some businesses are already putting blockchain to work to great effect. For example, MIT is building a platform that organisations can use as a blueprint for blockchain applications— meanwhile, IBM has launched a service that allows businesses to use blockchain to improve record-keeping. Toyota, for one, has already been experimenting with IBM’s solution, to see how the company might be able to use blockchain to track high-value items through its supply chains. Likewise blockchain has found a successful application in the jewellery sector where it is being utilised to facilitate the authentication of diamonds and eliminate fraud by tracking them from the place of origin to the retail outlet. Another logical application is in agriculture. With the rise

in consumer consciousness towards food safety, consumers are beginning to demand accurate information relating to the source of the food. Blockchain can play a vital role in ensuring accountability, traceability and quality of the food. Joining forces to solve the supply chain challenges Whilst blockchain is a powerful tool with great potential, it can‘t single-handedly bring transparency and accountability to the supply chain, and shouldn’t be considered as a standalone innovation. Blockchain will be most powerful when it’s combined with other solutions, such as a business’ existing enterprise resource planning (ERP) system. Because of an ERP system’s ability to integrate with multiple platforms, and filter relevant data, blockchain can be seen as a new plug-in tool that helps expand analytical possibilities and give users a more comprehensive view of what’s happening in their business. Ultimately, this will enable more accurate decision making. A transparent future We are living in a world where businesses are under increasing scrutiny, where customer trust is invaluable, and where the ability to quickly demonstrate product provenance is vital. The transparency and incorruptibility of blockchain makes it a revolutionary force for the supply chain— and when integrated with an ERP system, this technology can provide business leaders with real-time, actionable data. With blockchain technology at their fingertips, manufacturers can bring extended visibility and clarity to their operations—using these insights to support business growth and improve ethical performance. To find out more about how Epicor ERP can support business growth please visit our Business Growth Hub (https://www.epicor.com/uk/company/ business-growth.aspx).

Key Highlight:

Blockchain will be most powerful when it’s combined with other solutions, such as a business’ existing enterprise resource planning (ERP) system.

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Industry News | HOFFMANN INDIA

We provide a systems partnership” The Hoffmann Group offers 75,000 quality tools from the world's leading manufacturers.

Key Highlight: Our customers tell us that now they can connect with their global counterparts and say, yes, we know Hoffmann. Our growth in India is very encouraging.

First Hoffmann Tool Catalogue Picture: Hoffmann India

ermany’s Hoffmann Group, a leading systems partner for machine tools has completed more than two years of direct presence in India. Including GARANT, its own brand, the Hoffmann Group offers 75,000 quality tools from the world's leading manufacturers. Its product portfolio includes a wide variety of machine tools including machining, clamping, measuring, grinding and cutting tools, along with hand tools, protective work-wear, workstations, and storage and workshop accessories.

Ulrich Magnus Öfele, Director, Hoffmann India recently shared with DMI the company’s recent initiatives in India, how it aims to change the way machine tools industry operates and the need for new approaches. Edited excerpts. Can you give us a historical perspective of Hoffmann Group? Hoffmann was founded by Mr Josef Hoffmann as a small manufacturing unit of welding equipment in Munich in the year 1919. In 1936 Mr Josef Hoffmann’s son, Mr Franz Hoffmann created the first tool catalogue. He streamlined the activities and continued to be our CEO until the 80s. The people at Hoffmann remember him as a very inspiring personality. In the 1970s, he introduced a premium brand for tools named, GARANT. He actually shaped the DNA of Hoffmann. Today, together with our international subsidiaries present in 49 countries, we generated a turnover of more than €1.2 billion. We have a direct presence in India since 2015. Which ones of your portfolio’s products do you supply in India? Our product portfolio includes quality tools, workstations and storage solutions for industrial supplies and we supply all of our products. We have our premium brand GARANT and the brand HOLEX, which is for simpler, basic needs of the market. For each of these segments, we differentiate on quality and the need to support it with proper service. Each sales engineer is supported by a cutting-tool expert who we call an applications engineer. We have metrology experts and workstation installation experts. Overall, what we provide is a system partnership, which constitutes three core elements: manufacturing competence, trading competence, and service competence, all materialized by experts who support our customers with technical expertise.

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In terms of presence, you have your India head-office in Pune – which parts of India do you serve directly or indirectly through your sales and technical teams? Currently, we cater to select industrial hubs and clusters around those hubs. We have now expanded into South India to Bangalore and Chennai and also to the West to Gujarat. These markets have our sales teams that directly go to the customers, supported by our technical teams based in the area. In the North, we are working with partners who serve NCR.

have the right people on board; you have to be able to train them to understand the customers’ processes, requirements, and safety principles. Do you plan to have a technology centre in India where customers can come and experience the application of tools? I would love to have that centre in India with the right tools. Currently, we take that experience to the customers. Wherever we go and show what’s in our catalogue, we make sure we have an assortment of tools with us and customers can experience the quality. In the workstations’ segment, for example, the customers can see the composition and the quality of our trolleys. We are also participating in a lot of exhibitions where customers can experience the products.

Do you stock your products in India? Our stock comprises 75,000 tools which are stocked in Germany – we can supply all the products from our catalogue. We have a supply chain where we bring all the pre-selected tools from Germany. We also have manufacturers located in India through whom we can cater to the customers. Who are your typical customers and what are the most popular product segments? Our main customers are multinationals from Germany & Europe – customers who know us from our presence in Europe and the US. In terms of segments, automotive, machinebuilding, aerospace and energy are the largest segments. However, we are here to not only cater to the MNCs but also work directly with the local customers. Which of your product segments are doing the best or you see the most demand for in India? We are seeing more demand for products where heavy consultation support and knowledge are required. For instance, if we have a titanium component on a machine and the user comes and says that he want a better solution, then we advise, “You can use this component clamp or this particular carbide insert in order to improve that part.” Often, we are approached by customers who say, “I have a maintenance issue and it is not organized according to 5s.” We help them optimize and organize their work process. The solution turns out to be successful because he is getting a complete solution. If the customer comes and tells you that he having a problem in his purchasing structure which has so many vendors, then we can help them consolidate those vendors with our products and sales because we have the scale and the reach. Customers want to have tailored solutions in getting their job done. It requires a lot of investment, you need to

Ulrich Magnus Öfele Director Hoffmann India Mr Öfele is part of the Hoffman leadership team and heads the Indian operations. He is a strategic thinker and is responsible for strengthening and expansion of the subsidiary. Over the years, he has held management positions in various global medium-sized companies such as BWF Profiles based in Germany and China, where he looked after area sales for South European market and managed export management business. Prior to that he was with HAIMER GmbH based in Germany where he took charge to grow the cutting-tools business for Italy and Spain, developed the Japanese and Brazilian market and helped to establish the subsidiary HAIMER India. In Hoffmann, he joined in Business Development for Asia, managed Hoffmann’s partner business throughout Europe and later took over to set up operations in India and SouthEast Asia. In 2018, he moved to India as the Director for Hoffmann Group and took an additional responsibility for setting up processes, growing the team and providing support to the functional teams. This provided to him an enormous global culture experience particularly in one of the fastest growing countries, India.

What are your future plans for the Indian market? India has treated us very well. We have got a lot of positive response. Our customers tell us that now they can connect with their global counterparts and say, yes, we know Hoffmann. Our growth in India is very encouraging. We understand that it’s a process – things are not easy in the Indian market, and all the multinationals have to learn the lessons. I can confidently say that we have found the right team. And we have the right combination of product quality and servicesfor the local market. I see that you have also maintained the quality of presentation of your showcased products, a tradition that started with your first tool catalogue. The Hoffmann TV channel that is a part of your website is a fascinating platform. Can you share with us the idea behind the channel? You would be happy to know that Hoffmann TV is working out really well in Europe. The Hoffmann TV provides technical knowledge to our customers, especially those who may not always have the time to read the catalogue. Our customers follow our videos on YouTube. It also helps us with our job in India to let our customers know what is possible and what they can do with the tools. It is a very good way to connect with customers, especially with the young people. When you go to our e-shop, you will also see our product details through videos, animations and datasheets that ensure that customers, globally and in India, find the information both useful and appealing.

www.hoffmann-group.com

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Trend Forecast | CAPGEMINI

Executive Summary Digital technologies are reshaping the manufacturing landscape. Product-based business models are being disrupted by servicebased business models, new skills are needed in a world of smart products, and innovation success depends on the effectiveness of a company’s open ecosystem. This research examines how manufacturers are balancing two different but complementary priorities: using digital to get legacy products to market quicker while investing in new smart products to capitalize on the servitization opportunity (deriving revenues from services). The key findings are: • We estimate that the size of the smart, connected products prize globally will be $519 billion to $685 billion by 2020. Manufacturers estimate that close to 50% of their products will be smart and connected by 2020, a 35% increase from 2014. In fact, 18% say that they plan to stop manufacturing products altogether and move to a pure service-based business model. • To capitalize on new service-driven opportunities, manufacturers will need to improve their digital capabilities. Companies will need to add non-physical skills – such as data, IT and software competencies to their traditional physical skills base: non-physical capabilities are expected to grow up to about 50 % by 2020. Outside hires will not fill the digital talent gap completely, which means that organizations will need to invest in digital training, tools and new collaborative ways of working for their existing employees. An extended digital ecosystem will also be critical to design and provide new end-toend services. Our research shows that 54% of organizations have instituted programs to foster collaboration with start-ups, third parties and suppliers. However, less than a third have leveraged such programs to codevelop products and services. • In parallel, manufacturers need to reboot current approaches to legacy product innovation and development using a consistent source of information running across the product lifecycle – from engineering to manufacturing to services. Around 60 % of manufacturers are struggling to ensure “digital continuity” throughout

the whole lifecycle. Similarly, despite being responsible for 58% of global research and development spend in 2017, less than one-infive (19%) of discrete manufacturers featured in the Forbes’ list of the most innovative companies 2018, highlighting the ‘anchor’ effect of legacy products and the need to rethink current approaches to product and services innovation and engineering. • Manufacturers have responded enthusiastically to new technologies and are already rebalancing their IT investments accordingly. Around 50% of manufacturers aim to spend more than 100 million euros in Product Lifecycle Management (PLM) platforms and digital solutions in the next three years, while the proportion of IT budget earmarked for maintaining legacy systems has dropped significantly, declining from 76% in 2014 to 55% in 2017. • While digital investment has increased significantly since 2014, few manufacturers have been able to scale their efforts. Manufacturers are struggling to tap data from products and customers to drive innovation. Only a quarter of manufacturers are using data to deliver actionable insights for product innovation. In terms of new product development, only two in five of manufacturers indicated they are using AI technologies to analyse customer data. • Overall, few companies are making significant progress in transforming their approach to innovation and engineering. Only 21% of manufacturers are at an advanced stage, with close to a third still only running pilots. The use of model-based system engineering, data continuity, and virtual simulation within the industry is low; only 16% of organizations are fully implementing Digital Twins* while 45% are not beyond the pilot stage. • We have identified a group of companies that have successfully transformed engineering and product innovation. They display a number of characteristics that represent best practices: they have a concrete digital vision and roadmap, make better use of the partner ecosystem, invest more in digital technologies, recruit talent in digital skill-sets, and create a culture of experimentation and agility. * Digital Twin is the digital representation of the “current state” of a manufactured product or system at any given point in time.

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Smart, Connected Products to Add $685 Billion by 2020 To capitalize on the opportunity, manufacturers will need to balance their efforts between legacy products and new services business models

Source and Graphics: Capgemini

new report by Capgemini’s Digital Transformation Institute reveals that the global manufacturing industry could expect to see between $519-$685 billion in value-added revenue by 2020 through the development and sale of smart, connected devices. Smart, connected products, are products, assets and other things embedded with processors, sensors, software and connectivity that allow data to be exchanged between the product and its environment, The report, “Digital Engineering: The new growth engine for discrete manufacturers” highlights that while the potential returns are significant, manufacturers need to invest in digital continuity and digital capabilities to benefit. Manufacturers estimate that close to 50% of their products will be smart and connected by 2020, a 32 percentage point increase from 2014. In fact, 18% say that they plan to stop manufacturing products altogether and move to a pure service-based business model. A move in this direction will make the shift to a servicebased model a business imperative and will require enhanced capabilities. “We want to bring value to the market by shifting our business model toward service-based and cloud-connected architectures. It is a key way to differentiate our value proposition in the market of pure hardware players,” says Antoine Destribats, Vice President – Industrial Operations at Schneider Electric. Manufacturers have responded enthusiastically to new technologies and are already rebalancing their IT investments accordingly. Around 50% of manufacturers aim to spend more than 100 million euros in Product Lifecycle Management (PLM) platforms and digital solutions in the next two

years, while the proportion of IT budget earmarked for maintaining legacy systems has dropped significantly, from 76% in 2014 to 55% in 2017. Unlocking the opportunity While digital investment has increased substantially since 2014, few manufacturers have been able to scale their efforts. Two thirds (66%) acknowledge that they constantly face two competing priorities: accelerating timeto-market by maintaining continuous product innovation and development of legacy products versus investing in smart, connected products. As a result of this tension, the use of modelbased system engineering, data continuity, and virtual simulation within the industry is low; only 16% of organizations are fully implementing Digital Twins, while 45% are not beyond the pilot stage. Digital Twin is the digital representation of the “current state” of a manufactured product or system at any given point in time. Similarly, despite being responsible for 58% of global research and development spend in 2017, less than one-in-five (19%) of discrete manufacturers featured in the Forbes’ list of the most innovative companies2018, highlighting the ‘anchor’ effect of legacy products and the need to rethink current approaches to product and services innovation and engineering. Investing in digital capabilities will be key If manufacturers are to capitalize on the smart, connected product opportunities, they will also need to improve on their IT and software skills competencies. According to the report, 86% of ‘novices’ do not have the sufficient availability, within their current capabilities, for data management; 95% have insufficient skills for app

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Trend Forecast | CAPGEMINI design, and 94% for artificial intelligence. Outside hires will not fill the digital talent gap completely, states the report, which means that organizations will need to invest in digital training, tools and new collaborative ways of working for their existing employees. In parallel, developing an extended digital ecosystem will be key to design and will provide new end-to-end services. “We assess the competencies of our staff very frequently with an emphasis on digital skills,” says Jan Willem Ruisch, Senior Director - Head of Product Management at Signify (formerly Philips Lighting). “We develop and implement training programs to ensure we stay up to date with the latest technologies.” Manufacturers are struggling to tap data Manufacturers will also need to capitalize on the data generated by connected products in their transition to selling services. Usage of data from connected products, as well as customer feedback from social channels, is increasingly replacing traditional market surveys to fuel product and service innovation. Despite the growing importance of data and the technology through which it is garnered, the report finds that only a quarter of manufacturers are using data to deliver actionable insights for product innovation. In terms of new product development, only two in five manufacturers indicated they are using AI technologies to analyze customer data. These findings suggest that a significant proportion of manufacturers are missing an opportunity to leverage data in their design and development processes. Manufacturers are also facing multiple challenges when it comes to leveraging product data and partner ecosystems to drive product innovation. The research shows that 54% of organizations have established programs to foster collaboration with start-ups, third parties and suppliers. However, less than a third have leveraged such programs to co-develop products with their partner ecosystem. As products shift increasingly towards connectivity, manufacturers will also need to integrate software capabilities into their product design processes. Product cycles will need to be adapted to meet the demands of frequent upgrades—a common phenomenon in the software world. The research shows that manufacturers consider the role of software and IT in products as one of the top three factors affecting their businesses, along with maintaining digital continuity and shifting from product to service-based business models. Jean-Pierre Petit, Head of Digital Manufacturing at Capgemini said, “With the

significant potential gains of smart, connected products and digital continuity predicted in the next two years, the requirement to invest in new technologies is too large for manufacturers to ignore. However, the road to getting there is a challenging one. Manufacturers must balance the priorities between sustaining their corebusinesses while investing in digital acceleration. They must make investments in digital skills, ecosystems, tools, roadmaps and new ways of working. It will be a lot of work, but for those that get it right there is a sustainable leadership to gain.” Research Methodology This research surveyed 1,000 senior executives from global manufacturing organizations across nine countries: Italy, India, China, Sweden, Netherlands, Germany, France, United Kingdom and the United States. These executives were drawn from director-level or above, from a diverse set of functions, and were closely associated with their organization’s digital engineering initiatives. The survey sample included a range of industry segments including automotive and transportation, aerospace and defense, industrial manufacturing, industrial and agricultural equipment, high-tech, and medical devices. Of the organizations in the survey, 62% had global revenues of US $2 billion or more. About Capgemini A global leader in consulting, technology services and digital transformation, Capgemini is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. Capgemini is driven by the conviction that the business value of technology comes from and through people. It is a multicultural company of 200,000 team members in over 40 countries. The Group reported 2017 global revenues of EUR 12.8 billion. About the Digital Transformation Institute The Digital Transformation Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini experts and works closely with academic and technology partners. The Institute has dedicated research centers in India, the United Kingdom and the United States.

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Transforming product innovation and engineering – why it matters

ital continuity across the life cycle and are not delivering an innovation return on investment levels. - Numerous discontinuities are still remaining along the development cycle: • “Inside Engineering,” between the various disciplines • “Inside the Company”: Engineering – Manufacturing engineering – Manufacturing – Aftersales • “Outside the Company”: Company – Suppliers – Combining hardware and software (IT) development cycles and configuration management is a fast-growing issue – Product development IT landscape must evolve progressively within a “run-to-build” journey to take full advantage of new/enhanced PLM solutions and some new digital technologies – Driving value from “digital twins” (the complete digital documentation for every individual product) will definitely enable to take the next performance step.

In our research, a majority of manufacturers acknowledge that sustaining and growing their core business while finding new sources of revenue growth is a constant challenge (See Figure 1). These organizations are attempting to balance two very different but complementary priorities: • Accelerating time-to-market of legacy products by ensuring there is data-sharing and continuity across the product lifecycle and through continuous product innovation and development. • Investing in smart, connected products to move away from transactional product sales to services and product-as-a-service models. In most sectors, organizations will still need to juggle both priorities. Despite initiatives to grow their connected products portfolio, their traditional products continue to be the main 2. Build the capabilities needed to capitalize on revenue driver. However, the opportunity to servitization opportunity since: create new sources of value from connected – Smart, connected products are transforming devices makes the shift to a service centric model competition from product to services. an imperative. – Open, extended ecosystems will be strategic to Delivering against these twin priorities provide new value-added and end-to-end services. requires significant change. Organizations will – Usage data (from smart, connected product) and need In toour focus on two areas: • Accelerating time-to-market of legacy products by ensuring research, a majority of manufacturers acknowledge that customer (from social/professional netthere feedbacks is data-sharing and continuity across the product sustaining and growing their core business while finding new and fuel through continuousand product innovation and sourcesapproaches of revenue growth a constant challenge (See Figurework)lifecycle will now innovation new product/ 1. Reboot toisproduct innovation development. 1). These organizations are attempting to balance two very service development, instead of “traditional marand development recognizing that: • Investing in smart, connected products to move away from different but complementary priorities: transactional product keting/sampling” survey.sales to services and product-as-a- Current legacy approaches are not ensuring dig-

Transforming product innovation and engineering – why it matters

service models.

Figure 1: Share of manufacturers agreeing that they face twin challenge of continuous product development and developing new services

66%

Global Average

76%

Aerospace and Defense

68%

Automotive and Transportation

66%

Industrial Manufacturing

High Tech (Semiconductor/Electronics)

65%

62%

Medical devices

Industrial and agricultural equipment

58%

Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013).

In most sectors, organizations will still need to juggle both priorities. Despite initiatives to grow their connected products portfolio, their traditional products continue to be the main

Reboot approaches to product innovation and development recognizing that: – Current legacy approaches are not ensuring digital

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Trend Forecast | CAPGEMINI 1. Reboot needed – legacy approaches are

product utilization limits manufacturers’ ability

There is little data-sharing or “digital continuity”

Manufacturers expect close to 50% of their products to be smart and connected by 2020

– Combining hardware softwarean (IT)innovation development needed legacy to approaches are In our requickly –respond market demands. notand delivering return 1. Rebootto cycles and configuration management is a not delivering anwe innovation search, found thatreturn six out ten organizations R&D lacks teeth: Manufacturing is the world’s fast-growing issue are unable to synchronize different functions’ stand-out R&D contributor – in 2017, the indus– Product development IT landscape must evolve R&D lacks teeth: Manufacturing is the world’s stand-out R&D activities early in the design and development try was responsible for 58% of global R&D spend. progressively within a “run-to-build” journey to take full contributor – in 2017, the industry was responsible for 58% stage (See Figure 2). Around the same number of 1 Despite this R&D commitment, only 19% of advantage of new/enhanced PLM solutions and some of global R&D spend.1 Despite this R&D commitment, only organizations also find it difficult to create, discrete manufacturers feature in Forbes’s list of new digital technologies 19% of discrete manufacturers feature in Forbes’s list access, of the and reuse information on how a product wasthe dethe most innovative companies.2 This dichotomy – Driving value from “digital twins” (the complete digital most innovative companies.2 This dichotomy highlights signed, manufactured, and serviced. highlights the need to rethink current approachdocumentation for every individual product) will need to rethink current approaches to product innovation and estake to product innovation and step. engineering. engineering. definitely enable to the next performance 2. Build the capabilities needed capitalize on servitization There is little data-sharing or “digital continuity” across across the to product lifecycle: A unique, authoritaopportunity since: tive and consistent stream of information running the product lifecycle: A unique, authoritative and consistent – Smart, connected across products transforming competition stream of information running across the product life cycle theare product life cycle – from engineering from product to services. – from engineering to manufacturing and then to services to manufacturing and then to services – is critical – Open, extended ecosystems be strategic to accelerate provide – is critical to innovation and accelerate product to optimizewill innovation and product 2. optimize Capitalizing on the servitization new value-added and end-to-end services. development. development. opportunity require enhanced capabilities – Usage data (from smart, connected product) and However, current engineering processes do not Our research shows that manufacturers expect customer feedbacks (from social/professional network) However, current engineering processes do not support support seamless data sharing across functions. close to 50% of their products to be smart and will now fuel innovation and new product/service seamless data sharing across functions. Lack of integration Lack of integration between legacy systems reconnected products 2020. This would repredevelopment, instead of “traditional marketing/ between legacy systems restrictsby effective mining of data stricts effective mining of data for product desent a dramatic increase: in 2014, that figure sampling” survey. for product development and improvement. Limited viewwas velopment and improvement. Limited view of just 15% (see Figure 3). of product utilization limits manufacturers’ ability to quickly respond to market demands. In our research, we found that six out ten organizations are unable to synchronize different functions’ activities early in the design and development stage (See Figure 2). Around the same number of organizations also find it difficult to create, access, and reuse information on how a product was designed, manufactured, and serviced.

Figure 2: Key challenges in maintaining digital continutiy

59%

Not able to secure the involvement of manufacturing teams or customer service early in the product development process

57%

Product development and engineering function faces problems in discovering and collecting the needs of all stakeholders

57%

Not able to adequately create, capture, share and reuse knowledge across functions

Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013). Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013). 5

Vo l u m e 2 – Is s u e 5 S ept/O c t 2 0 1 8

Manufacturers expect close to

Smart, connected products offer a significant opportunity (see “The size of the connected products prize: $519 billion to $685 billion by 2020”). Close to one in five manufacturers plan to embrace this opportunity wholeheartedly, with 18% saying they plan to abandon products and move to a pure ser-

vice-based business model. Around50% half (54%) plan products to be of their to continue to sell products as well as additional smart and connected by 2020 services (see Figure 4). “We want to bring value to the market by shifting our business model toward service-based and cloud-connected architectures. It is a key way to differentiate our value proposition

2. Capitalizing on the servitization opportunity require enhanced capabilities

Our research shows that manufacturers expect close to 50% of their products to be smart and connected products by 2020. This would represent a dramatic increase: in 2014, that figure was just 15% (see Figure 3).

Figure 3: Percentage of products that are smart, connected

Product Portfolio (%)

47%

35%

Smart, connected products offer a significant opportunity15% To make the services model work, manufacturers need to (see “The size of the connected products prize: $519 billion to fundamentally rethink how products are designed, developed, $685 billion by 2020”). Close to one in five manufacturers plan and controlled. Two areas will be key: to embrace this opportunity wholeheartedly, with 18% saying they plan to abandon products and move to a pure serviceFirstly, as products shift to being software-driven, based business model. Around half (54%) plan to continue manufacturers must adapt to the demands of frequent to sell products as well as additional services (see Figure upgrade cycles – a common phenomenon in the software 2014 2017 2020 4). “We want to bring value to the market by shifting our world. Our research shows that manufacturers consider the Source: Capgemini Digital Transformation Institute,Institute, Digital Engineering Survey, April–May 2018April–May (N = 1013).2018 (N = 1013). Source: Capgemini Digital Transformation Digital Engineering Survey, business model toward service-based and cloud-connected role of software and IT in products as one of the top three Digital Engineering: The new growth engine for discrete manufacturers 6 differentiate architectures. It is a key way to our value factors impacting on their businesses (see Figure 5). proposition in the market of pure hardware players,” says Antoine Destribats, Vice President – Industrial Operations at Schneider Electric. Figure 4: What are your ambitions with relation to smart, connected products over the next 3 years?

Stop selling products and shift to a service-based business 18%

54%

Continuing to sell products as well as additional services

27% Continue to sell legacy products

Source: Capgemini Digital Transformation Institute, Digital Institute, Engineering Survey, April–May 2018 (N=Survey, 1013). Percentages may2018 not total 1001013). due to rounding Source: Capgemini Digital Transformation Digital Engineering April–May (N= Percentages may not total 100 due to rounding

Figure 5: Top 3 trends affecting businesses of manufacturing firms

development, quality management, production, maintenance, business excellence. In fact, we now have more people on board with IT knowledge in our departments than ever before.”

responsibility of storing and analyzing data usually lies with individual functions, with very little data sharing between different departments. In our research, we found that 56% of organizations say they do not have a culture of data-driven making (see Figure 2To 0 1decision 8 make the services model6).work, manufacturers need to

Volume 2–Issue 5 S ept/O c t Smart, connected products offer a significant opportunity Secondly, need to capitalize on the data to (see “The size of themanufacturers connected products prize: $519 billion fundamentally rethink how products are designed, developed, generated by connected products if they want to sell services. $685 billion by 2020”). Close to one in five manufacturers plan and controlled. Two areas will be key: “We are constantly working on a goal to collect and use all to embracethe thisdata opportunity wholeheartedly, with 18% saying that we have to help us take the critical business they plan todecisions abandon movesays to aa pure Firstly, as products shift to being software-driven, of products selling newand services,” seniorserviceexecutive, based business model. Around half (54%) plan to continue manufacturers must adapt to the demands of frequent Trend Forecast | CAPGEMINI to sell products as well as additional services (see Figure upgrade cycles – a common phenomenon in the software 4). “We want to bring value to the market by shifting our world. Our research shows that manufacturers consider the business model toward service-based and cloud-connected role of software and IT in products as one of the top three architectures. It is a key way to differentiate our value factors impacting on their businesses (see Figure 5). propositionFigure in the6:market of pure hardware players,” says Share of manufactures who agree they do not have a data driven culture. Antoine Destribats, Vice President – Industrial Operations at Schneider Electric. Figure 4: What are your ambitionsGlobal withAverage relation to smart, connected products over the 56% next 3 years? 61%

Aerospace and Defense

Stop selling products and shift to a service-based business 60%

Medical devices

18% High Tech (Semiconductor/Electronics)

58%

Automotive and Transportation

Industrial and agricultural equipment

Industrial Manufacturing and Automation

27%

57%

Continuing to sell 54%54% products as well as additional services 53%

Continue to sell legacy Digital products Source: Capgemini Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013). Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013).

Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N= 1013). Percentages may not total 100 due to rounding

in products as one of the top three factors impacting on their businesses (see Figure 5). The role of IT has extended to a broader set of func9 tions. “A few years ago, IT was an independent deMaintaining digital continuity partment,” said Gunter Beitinger, vice president of Manufacturing at Siemens. “Now, we see IT running through all our functions – product development, quality management, production, maintenance, IT as an integral part of products business excellence. In fact, we now have more people on board with IT knowledge in our departments than ever before.” Secondly, manufacturers need to capitalize on Shift from product to service-based business models the data generated by connected products if they want to sell services. “We are constantly working Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013). on a goal to collect and use all the data that we Source: Capgemini Digital Transformation Institute, Digital Engineering Survey, April–May 2018 (N = 1013). have to help us take the critical business decisions Digital Engineering: The new growth engine for discrete manufacturers 8 of selling new services,” says a senior executive, Head of Department, Product Development and Production, Thales. But conventional approaches in the market of pure hardware players,” says Anto data aggregation, sharing and analysis are intoine Destribats, Vice President – Industrial Operaadequate to extract the full value from data. For tions at Schneider Electric. example, in a typical manufacturing set-up, the reTo make the services model work, manufacturers sponsibility of storing and analyzing data usually need to fundamentally rethink how products are lies with individual functions, with very little data designed, developed, and controlled. Two areas will sharing between different departments. In our be key: research, we found that 56% of organizations say Firstly, as products shift to being software-driven, they do not have a culture of data-driven decision manufacturers must adapt to the demands of fremaking (see Figure 6). quent upgrade cycles – a common phenomenon in the software world. Our research shows that www.capgemini.com manufacturers consider the role of software and IT Figure 5: Top 3 trends affecting businesses of manufacturing firms

1 2 3

Vo l u m e 2 – Is s u e 5 S ept/O c t 2 0 1 8

Power Feature | AMPCO METAL

Increasing your Competitiveness with Copper Alloys An educative look at the benefits of using high-conductivity copper alloys, that the Swiss company AMPCO METAL specializes in, over conventional material. Source and Pictures: AMPCO METAL

“Today, the users of plastic injection machines are under high price competition.” Luis J. Bento Chairman AMPCO METAL

n the field of plastic injection molds, producers are very careful when it is time to decide which basic material should be used for their molds. Up to now, some companies still use conventional tool steels, but if this material is less expensive for the buyers’ side, it still presents a lot of inconveniences compared to high conductivity copper alloys. A high conductivity copper alloy is – within the context of this article – a copper based material that through a combination of alloying and manufacturing techniques, retains the higher thermal conductivity that is inherent in copper, but with a degree of hardness that allows it to be used in the machined condition within a production environment.

The Switzerland-based company AMPCO METAL, that celebrates its 100th birthday this year, specializes in copper alloys and is recognized worldwide for copper alloys, called AMPCOLOY®, and is largely used in plastic injection applications. But what are the real benefits whilst using copper alloys? Mr Luis J. Bento, Chairman of AMPCO METAL, explains: “Cycle time can be reduced by at least 20 percent, and some users report reductions of up to 80 percent, resulting from the significantly faster cooling rates achieved with AMPCOLOY® alloys. This means that productivity can be increased by at least 25 percent, with some users in the automobile headlight production industry reporting up to a 500 percent production increase simply because a reduced cycle time means more components can be made per shift.” But gains in productivity can not only be also achieved due to their conductivity. The excellent polishing ability of AMPCOLOY® alloys has been proven when used in contact lens packaging manufacture, which requires the packaging to be transparent so the lenses can be checked through the packaging. Such high quality plastic packaging is achieved with high conductivity copper alloy inserts that are highly polished. The polishing time of such inserts has proven to be four times faster than steel inserts, and the cycle time to be reduced by 57 percent. Reduced warpage Part warpage can be greatly reduced as, with the improved cooling, the molded component spends less time at an elevated temperature, thus the number and severity of “hot spots” within the mold are reduced and part quality is greatly improved. This means for the producer more constant part quality, shot after shot.

Volume 2–Issue 5 S ept/O c t 2 0 1 8

Power Feature | AMPCO METAL

Advantage AMPCO METAL in India Customers look at AMPCO METAL as a solution provider because of best quality material & our technical expertise. AMPCO METAL is a very prominent supplier of speciality copper alloys in India for various applications e.g. wear resistance, high conductivity applications etc. We rely on consistency of the best quality material & precision component manufacturing. This is possible because of our state of the art facility where we have ready stock available of 30 tons of raw material in various shapes & sizes with cutting & precision machining facility. This enable us to cater customers’ requirements with speed & accuracy. We have our presence across India to serve our customers in more effective & efficient manner. Our Sales representatives located at Gurugram - North Region, Bengaluru - South region & Ahmedabad – West region help the customers to reduce our response time. AMPCO METAL in India provides cost effective solutions. Our customers are rest assured on our sales team & our infrastructure. The key here for the customers is improved productivity & reliability. And AMPCO METAL assures the same all the time. Suraj Kine Regional Sales Manager – West Region AMPCO METAL India Pvt. Ltd

Heat removal Due to the superior thermal transfer characteristics of high conductivity copper alloys, (typically five to 10 times better than steel), heat can be moved away from sensitive areas of the mold at such a rate that the need for complex cooling channels in the immediate location of the molded component is reduced, or eliminated altogether. Because the number of cooling channels required in the tool is less, the machining costs of the molds can be greatly reduced—up to four times less than that of a comparable cooling rate on a steel mold. Diffusivity High quality copper alloys absorb the heat wave in a mold when a plastic part is injected. The initial absorption of the heat wave is a key factor. Heat removal in the backstage with the cooling

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Advantage of AMPCO METAL in INDIA AMPCO METAL is a one-stop solution destination for the high quality finish machined parts made of AMPCOLOY® and AMPCO® for different applications in sectors like Automotive, Plastic processing, Tube Bending, Tube forming, Aerospace and General Engineering etc. AMPCO METAL INDIA has a state of art 15000-sq-ft of machine shop + warehouse and 4000-sq-ft of office. We have In-house design facility, heat treatment facility and machining setup with best of the machines like MAZAK CNC Turning Centres, MAZAK CNC Milling machines with 4th AXIS. We have Turning capacity of ø320mmx500mm and Milling capacity of 300x500x1000mm. In addition to above we have in house EDM/Wire-Cutting facility and conventional machines just to avoid the dependency on subcontractor for other machining processes. Customers are benefited with complete package of finish machined parts in the most minimum delivery time. Our design team ensures to give the most cost effective solution, which helps customer to lower their production cost and time without affecting the quality. For example, an in-house designed, developed and proven AMPCOLOY®Nozcap increases productivity up to 40 percent in MIG welding application. AMPCO METAL always works for the best of quality products with quick response and delivery time with the help of readily available raw material stock and machining set up in our premises. Vinod Kadam Plant Head AMPCO METAL India Pvt. Ltd

system leaves plenty of time to do it. This is where AMPCOLOY® alloys really stand for—absorbing the first heat wave, shot after shot. Coating In order to increase wear resistance, the high quality copper alloys can be very easily coated with electroless nickel, hard chrome or even PVD (physical vapor deposition) coatings. Electroless nickel allows the coating to penetrate into each and every hole with a constant coating thickness, which is not the case with a galvanic process, such as hard chrome plating. Hardness of up to 60 to 70 HRC can be achieved. For easier plastic part removal when demolding, electroless nickel can be combined with Teflon (PTFE) or boron nitride. Such mold parts have a surface that feels as slippery as soap when coated with PTFE or boron nitride electroless nickel,

which results in molded plastic parts that will not stick and that will demold very easily. After having resumed the specific physical aspects for high quality copper which really present unique features, Mr. Bento explains to us the current market situation: “Today, the users of plastic injection machines are under high price competition. Although the quality level for plastic injection products is not the same all over the world, more and more companies even in European countries buy installations with conventional steel molds. But at the end, they lose in terms of productivity all over the production cycle. Ampco offers a worldwide presence, also in emerging countries, in order to offer the same quality standard for products and service.” www.ampcometal.com

Key Highlight: Cycle time can be reduced by at least 20 percent, and some users report reductions of up to 80 percent, resulting from the significantly faster cooling rates achieved with AMPCOLOY® alloys.

Volume 2â&#x20AC;&#x201C;Issue 5 S ept/O c t 2 0 1 8

Big Leap | SUSTAINABILITY

How to Achieve Zero Waste Manufacturing Punit Makharia, CMD, Shree Pushkar Chemicals and Fertilisers Ltd lays out a roadmap with examples for how manufacturing companies can achieve zero-waste manufacturing that is a win-win for all stakeholders.

Vo l u m e 2 – Is s u e 5 S ept/O c t 2 0 1 8

Source and Pictures, Graphics: Shree Pushkar Chemicals and Fertilisers Ltd

he word waste is normally referred to as something which can be re-cycled, re-used, reduced or even eliminated. The concept of Zero Waste is being constantly worked on, while the focus has been on waste elimination with the approach of recycling and reusing waste products. This gives relevance to the term Zero Landfill where waste is overall reduced or eliminated resulting in removal or reduction of landfills. The term Zero Waste is constantly encouraging both producers and consumers to adopt sustainable approaches to reduce their expenditures as well as make the world a better place. In the past, researchers have highlighted numerous techniques to tackle physical waste, however the chemicals which are normally generated from this waste is more critical and limitedly reported. Zero Waste works because the end goal is to have the waste generated reused, repurposed, recycled and even resold. It is the guiding principle for all manufacturers to strive for zero waste and it is this initiative that is driving the manufacturing industry to become greener and derive more cost efficiency. By embracing zero waste as a concept, industry leaders are improving their resource management and making progress towards significant waste reductions. Waste reduction is not just about “being green” – it’s about achieving cost efficiency and cost reduction techniques that have proven over time as being worthwhile investment. At the base level, the more waste one produces, the more waste one needs to ship out or process and that means more frequent pay-outs for waste management. Added to this the Zero Landfill concept means that there is no payment for shipping waste to a landfill. Having said all of this, how do we implement a zero-waste model? Let us take a closer look. One of the most pertinent ways to start a zero-waste model is to start incorporating the basic building blocks of sustainability. Zero Waste Manufacturing (ZWM) is believed to be a roadmap for the future of manufacturing by which the burning issue of ‘waste’ can be tackled.

Key Highlight: Zero Waste works because the end goal is to have the waste generated reused, repurposed, recycled and even resold.

The author is CMD of Shree Pushkar Chemicals and Fertilisers Ltd, an Integrated Speciality Chemicals manufacturing company, dealing in a wide range of textile and speciality chemicals. The company is one of the largest producers of Dye Intermediaries and Dyestuff, with the widest range of Dye Intermediaries offerings. It is a zero-waste chemical company with a unique zero waste business model that is completely forwardand-backward integrated. The company’s multiple zero-waste plants produce a wide range of textile and speciality chemicals. The company has a range of produces including Dye Intermediaries, Dye Stuff, Fertilisers, Acids Complex, Fertilizers and Cattle Feed. Punit Makharia Chairman and Managing Director Shree Pushkar Chemicals and Fertilisers Ltd

Volume 2â&#x20AC;&#x201C;Issue 5 S ept/O c t 2 0 1 8

Big Leap | SUSTAINABILITY

It can be supported with recycling and reusability of the produced wastes in another manufacturing process, use of optimization tools and sustainable manufacturing theories, development of precision manufacturing ideas applied in the prominent sectors with an aim to either re-cycle/re-use the discarded ones or to produce a fresh part in the eco-friendly manner. Special attention needs to be paid to the current trends in manufacturing. Until now Zero Waste Manufacturing (ZWM) has been a conceptual term that encourages the manufacturing systems to produce parts/ needs without contributing towards waste. As per the availability of manufacturing tools and systems within the small scale, medium scale and even large-scale industries, it is practically impossible to eliminate the waste associated with it. However, it is possible to move towards Zero Waste Manufacturing (ZWM) through recycling, redesigning, and reusing the waste produced from one process to another process. As material, energy and waste costs rise, environmental efficiency improvements will have greater benefit than ever before. Further sustainable material flow will improve and become more mainstay in the manufacturing processes. Manufacturing plays a prominent role in waste generation and could be resolved by adopting methodologies, systems and processes in which the product, once produced, can fulfil

Key Highlight: Zero Waste Manufacturing (ZWM) has been a conceptual term that encourages the manufacturing systems to produce parts/needs without contributing towards waste.

multi-utility even after it gets obsolete from primary application. To achieve this, significant attention must be given to manufacturing to create products that can be easily reused and achieve consistent function with a reliable service life across multiple use cycles. Manufacturing presents a challenge in achieving sustainable flow cycles as the attitude towards conventional manufacturing processes is one of the major barriers. To tackle such barriers, various countries have started collaborative research projects within their academic institutions and industries. Singaporeâ&#x20AC;&#x2122;s Research Innovation and Enterprise plan, known as RIE2020 is one such example of a major thrust in Advanced Manufacturing and Engineering (AME). Other examples in Asia include initiatives like Make in India, China Manufacturing 2025, Digital Korea and Japanâ&#x20AC;&#x2122;s Industrial Value Chain Initiative. Initiatives like Factories of the Future in Germany and Innovative Manufacturing in UK are good examples in Europe. In the US there is the US Advanced Manufacturing Initiative program. The three most emerging and popular themes in manufacturing are: Digital Manufacturing (DM), Sustainable Manufacturing (SM) and Zero Waste Manufacturing (ZWM). Digital Manufacturing leverages advances in digital technologies to model, design, simulate and analyse machines, tooling and input materials

Vo l u m e 2 â&#x20AC;&#x201C; Is s u e 5 S ept/O c t 2 0 1 8

to optimise the manufacturing processes and produce customised products for specific markets. The benefits of Digital Manufacturing (DM) include improved productivity, resources efficiency and customized mass production. Resource Efficiency entails optimal utilization of materials, energy and water in the manufacturing process thus eliminating pollution and reducing costs. It also leads to the aspiration of the concept of Zero Waste Manufacturing in terms of designing products and processes in which no waste is sent to landfills or incinerators. Wider scope of this would eliminate all emissions during manufacturing to land, water or air that are a threat to the health of humans, animals, plants and the planet. One of the approaches adopted is to redesign products and materials selection suitable for reuse. Another approach is to conserve and recover resources from the used products and use them in manufacturing new products. Some of the recent innovation towards re-cycling and reusability of the waste in the manufacturing applications, focus on various Sustainable Manufacturing (SM) processes. Zero Waste is a holistic approach that aims to eliminate rather than manage waste. Zero emissions or effluent processes represent a shift from the traditional industrial practices wherein wastes from one system acts as input material for another. It advocates an industrial formation that can minimize its impact on the natural resources. Zero-Waste can be categorized into the following sub-systems: a) Zero Waste in Administration and Manufacturing b) Zero Waste of Resources c) Zero Emissions d) Zero Waste in Product Life and e) Zero Use of Toxins. It should be further highlighted that waste cannot be responsibly dumped without the concern and preparation because not only is it unsightly, unhygienic and potentially disastrous to the environment, it also required the allocation of space and incurs costs related to the consequences of the waste disposal. Suitable landfill sites are becoming more difficult to find and there is large cost involved in providing conveniently located and environmentally responsible landfill facilities. Waste can be significantly controlled and treated either through re-use or re-cycle. However, both these two terms are confused with each other. Let us take an example to understand what we mean by re-use. Suppose there is an obsolete computer whose parts are the hard disk, screen, graphic cards, cabinet etc. which may be used. This would constitute re-use. Whereas re-cycle involves re-processing may be thermally, chemically or

Key Highlight: Zero Waste works because the end goal is to have the waste generated reused, repurposed, recycled and even resold.

mechanically, of the materials not in the system through material recovery and synthesis operations. Re-cycling approaches applied in different types of waste materials through suitable engineering applications is also an important aspect. One of the good examples is plastic as a material with its countless applications. It is impossible to conceive of a modern civilization without the use of plastics. They are used in household appliances, greenhouses, mulches, coating & wiring, packaging, construction, medicine, electronics, automotive and aerospace components, to name just a few. Various types of plastics produced throughout the world can be classified as follows: Polyethylene (PE), Polyvinyl Chloride (PVC), Thermoset, Polypropylene (PP) and Polystyrene (PS) respectively. Apart from this there are plastics types like Acrylonitrile Butadiene Styrene (ABS), Polyamide (PA) or Nylon-6, Polylactic Acid, etc. Thermoplastics are used in the typical plastic applications like packaging as well as non-plastic applications like textile fibres and coatings. Apart from this, plastic in various forms and types are found in all major solid waste categories including containers and packaging plastics such as sacks, wraps, soft drink, milk bags and water containers. In consumer durables, plastic is found in appliances, furniture, casings of lead-acid batteries and other products. With all these it is evident that if there is a focused attempt in re-cycling and re-using of plastic, it can make a significant thrust to Zero Waste Manufacturing as well to the drive towards overall Zero Waste. The several options available to treat, re-use and re-cycle plastic include re-extrusion (primary process), mechanical re-cycling (secondary process), chemical recycling (tertiary process) and energy recovery (quaternary process). The re-use of plastic is most economic and easy, though it demands time, funds and innovations to obtain proper utilization of waste plastics for certain applications. On the other side, re-extrusion recycling involves the reintroduction of clean scrap of single polymer to the extrusion cycle to produce products of similar material. This process utilizes scrap plastics that have similar features to the original products. Currently, most of the plastic wastes are being recycled with the help of this technique. Zero Waste is a goal that is ethical, economical, efficient and visionary, to guide people in changing their lifestyles and practices to emulate sustainable natural cycles, where all discarded materials are designed to become resources for others to use. www.shreepushkar.com

Volume 2–Issue 5 S ept/O c t 2 0 1 8

Industry News | ORDERFOX

Orderfox Now Includes CNC Woodworking Industry ORDERFOX.com, the world's largest platform for the CNC Industry has now extended into a new industry – CNC Woodworking.

O The Internet of the CNC Industry – Homepage of ORDERFOX.com. Picture: Orderfox

rderfox.com is the world's largest platform for the CNC Industry, and is now extending into a new industry – CNC Woodworking. Manufacturers and Buyers can take advantage of completely new market opportunities on ORDERFOX.com – for free! Manufacturers can search for CNC jobs, both locally and globally, while buyers can place orders and expand their partner and supplier networks. With features like a Global Trade Show & Event Calendar, a Knowledge & Trends section, as well as the recently integrated Autodesk Forge Viewer into the platform, members have an even greater added value. Moving through 2018, Orderfox.com will expand its functionality to add a completely free CNC Machinery Exchange for new and used machines, a Careers Centre for employment

postings, and an Innovative Communications Tool. With the focus and adoption of Industry 4.0, the development of the Orderfox.com platform has created pathways for its members to take advantage of new opportunities and partners, the ability to network globally and stream-line work flow efficiency. All of these attributes are not only prerequisites for success, but operational and strategic goals for companies that want to maintain their position or create a competitive advantage to secure their future. Now the CNC Woodworking Industry Orderfox.com went live in June 2017 and has been blazing a pathway to success ever since. As we continue to grow, Orderfox.com continues to expand its offerings and now includes the CNC Woodworking Industry. CNC Woodworking companies around the world can now benefit from the multitude of global opportunities and functionality not available to them prior. Increase new customer potential by the millions with the access of Individuals within the woodworking sector – a greater opportunity for more customers leads to an increase in revenue potential, and all free of charge. Customized Order Search and Interactive Company Profiles The intelligent filter functions available on Orderfox.com make searching, filtering, finding and placing orders for all community members easy and efficient. The filter function categories include technology, materials, certification, industry, location, language, etc., and with the addition of a completed profile, companies can present themselves globally in what can be seen as an informational resource site, free of charge. With a profile on Orderfox.com, companies become community members in the largest

Vo l u m e 2 – Is s u e 5 S ept/O c t 2 0 1 8

to have access to their information. On Orderfox. com, the process is very simple, efficient and precise. Whether you need to complete an order in the shortest possible time, or you are looking for resources for a long-term cooperation, Orderfox.com will always find the right partner.

global CNC database, and can benefit from many new business opportunities and available features via the Orderfox.com network. With the company search feature, users have direct access to new potential business partners, with new company additions displayed on a daily basis. As an Orderfox.com community member, if you do not want to be contacted, you may remain anonymous and can hide you contact information via the Privacy Mode. In addition, members receive clear reports and e-mail notifications informing user about all business activities. Best Practice Solution for CNC Manufacturers A key focus of all CNC manufacturers is on optimal machine utilization. If the workload is low and a company has capacity, a CNC manufacturer can quickly and easily search for new CNC jobs that perfectly match their company profile. If a manufacturer is at capacity or a machine is down, they can quickly find a suitable partner on Orderfox. com to outsource the work confidentially. With a compete and informative company profile, CNC manufacturers will only receive orders that really fit within their company capabilities, and with the numerous filter functions, the search is more efficient than ever before. Additional features like setting the geographic range of a job search, from a global search down to the mile, makes job search results more easily manageable – and alternate information is also available at the click of a mouse, for example - whether a job has been awarded, is still available or has been postponed to a later date. Regardless of how a community member searches and what number of results are available, the manufacturer always has the ability to contact the purchaser directly, and they can then go through their normal partner vetting processes directly, without outside interference, and as always, Orderfox.com keeps all community members informed on a regular basis regarding all business activity. Buyers can Find New Suppliers Globally For buyers, Orderfox.com provides a range of contacts to meet any requirement – from mass producers to highly specialized manufacturing firms with niche expertise. The efficient and easy to use interface makes job placement very easy, with numerous filter functions available as drop-down menus such as; material, industry, technology location, etc. In addition, Exclusive Partners and a Company Blacklists can be created for those whom users want to continue to work with, or those companies that members choose not to have communication with or allow them

Platform Extension Provides Individual Benefits With the platform extension into the CNC Woodworking Industry, individuals now have the opportunity to place orders directly on ORDERFOX.com and can have their individual customized furniture piece or shaped-wood parts estimated, procured and produced by a professional manufacturer on both local and global scales.

Key Highlight: Orderfox.com provides a range of contacts to meet any requirement – from mass producers to highly specialized manufacturing firms with niche expertise.

Company Profile Provides Global Networking A complete company profile on ORDERFOX. com provides members with an increased level of advantages and access both locally and globally through the world's largest CNC database. With a complete profile, the market is more aware of the members’ existence, and can provide access to more potential new business opportunities within the Orderfox.com network. Company profiles can be created very easily on Orderfox.com. The fully customizable input fields and preconfigured multiple-choice fields greatly simplify the development and creation of a company profile. Companies can present their fleet of machines, references, certifications, an overview about their company and capabilities with additional tools such as; photos, videos, company brochures, white papers, success stories, etc., all though an easy to use drag and drop function, with changes easily able to be made quickly and easily at any time. If a member company is looking for new business partners either locally or globally, they can do so by using the company search function. With efficient and intelligent filter functions for searching by geography, technologies, materials, industries, certifications, number of employees, etc., or if they do not wish to be contacted or want to remain anonymous, they can set the Privacy Mode setting within the company profile, and their contact information will be hidden. ORDERFOX.com is Free to Use The use of Orderfox.com, with all of its features and services is free for all members - Buyers, CNC Manufacturers and Individuals. ORDERFOX.com can offer the platform free to community members because of Strategic

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Industry News | ORDERFOX Partnerships and specially developed Premium Partner Programs, for which it generates revenue. With the advancement of Industry 4.0 and Procurement 4.0, platforms like Orderfox. com have to adapt efficiently to meet the everdemanding market changes. With the industry

Orderfox.com registration form with options Picture: Orderfox

changes and market fluctuations, Orderfox.com is focused on remaining a leader and a trendsetter and is continuously expanding to adapt to those changes and demands with the integration of new features, offerings and partnerships that are specific to future advancement. The integration of the Autodesk Forge Viewer into the Orderfox.com platform brings great advantages to the community members. Anyone who uploads 2D or 3D design data in the “Place Order” area in the future can now have it converted into a 2D or 3D model using the Autodesk Forge Viewer. This view model is then visible for each order on Orderfox.com. The “Internet of the CNC Industry” is constantly being expanded to benefit the wants and needs of community members. A CNC Machinery Exchange for new and used machines, a Careers Centre and an Innovative Communication Tool are currently being developed and will be available soon. In addition, numerous material options and industries are currently being planned for the next wave of expansion. Orderfox.com is changing the way companies and Individuals work on a daily basis to make them more efficient, and providing them benefits that were not attainable prior, so that industries can continue to thrive and grow through the access to information and resources. www.ORDERFOX.com

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Success Story | GRIND MASTER

Robotic Fettling for Iron Castings- A revolution in the foundry industry Delivering an Eight-fold increase in productivity with quality, accuracy, consistency and safe working conditions.

Robotic Iron Casting Fettling Cell

Pictures: Grind Master Machines Pvt Ltd

he Author – Sameer Kelkar, Silver Medallist and Graduate of IIT Bombay, and MS in Robotics from University of California, Berkelet, is CEO and R&D Head of Grind Master Machines Pvt. Ltd, pioneers Robotic Metal Finishing Technologies. “Explorer” at heart, Sameer Kelkar is venturing into new horizons of Robotic Applications such as Grinding, Deflashing, Fettling, Machining and many others. This article is written using research, data and application experience over the past 5 years. Manufacturing industry is undergoing a revolution in efficiency, quality and EHS but this is not case with the foundry sector, which has been lagging behind for still practicing age old methods, non-adoption of new techniques like robotics and automation. Robotic automation has come a long way in the past few decades where robots are used in manufacturing setups for applications like

welding and machine handling in automotive industry. Industrial robots are widely used in the foundry – iron and aluminium cast industries, including pouring, extraction and handling. Fettling is a process of removing excess material from castings often formed by the die’s parting lines during the casting process when molten material is injected into the die/ mould. A process of removing excess material from casting formed by the divided lines by the casting process using robot as a positioning tool . It is the process carried out with consistent efforts with results emphasising on the establishment of technique and performance of the casting profile, which requires efforts of manual labour, working in unsafe and unhealthy conditions. Fettling is one of the important activities in foundry but sadly neglected. Many leading foundries in the country consider fettling unimportant. Fettling is a process, especially in the iron casting industry, completely manual and labour intensive. Many a times there are conditions where there is no sufficient light, unhygienic and unsafe working conditions, no safety, lack of proper tools and machines. Such situations needs to be considered with utmost priority where fettling works becomes simple, easy that gives required output with desired quality with safe and healthy working conditions. Fettling is the last process in most casting shops, after which the work piece is sent for machining in the machine shop. Operators use variety of tools, including belt grinders, files, chisels and hammers to fettle castings having the most complex shapes such as holes, recesses, inaccessible areas. Operators work in environmentally dangerous conditions such as temperature, fumes, dust etc. Considering the conditions machine selection must carefully consider the conditions specific to the deployment area to ensure reliability over a long period.

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Success Story | GRIND MASTER

Gate/ riser cutting

Heavy Duty Robotic System for Iron Casting Fettling

Robotic Automation Robotic Automation is the use of Industrial Robots to automate and standardise repeatable manufacturing processes/tasks. Automation of this process brings several key benefits to the manufacturers of castings like increase in productivity, upgradation in quality, healthy and safe working atmosphere. The technology behind Robotic Fettling and how it may be successfully deployed across the iron casting industry serves as a guide of dos and don’ts for good executions. Iron castings of manufactured parts, as you are all aware, have the most complex shapes. And here is where automated robots come to the rescue by delivering quality with accuracy down to the last thou (a thousandth of an inch). “With the advent of this new revolutionary technology, Robotic Fettling for Iron Castings will see the sector in an upswing. Using automated robots brings enhanced benefits including an up to eight-fold increase in productivity, exceptional quality that meets international standards and safe working environment while exceeding client’s expectations” says Sameer Kelkar, a silver medallist and Graduate from IIT Bombay, CEO and R&D Head of Grind Master Machines Pvt. Ltd., pioneers of Robotic Metal Finishing Technologies who is venturing into new horizons of Robotic Applications in grinding, de-flashing, fettling and machining. Grind Master is an established trusted partner to some of the largest iron casters in India for fettling, while providing holistic solution for surface finishing requirements including machine, customised consumables, support and process know-how. The advanced systems built by Grind Master for fettling operations including riser and gate cutting, parting line grinding, deburring sharp edges, milling inaccessible areas and breaking into holes. Robotic iron casting fettling technology addresses key issues that

Parting Line Cutting

Hole breaking

Key Highlight: Grind Master is an established trusted partner to some of the largest iron casters in India for fettling, while providing holistic solution for surface finishing requirements including machine, customised consumables, support and process know-how.

Parting Line Grinding

show up such as effectively managing complex shapes/heavy components, reducing hazardous working conditions, heavy stock removal, variety in component geometry, with manual/automatic load, unload using pallet exchangers, automatic tool changer, automatic path corrections, dust collector system and more. The Critical challenges overcome by the system include Optimization of Light Weight Parts Lightweighting has resulted in optimized designs of castings whereas inconsistency in fettling leaves marks, scratches, dents etc on surfaces. These can result in fatigue failure of the part where consistency in fettling is essential for manufacturing such to have aesthetic value.

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Production Volumes – Part Variants Many ironcasting components are made in medium volumes of maybe 100 parts/day where any automation system is scalable, fast producing and extremely reliable to cater to this requirement. It should accommodate multiple part variants in the same system with quick setup change, simple fixturing and easy part programming are essential for this. Component – Component Variations Fettling operation is done on as cast parts, which have part-to-part variations inherent to the casting process where these variations pose challenges in Fettling Automation – starting from location and fixturing, to uniformity of force applied during fettling, to making adjustments for part variations.

“With the advent of this new revolutionary technology, Robotic Fettling for Iron Castings will see the sector in an upswing. Using automated robots brings enhanced benefits including an up to eight-fold increase in productivity, exceptional quality that meets international standards and safe working environment while exceeding client’s expectations.” Sameer Kelkar, Silver Medallist and Graduate of IIT Bombay, and MS in Robotics from University of California, Berkelet, is CEO and R&D Head of Grind Master Machines Pvt Ltd

Robotic Fettling – Tool Selection Robotic Fettling Systems arrangement is a combination of tools for completing the requirements. A knowledgeable system integrator is able to choose wisely the tools used for a specific job requirement. Tool Selection is critical because the process reliability, cycle time and running cost of the system are majorly based on the type of tools used. In certain cases, it is observed that selecting the most advantageous tool can reduce cycle time and cost running by as much as 90%. The most commonly used tools in Robotic Fettling include diamond-plated wheels for cutting and grinding. Robotic Fettling – Quality Improvements Robotic Fettling gives tremendous improvements in the consistency and completeness of fettling. Manual operations are subject to numerous variations through the days, weeks and months of the year where more than one operator never works in the same style. Multiple operators work on one component leading to handling damages. Cutting tools manually operated invariably causing scratch marks, dents; dig into unwanted areas, which are a major cause for rejection of castings. Robotic Fettling – Cost of Operations and Economic Feasibility Robotic Automation Systems have various costs associated with them, which have to be considered while calculating cost per piece over

the long run such as the maintenance costs (Annual Maintenance, Spares etc), energy costs, consumables costs (use of customised tools for robotic application can save significantly); retooling, reprogramming costs and labour costs (including future rise in the same). Significant improvement in quality is considered while calculating the investment returns of a robotic fettling system. A drastic reduction in rejection rate and removal of rework/checking stations also brings space savings. Correct selection of application and wise implementation can ensure a Return on Investment of Robotic Fettling Systems within 2 years. Key Precautions to be taken for Deployment of Robotic Fettling Most iron casters have a large number of manual operators for fettling operation. In order to successfully implement robotic automation across the manufacturing setups following key steps are to be considered: Long term commitment to deploy automation Fettling Automation will go through learning, implementation, horizontal deployment phases and management must have long-term commitment to do this. Reliable Partner for Fettling Deburring and grinding process knowledge are key ingredients of any success in Robotic Fettling, which acts more like a machine tool than an automation system. A competent machinery maker with this expertise is a partner for Robotic Fettling. Successful implementation of the first application is a key for confidence in the team about Robotic Fettling. Conclusion Robotic Fettling is a revolutionary technology in iron casting industry. It leads to key benefits such as consistency in quality, high productivity and health and safety on shop floor. Iron Casters can deploy this technology in foundry by taking certain precautions to ensure success. In the near future Robotic Fettling is likely to sweep the Iron Casting industry setting new benchmark for shop floor practices and methodologies, especially for fettling. www.grindmaster.co.in

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Power Centre | ExxonMobil Lubricants Private Limited

Lubrication Strategy for Slideways Friction The article explores how to reduce friction and ensure productivity by evaluating the right lubricant for machine tool slideways

riction is the force that opposes the relative motion of two surfaces in contact. Solid surfaces that appear smooth to the human eye are actually not, when examined minutely. They are rather rough, and opposing surfaces scrape against each other producing surface wear and tear due to the

Picture: ExxonMobil Lubricants Private Limited

friction created. Hence it is important to have solutions that protect the machine, improve productivity, efficiency and reliability as well as maintain environmental protection. Friction can be either ‘static or break-away’ friction which is when a machine which has been at rest is turned on. Herein, the force applied to turn the shaft must first overcome the interactions between the two surfaces. As the shaft begins to rotate, ‘dynamic or kinetic’ friction comes into play. As a result of the shaft rotation, lubricant is "dragged" into the contact zone, which reduces surface-to-surface interactions and thus causes friction forces to drop. With increasing speed, the lubricant film in the contact zone increases too and friction drops further. When surfaces are fully separated by the lubricant, friction is reduced to a minimum. If speed continues to increase past this point, friction increases again as the lubricant film grows and generates viscous drag. Among the many types of lubrication regimes are three major categories that one needs to be cognizant of: • Boundary Lubrication: Where friction is dominated by the properties of the surfaces • Mixed Lubrication: Where both the properties of the lubricant as well as the properties of the surfaces affect friction with a ratio depending on speed • Hydrodynamic Lubrication: Where friction is governed by the viscosity of the lubricant film Minimizing friction is not the lubricant's only prime target for many applications; this is simply not good enough in machine tool slideways. Smooth and precise slideway operations require special attention to the friction properties of the lubricant. Loss of frictional control can

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cause inaccuracies, which in a metal removal process, ultimately results in lost machine tool productivity. Slideways, also sometimes referred to as linear bearings, require the same lubrication principles as described above.The differences are that the two surfaces in contact are now flat and the motion is linear instead of rotational. While a plain bearing is designed to operate under hydrodynamic conditions and theoretically could do so forever, slides have to stop when the end of the way is reached, and start moving again in the opposite direction. Therefore, and because slideways typically operate in a stepwise manner, mixed lubrication plays a more important role. Most significantly, slideways are far more susceptible to a phenomenon known as stickslip due to the large amount of time that they operate in a mixed-lubrication regime. Stick-slip is a phenomenon caused by continuous alternating between static and dynamic friction. It can occur when static friction exceeds dynamic friction, and when there is some elasticity in the system. When a driving force is applied, high static friction prevents the slide from moving immediately. Instead, the force is loading the spring, by which the driving force exerted on the slide is gradually increased. When the force of the spring exceeds that of the static friction, the slide starts moving. Due to the change from static to dynamic friction the spring force accelerates the slide, while the spring unloads rapidly. Eventually the spring is completely unloaded and starts opposing the slide movement. The slide slows down, while friction for mixed lubrication grows rapidly, until finally the slide comes to a halt and the cycle starts all over again. This jerky movement is what is often referred to as stick-slip. While it may not be visible to the human eye, stick-slip is all around us, producing a range of very audible experiences. Stick-slip renders possible the experience of an enjoyable violin concerto, but also causes the less enjoyable noise of the teacher's chalk on the blackboard or the brakes of a train coming to a halt at the platform. Stick-slip is responsible for the jerky motion of windshield wipers as well as the squeaking sounds of a loose drive belt. Car drivers making their tyres squeal by abruptly changing speed or direction unknowingly make use of the stickslip effect. The small list above gives a flavor of how undesired stick-slip is in most situations. This is especially true for slideways, where stick-slip may cause jerky movements of the slide and the attached work piece or tool. Such uncontrolled motion can result in inaccurate machining operations, unacceptable finished part quality

and lost production. To facilitate smoother operations, special additives called friction modifiers may be added to the lubricant to allow for better friction control. Modern slideway lubricants usually contain a synergistic mix of friction modifying additives that enable accurate and smooth operation over a range of operating conditions. Modern machine tools and slideway designs demand more of the applied lubricants. Increasing speeds and loads as well as greater expectations for machine accuracy require highly sophisticated slideway lubricants. In addition, there are an increasing number of friction material pairings (e. g. metal-on-plastic) that have different lubrication needs. Modern slideway lubricants must meet these challenges with a carefully balanced combination of base oils and additives to achieve: • Low static friction for easy start-up • Continuous transition from rest to movement • Smooth movement even under heavy loads It is critical to choose the right slideway lubricant for machine tools that will help to improve the productivity of the equipment, protect the parts as well as prevent friction stickslip. There are several recognized friction tests to demonstrate frictional properties of slideway lubricants such as: • Cincinnati Lamb Friction Test • SKC Tribometer • Darmstadt Rig Test These tests allow evaluation of static and dynamic friction characteristics of a lubricant and the effect of various slideway materials. Mobil™ Industrial Lubricants are developed by working closely with leading equipment builders. Mobil engineers gain deep insights into equipment trends and lubrication requirements to guide lubricant researchers and formulators in designing highly effective lubricants which are specially formulated to: • Protect your equipment • Enable problem-free operation in high or low temperatures, wet environments and under high loads • Provide longer lubrication intervals Available in a range of viscosity, to offer customers the right choice for their applications, Mobil industrial lubricants can help enhance performance, reduce cost and waste, and improve industrial productivity. www.mobil.com/industrial

Key Highlight:

Modern slideway lubricants must meet these challenges with a carefully balanced combination of base oils and additives to achieve: • Low static friction for easy start-up • Continuous transition from rest to movement • Smooth movem\ent even under heavy loads

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Success Story | HAAS

HAAS – Enabling Leonine Deliver Highly Precise, Highly Accurate, High Volume Components The HAAS VF-2-I series fulfils all the needs of Thane based Leonine Engineers. Phillips HAAS Machine stands to be the best in design, repeatability, consistency and affordability making it a valuable investment in Leonine’s outstanding growth.

“I will definitely consider buying HAAS machines in the future. HAAS machines have not only helped me increase my productivity, but also have helped me to enhance the quality of my finished productsmachines in the plant.” Mayank Momaya Director Leonine Engineers Private Limited

Source and Pictures: Leonine Engineers Pvt Ltd

One day, one of our new operators encountered an error in our machine during the night shift. The operator called our local HAAS Service Engineer on his phone at midnight. He helped us resolve the error immediately on the phone. I was not aware that this had happened and came to know only the next morning. This kind of support while exceptional is the norm at HFO Phillips. HAAS is a very reliable and trustworthy brand” said, Mr. Mayank Momaya, Director, Leonine Engineers Private Limited. Getting introduced to CNC Technology Mr. Mayank Momaya was passionate about engineering and technology since his childhood. In 1976, after graduating with a Mechanical Engineering degree from VJTI, he started working for L&T and later moved to Gabriel India. In 1984,

he quit his job and started his own manufacturing facility that made parts for Gabriel. “We soon realized that CNC is the future of machining and if we wanted to grow, it was important to move from working on conventional machines to having CNC machines in the plant” said, Mr. Momaya, Director, Leonine Engineers Private Limited. Investing in the Future Currently, the company has 6 Vertical Machining Centers: ALL HAAS Equipped with 4th Axis, Probing, TSC and 13 CNC Lathes. Initiating the Journey with HAAS In 2008, Leonine got an order for a job to produce a component that required accuracies < 10 microns for which a VMC was an essential requirement. The necessary features required

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were precision 4th axis, high pressure through spindle coolant and a powerful spindle and control system. HAAS was an obvious choice for Leonine as HAAS manufactures all critical components and options in house and has its own advanced control system. “In 2007-2008, we bought our first VMC machine, which was a VF-2 from HAAS, and I personally checked HAAS machine’s repeatability. If a CNC machine achieves consistent repeatability and sets a benchmark in this key aspect, it means that the machine design is optimum and that is what I got in my HAAS” said, Mr. Momaya. Continuing the Journey with HAAS Before selecting HAAS, Mr. Momaya’s main concerns were accuracy and affordability. Leonine got outstanding results by using their 1st HAAS VF-2 and decided to increase their capacity by ordering more machines from HAAS. Now the company has three VF-2s’, one VF-1, one VF-2SS, and one MINIMILL-2, all from HAAS. Leonine appreciates not just the design of machines built by HAAS but also its state of the art control with its dedicated one touch button features, ergonomic key pad with single function keys, large 15” split screen display, USB, Ethernet and 1 GB memory all included standard. According to Mr. Momaya “When a manufacturer has its own control, it has tremendous advantages not just during a breakdown but also in optimizing machine performance.” The experience till now with HAAS “My experience with HAAS has been amazing. HFO Phillips India not only has an excellent

technical team, but it also provides an outstanding customer experience” said, Mr. Momaya. Leonine is very happy with the line-up of machines provided by HAAS. The best examples are the VF-2-I and VF-4-I machines, which have been priced keeping the Indian market in mind.

Key Highlight: When a manufacturer has its own control, it has tremendous advantages not just during a breakdown but also in optimizing machine performance. -Mr. Momaya

Future with HAAS According to Leonine, the support provided by HAAS is outstanding. “I will definitely consider buying HAAS machines in the future. HAAS machines have not only helped me increase my productivity, but also have helped me to enhance the quality of my finished products,” Mr. Momaya concluded. About Leonine Engineers Private Limited Leonine Engineers Private Limited based in Thane, India, is an ISO 9001:2008 certified precision machined component manufacturing unit. They have been meeting the needs of high profile industrial OEMs since 1984, providing uncompromising quality in close tolerance parts, competitive pricing, and on time delivery. Their trained and dedicated personnel make Leonine a responsible corporate entity in the global market. They provide their customers with high value, cost-effective, and reliable solutions giving them a definite edge over the competition. Their commitment towards professionalism and years of experience in the local industry enables them to meet the requirements of clients with large and complex projects, while still ensuring each client receives the personal services they expect. www.leonine.co.in

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Case Study | SIEMENS

Automation for better drug delivery Cipla has employed the use of SIMATIC PCS7 in its manufacturing facility to good use.

IMATIC PCS7, is a process control system which plays an important role in enabling the Pharma industry in facing upcoming challenges like flexible manufacturing, quality control, regulatory compliance, time to market etc. It also assists in continuous manufacturing, which is the way of the future for faster production and more reliable products through an uninterrupted process. Cipla has employed the use of SIMATIC PCS7 in its manufacturing facility. The global pharmaceutical industry considers reliability, quality and integrity of data as well as documentation practices that meet Good Manufacturing Practice standards as key longterm success factors. Process validation has always been critical but in recent times it has gained further attention due to the increased scrutiny by regulatory authorities such as US

Food and Drug Administration’s (US FDA), the European Medicines Agency (EMA), the UK Medicines and Healthcare Products Regulatory Agency (UK MHRA), and India’s Central Drugs Standard Control Organization (CDSCO). Real time data logging for monitoring, capturing and preserving key manufacturing data has helped the pharma industry to meet these objectives. Cipla Limited, a global pharmaceutical company uses cutting-edge technology and innovation to meet the everyday needs of patients with 1500-plus products in over 80 countries. Taking a step further in innovation, an initiative was launched by Cipla to drive automation solutions across all API manufacturing facilities for various critical operations like reactor automation, solvent dispensing, crystallizer reactor automation and acquisition of various data, critical to process parameters. To enable this

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Cipla: Quick facts • Cipla is a global pharmaceutical company which uses cutting-edge technology and innovation to meet the everyday needs of all patients • Over 1500+ products across various therapeutic categories • Presence in over 80 countries • Over 35 state-of-the-art manufacturing facilities for API and formulations • Cipla’s D-22 plant is a state-of-the-art facility in Kurkumbh that produces bulk drug APIs (active pharmaceutical ingredients) for therapeutic applications such as oncology, anti-diabetic, antiulcer, anti-infective, and antiretroviral (HIV/AIDS) treatments • D-22’s Unit 3, the production facility, contains reactors, crystallizers, solvent tanks, a purified water system, and plant utilities • A distributed control system (DCS) is required to dispense and manage solvents for API manufacturing, automate the reactors, control the plant utilities in hazardous areas, and comply with 21 CFR Part 11 for US Food and Drug Administration (FDA) and other regulatory approvals • Field instruments are required to communicate with the DCS via Foundation Fieldbus (FF) protocol. This was needed for better plant and system diagnostics and to enhance operational safety

transition, Cipla shortlisted Process Automation Solutions from Siemens India’s Process Industries and Drives Division. The solution included supply of engineering, and commissioning of automation panels and HMIs suitable for hazardous areas, as well as supply, management, and on-site installation services; laying of cable trays and signal and communications cables; and installation and calibration of field instruments, structural steel, air headers, junction boxes with flameproof enclosures, and many other miscellaneous items. With DCS-SIMATIC PCS 7, Siemens also partnered Cipla to migrate from Batch manufacturing into Continuous manufacturing by establishing one of the first Flow chemistry based API Production system in India. This helps Cipla to significantly lower floor space, lower the time, reduce wastage, lower energy and utility costs, increase safety and ensure better quality. Bhaskar Mandal, Country Division Lead, Process Industries and Drives, Siemens Ltd says, “The design of processes for manufacturing active pharmaceutical ingredients (API) is very costintensive and time-consuming. Efficient facility design, streamlined project runtimes, shortened development cycles and optimized processes all provide major potential for minimizing the

time to market whilst keeping productivity high. We offer innovative software solutions from process development to plant engineering to process control, batch management and all the way to paperless manufacturing and advanced process analytics.” Salient features of Siemens Solution • SIMATIC PCS 7 DCS V8.0 process control system as a stand-alone system with one engineering station and client-server architecture with 7 client operator stations and Foundation Field bus communications for Field Instruments. • SIMATIC AS 410 controller • SIMATIC ET 200M I/O modules for tank farm motor control centers (MCCs) (safe area I/O). • Modbus communications interface with thirdparty programmable logic controllers (PLCs) and variable-frequency drives (VFDs) • SIMATIC ET 200iSP Intrinsically safe remote I/O modules suitable for installation in hazardous areas. • SIMATIC AFDiS for Foundation Fieldbus • Intrinsically safe HMIs suitable for hazardous areas. www.siemens.co.in

Key Highlight: Cipla shortlisted Process Automation Solutions from Siemens India’s Process Industries and Drives Division.

Source and Pictures: Siemens

Volume 2–Issue 5 S ept/O c t 2 0 1 8

Show Report | IMTS 2018

Exponential technology advances, strong economy propel North America's premier manufacturing show Exponential technology advances, strong economy propel North America's premier manufacturing show.

Digitization collided with a robust manufacturing industry to create the most dynamic show ever. IMTS 2018 drawing a record registered 129,415 visitors and also set records for exhibition space and exhibiting companies.

cLean, Va., (September 18, 2018) — A rapidly transforming industry sparked IMTS 2018 – The International Manufacturing Technology Show, to set all-time records for show metrics. The 32nd edition of the show drew a record registration of 129,415 people and featured 1,424,232 sq. ft. of exhibit space representing 2,123 booths and 2,563 exhibiting companies. IMTS 2018 ran from Sept. 10 – 15 at Chicago's McCormick Place. Previous records were 121,764 registrants (IMTS 1998), 1,415,848 sq. ft. of exhibit space (IMTS 2000), 1,808 booths (IMTS 2016) and 2,407 exhibiting companies (IMTS 2016).

“Connectivity, the digital transformation of manufacturing, automation, additive manufacturing and a strong economy drove record numbers at IMTS 2018,” says Peter R. Eelman, Vice President – Exhibitions & Business Development at AMT – The Association For Manufacturing Technology, which owns and produces IMTS. “Digitization collided with a robust manufacturing industry to create our most dynamic show ever.” Historically, years between IMTS lead to incremental machine improvements, which are now reaching physical limits. “The velocity of change has become different,” observes Tim Shinbara – AMT Vice President – Manufactur-

ing Technology. “Analog technology yields linear improvements. Digital technology creates exponential growth and transforms how manufacturers and job shops operate.” An Expansive Show Notable growth areas at IMTS 2018 included an expanded Additive Manufacturing Pavilion that featured 51 exhibitors and covered 31,550 sq. ft., the strong partnership with HANNOVER MESSE USA and its four co-located shows and 510 exhibitors, an expanded Smartforce Student Summit that drew 7,000 more visitors than in 2016. “IMTS witnessed an unprecedented degree of collaboration among exhibitors to develop additive manufacturing, automation and connected systems,” says Eelman. As an example, he points to the venture between 3D Systems and GF Machining, with their DMP Factory 500 metal 3D printing system unveiled to the public on the first day of the show. Scott Harms, founder and President of MetalQuest Unlimited, has attended IMTS since 1996. After three days at this show, he was working on quotes for a load/unload robot, a shop floor CMM with an automation package, scheduling software and smart fac-

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tory technology. He is also looking at cobots. “There are so many ways of adapting automation that can make our operation more efficient, and they're all here at IMTS 2018,” says Harms, who brought 11 people to the show. “We spent more time at the show this year, and it's still not enough. Technology is at an all-time high.” Illinois Governor Bruce Rauner addressed the IMTS audience on Sept. 12, stating that “There are four reasons that manufacturers from around the world are coming to the state of Illinois to build great products ... people, transportation, innovation and energy. We're driving great manufacturing growth in this state.” He noted that Illinois is the 17th largest manufacturing economy in the world, generates 600,000 manufacturing jobs, produces $100 billion dollars in manufactured products and creates the “most exciting and dynamic part of prosperity for everyone.” Governor Rauner toured IMTS and rode Olli, a self-driving, digitally manufactured, 3D-printed, electric shuttle by Local Motors designed to streamline shared transportation systems around the world. “The machines that you see at IMTS 2018 are moving at the speed of digital technology. They're able to take files and make something that you've imagined,” says LM Industries CEO and co-founder John B. Rogers, Jr.” The tagline of IMTS 2018 says it the best, ‘Where dreamers and doers connect.' That was the reason why we started a vehicle manufacturing company like Local Motors where we would be able to AMT President Douglas K. Woods and Deutsche Messe CEO Dr. Jochen Koeckler opened IMTS 2018. The strong partnership between AMT and HANNOVER MESSE USA helped drive record results at IMTS 2018, including 1,424,232 sq. ft. of exhibit space. Left: Dr. Jochen Koeckler, Right: Douglas K. Woods.

think it, print it and deploy it.” Olli gave more than 1,400 rides at IMTS 2018. At the national government level, the Department of Defense Industrial Base Analysis and Sustainment (IBAS) held advanced manufacturing meetings and workshops at IMTS 2018 in order to continue the dialogue of ensuring U.S. industrial strength and readiness regarding technology, workforce, and furthering public-private collaborations. The IBAS team engaged more than 26 companies, with more than a dozen participating in the follow-on workshop. Co-Located Shows The HANNOVER MESSE USA co-located show hosted 510 exhibitors from around the world. At the center of HANNOVER MESSE USA was the Solutions Theater, which hosted more than 60 learning sessions that dove deeply into important topics such as IIoT, intelligent manufacturing and next-generation technology. Dell Technologies, Microsoft and SAP joined other innovators in a new Digital Factory exhibition that showcased breakthrough products and solutions focused on integrated processes and IT solutions for plant operations. The show has increased its exhibition space by 26 percent over IMTS 2016 and by more than 440 percent since its first appearance eight years ago. “We want all visitors to be more competitive in this global world. People need to connect and collaborate,” says Dr. Jochen Koeckler, CEO of Deutsche Messe AG, HANNOVER MESSE's parent organization. AMT President Douglas K. Woods adds that, “HANNOVER MESSE USA and IMTS bridge the gap between Silicon Valley technology and main street manufacturing. People find technologies here that change the spaces we work in.” Two Amt's Emerging Technology Centers With digital technology, the pace of change makes it difficult to fully grasp the possibilities. IMTS 2018 directly addressed that issue with AMT's Emerging Technology Center (ETC) on digital transformation, which featured demonstrations of how new science impacts manufacturing. Cisco, an IT hardware company, exhibited at IMTS for the first time, bringing its expertise in the industrial security of data and connectivity to the ETC. Visitors learned about best practices to secure their plant floor and

Key Highlights:

‘Where dreamers and doers connect.' We want all visitors to be more competitive in this global world. People need to connect and collaborate. HANNOVER MESSE USA and IMTS bridge the gap between Silicon Valley technology and main street manufacturing. People find technologies here that change the spaces we work in

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Show Report | IMTS 2018

Key Highlight:

Automated cell linking a Hurco CNC, a Universal Robot arm and Hexagon CMM using the MTConnect.

intellectual property. Security is now a top concern, and manufacturing facilities need to manage modern security with legacy operating systems. IMTS 2018 will be noted as the year of digital transformation, as exemplified by an automated cell linking a Hurco CNC, a Universal Robot arm and Hexagon CMM using the MTConnect™ standard. “MTConnect is the building block that enables intelligent systems and decision-making based on data rather than instinct,” says Eelman. “Instead of asking ‘What's a connected system?', visitors now say to exhibitors, ‘Your systems use MTConnect, right?'” Paul Gray, Hurco's R&D Manager, notes that the only required connection between machines is an Ethernet cable. “Simple connectivity and software communication overcomes a major hurdle for job shops that focus on high-mix, low-volume and even custom parts,” he says. Additive Advances “Additive manufacturing is one of the most revolutionary technologies ever brought to IMTS, and that's reflected in the ETC focusing on additive manufacturing,” says Eelman. To show its speed and versatility, Oak Ridge National Laboratory created a “die-in a-day” demonstration that featured four stages of development: printing the die at Lincoln Electric, machining the printed die at Mazak, molding a part from the die at IACMI and 3D laser scanning the part at Quality Vision International.

“Traditionally it takes a minimum of six weeks to make molds, and it costs tens of thousands of dollars,” said Lonnie Love, Group Leader of Automation Robotics and Manufacturing at Oak Ridge National Laboratory. “We demonstrated every day of the show the ability to go from digital to actual production in less than 10 hours. This technology has practical uses that manufacturers can utilize now.” This ETC also featured a “Knowledge Bar” hosted by America Makes where visitors learned about the development of education roadmaps, an online platform for members to exchange information and establishment of industry-wide additive manufacturing (AM) standards and specifications. Additive Presence Grows Exponentially Multiple companies chose IMTS 2018 as their venue to debut high-volume AM systems, including HP and EOS. Stephen Nigro, President of 3D Printing, introduced the HP Metal Jet printer. Designed for high volume production, the HP Metal Jet has 50 times more productivity than any other binder jet or laser. EOS launched the M 300-4 system, a multi laser metal 3D printing system designed for digital industrial additive manufacturing. Perhaps more than any other technology at IMTS, AM represents the opportunity for small and start-up companies, from the U.S. and abroad, to gain exposure to a large audience and grow their dreams. Austin Kron, Business Development Manager for first-time exhibitor BeAM Machines Inc., Strasbourg, France, believes AM will

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to consumption. After meeting at the previous show, Infor and FORCAM collaborated to create a bi-direction interface between FORCAM'S plant floor information-gathering solution and Infor's back-end ERP solution. Fraunhofer demonstrated the first 5G network in the world, which can record data at frequencies 10 to 100 times faster than LTE. “Not automating is our biggest competitor,” notes Robby Komljenovic, CEO and Chairman of Acieta. He says that automating is easier than companies think, adding that, “You need to exploit technology” to remain competitive.

continue to generate company creation and growth as it becomes more industrialized, meeting production levels required by manufacturing. He cites one customer with certified aerospace repair job that has more than three thousand parts in flight. “Every building in McCormick Place featured AM technology,” says Eelman. “Four years ago when we produced the Strati vehicle on the show floor, large-scale AM was a novelty. At IMTS 2018, AM technology was part of the manufacturing processes used to produce the entrance hall impact units.” Smarter Solutions ATHENA, the industry's first voice-operated assistant, debuted at IMTS in the Makino and OKK booths, as well as in AMT's ETC where visitors could control a 5-axis DMG Mori CNC. “With 5-axis milling technology becoming more prevalent, operators need to know more to be highly productive,” says Dan Bagley, VP Marketing & Sales at iTSpeeX. “People don't operate machines. People produce parts in a cell, and the machine is an actor in that cell. ATHENA provides intelligent assistance to machinists to allow them to operate multiple types of controls.” Index previewed its iXworld, an online portal with four distinct service areas under a single interface. FANUC's FIELD system, an open platform that collects machine data in real time, was connected to more than 300 machines from 144 companies at the show. SAP focused on how to use blockchain to improve trust and transparency from source

Smartforce Student Summit The IMTS 2018 Smartforce Student Summit broke its previous record with 24,469 registrants, 7,000 more than IMTS 2016 event. “The national conversation around STEM education has had a positive influence on our ability to attract more schools to the Student Summit,” said Greg Jones Vice President of Smartforce Development for AMT. The 2018 Student Summit gave students the opportunity to experience 25 different job functions available in manufacturing (view career pathways at amtonline.org). “Students engage with the people who are in those manufacturing jobs right now, as well as see the technology and equipment they would use on the job. Technology is making manufacturing careers cool again,” says Jones. High school junior Kaitlyn Ludlam addressed the Student Summit as one of Top 24 Under 24 Leaders and Innovators in STEAM and Space, an annual awards program presented by The Mars Generation®. “I've been doing a lot more with STEAM, reaching out to other kids who are being told they can't do things, especially young women” says Ludlam. “I want to help them understand that they can do these things and not to listen to people who discourage them.” The Miles for Manufacturing 5K fun run and fundraising event on Wednesday, Sept. 12, drew a record 486 runners. The 5K run generated almost $28,000 in proceeds, which will be used to acquire a STEM kit called Bionics4Education from Pesto-Didactic and donated to 14 STEM middle schools in the Chicago area. Technical Conferences In total, more than 2,500 visitors attended conference sessions during the week of IMTS. The largest event, in terms of both content and visitors, was The IMTS Conference.

Key Highlight:

Dell Technologies, Microsoft and SAP joined other innovators in a new Digital Factory exhibition that showcased breakthrough products and solutions focused on integrated processes and IT solutions for plant operations.

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Show Report | IMTS 2018

Key Highlight:

IMTS Conference attracted more than 850 people and featured 71 different sessions, each selected by a review board. Collectively, The IMTS Conference and the co-located events provided IMTS visitors with more than 142 hours of educational programming.

Pictures: IMTS

Presented by AMT and managed by GIE Media, The IMTS Conference attracted more than 850 people and featured 71 different sessions, each selected by a review board. Collectively, The IMTS Conference and the co-located events provided IMTS visitors with more than 142 hours of educational programming. “The two most popular themes from the conference sessions were additive manufacturing and connected/digital manufacturing,” says Bill Herman, Director, International Exhibitions and Sponsorship, AMT. Many conference attendees were looking for ways to begin their “digital journey” within their shops or how to implement next steps, as well as how they might harness additive manufacturing into their processes. “The Additive Manufacturing Conference was a tremendous success and our largest event to date with more than 575 attendees,” adds Travis Egan, Publisher, Additive Manufacturing magazine. “This included both current and future adopters of AM technology looking to deepen their knowledge base and learn more about the latest technologies in order to grow their manufacturing businesses.” Based on feedback from the job shop and contractor community, IMTS created a program to address the challenges they face to help diminish their daily struggles. “Our new Job Shops program attracted 405 participants,” Michelle Edmonson, Senior Director – Exhibitions Operations & Marketing, AMT. “With such strong interest at this show, we plan to continue our focus on jobs shop at IMTS 2020.” Presentations included a seminar on the unending search for qualified labor hosted by four job shop owners. “The part of the discussion on reaching out to high school-level and community college students was good. I

hadn't thought about going to those sources to find kids interested in manufacturing,” says Aaron Collier, General Manager of Liberty Bottleworks in Yakima, Washington. EOS' “Applied AM – Where Additive Minds Meet” half-day symposium drew more than 300 people. In a sign of how far AM has progressed, topics included a session on AM digital supply chain readiness. Seeking New Approaches Visitors walked the floor of IMTS focusing on technologies, ideas, business practices and face-to-face conversations that advance manufacturing. “What I get at the show is the ability to meet people,” says Matt Guse, President of MRS Machining, who has attended IMTS since 1996. “You meet people just sitting around and talking. You share ideas, or they tell you what they've seen. Sometimes you think you've seen the whole show, and the next thing you know, someone tells you about something new in the next hall and you see how awesome it is. That's why I always say IMTS is the Super Bowl of manufacturing.” “We had very astute attendees coming to IMTS 2018,” says Eelman. “They are more educated about the health of their business and know that connectivity, digitization, automation and knowledge are part of the solution. “IMTS takes all this, puts it under one roof and fosters connections. By the time we reach IMTS 2020, what visitors learned this week will have already changed their operations. People will come to renew old friendships and uncover new possibilities that expand their horizons.”

www.imts.com

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Supply Chain | CANON INDIA

The Art Of Kyosei ‘Strong policies and processes make you better at your work' said Mr Ashutosh Varshney, Canon India’s Head – Inventory Supply Chain & Logistics who shared Canon India’s supply chain landscape, its formula for agility and its alignment with the company’s corporate philosophy with us. Source: Canon India

non India, the printing and imaging products major, clocked total sales of Rs 2,600 crore ($362 million) in 2017 and is eyeing Rs 3,500 crore (USD 485 million) annual sales by FY2020 as per a recent Economic Times report. The printing and the imaging devices market has gone through rapid changes since the 1990s in terms of technology and selling strategy. The company, which has completed 21 years in India, has emerged as a leader in the segment, thanks in a large part to its agile supply chain. We were fortunate to have had an interaction with Canon India’s Head – Inventory Supply Chain & Logistics, Mr Ashutosh Varshney where he shared with us Canon India’s supply chain landscape, its formula for agility and its alignment with the company’s corporate philosophy. Edited excerpts. Can you please share with us a view of the supply chain landscape that you manage, and the volume of the finished goods and moving part that you handle? You must be knowing that Canon India is now a 21 year-old company. Last year we celebrated our 20th year. And in these 21 years, we have also been growing in terms of our product portfolio. For instance, when we started our operations in India back in 1996-97, people across India were using Canon for taking photocopies. Then of course the technology changed – these standalone copiers evolved into multi-function devices, where you can do things like taking copy, print, and also send facsimiles because back in the day people used to send a lot of faxes. It emerged as the right product for the office automation industry. And then soon we expanded from office equipment segment (B2B) into the direct consumer segment. We launched printers for all the different segments – home and SOHO (Small Office Home Office) laser printers and inkjet printers. We entered the camera business [in India] the year 2004-05. We started with digital cameras and

then entered into the video camera, the camcorders, SLR, DSLR segments and now we have moved into the movie cameras segment globally – our movie cameras are used in India as well as the Hollywood film industry. I was very happy to note that a lot of TV serials in India are actually shot on Canon EOS. Hence, there has been a big transformation on the product side. From being known as a photocopy company, Canon has come to be known as a digital imaging company – we make everything and anything which connects to imaging and printing. Speaking of supply-chain, we serve a customer base whose needs range from specific photographic needs to huge printing requirements, for example, for tenders and quotations. Today, we cater to customers across India; we supply from various supply stocking locations. We supply directly to corporates where big machines are required or we supply through distributors and dealers where printers are required. Even the government is a big buyer for Canon. Right now a lot of work [on Canon products] within the government sector is going on thanks to the digitization [drive] for the realization of Digital India. Another important customer segment is end-consumers, whom we serve through brand stores, called Canon Image Squares (CIS). Can you give us an idea about the number of SKUs? We handle as of now around 5,000 active SKUs on the product side – from B2B to B2C, printers to cameras – and almost around 25,000 active SKUs on the after-sales services side. I have seen that Canon’s EOS and the Mark range of cameras changed the game for movie makers and You-Tubers with very reasonably priced cameras that deliver pro-level quality. Therefore congratulations and thank you on behalf of the new-age moviemakers. Coming back to the subject of supply chain, can you share with us an overview of Canon India’s channel distribution and dealership?

Key Highlight: Right now a lot of work [on Canon products] within the government sector is going on thanks to the digitization [drive] for the realization of Digital India.

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Supply Chain | CANON INDIA

Executive Profile

Mr. Ashutosh Varshney leads from the front and ensures a total turn-around thereby hugely benefitting the company commercially as also from an image perspective. Having close to three decades of experience in varied functions, Mr Varshney brings with him a great combination of strategy, planning and execution, with excellent people skills and leadership abilities. Prior to Canon, Mr Varshney was a Business Development Manager at Larsen & Toubro. He holds a B.Tech degree from the Indian Institute of Technology, Roorkee. He lives by the mantra that one should be an integral part of the team be it a challenging time or rejoicing success. Ashutosh Varshney Head - Inventory Supply Chain & Logistics Canon India

A few years ago, Canon Global acquired a big European printing Company called ‘Océ’. Océ are the world leaders in producing printers used for heavy duty and large-scale printing. As you know millions of customers receive bills every month for utility services like electricity, water and telecom. Such bills are printed on large machines such as the ones manufactured by Océ, which is now a Canon company. Therefore, on the B2B side, we have large printing machines for organization big and small – we also have printers for billboards as well as for CAD/CAM printing used by architects and engineers. Our channels cater to the consumer side – we have almost 550 direct channel partners to whom we sell directly. And then they sell either to customers or they pass on the products to another layer of channels, whom we call secondary channel partners whose numbers can be as high as 4,000 to 6,000, selling cameras and printers – if I need a cartridge then I may go to a shop and buy Canon cartridge. Our products are also sold through the online channel. Especially during the festival time, when you log on to an E-commerce site, you will have our products coming up first. We have a very good share of cameras being sold through the online channels. Another channel for our consumer products is our own brand store; we call them the Canon Image Square (CIS). We have 200-plus brand stores in India as of now, with a very promising rate of increase on those numbers. CIS stores are basically the places where you can use the products, play with it, experience the product to buy one. In summary, we have the traditional channel, omni-channel as well our own brand stores. And, the strength for us is that we are actually doing equally well across all the channels. The fulfilment requirements for these types of channels would all be different? Online has a long tail whereas offline does not. So how do you manage the variance?

That’s where the demand forecasting comes into the picture. We have a very robust system of doing this sort of work through the various electronic interfaces where we connect with all the partners. We are also looking at capturing which particular unit got sold from which shelf at what time and date; what is the movement of, say, LSR at the retail chains including its movement from a primary distributor to a secondary distributor and then to the customer. And we can see all of that online. That’s how we are able to see the trend on different channels and therefore plan the upcoming business based on the demand forecast-into-the-sales cycle.

Key Highlight: We have 200-plus brand stores in India as of now, with a very promising rate of increase on those numbers.

What are the ways to improve accuracy in demand forecasting in terms of integrating it with the suppliers and retailers? I can say that our marketing and sales teams coordinate very well with supply chain because our demand-forecast accuracy remains fairly high – to the tune of plus or minus 3-5 percent on an average. We have a very strong, robust and visible system to see of what would get sold, what is getting more demand, which models are moving where. We also have a very strong integrated information system through all our supply chain, factory channels, our sales and the distributor. We are well connected through the online system. And that’s why supply chain is the backbone of the operations of the company as it ensures that the product is delivered at the right time, at the right place to the right customer. Canon has made a seamless transition into digital imaging and emerged as a one of the leaders in the segment. How has your supply chain been able to keep pace with the transition? In supply chain, we all have to evolve to stay on top of the changing market needs. We are quite happy and satisfied with our partnership with the top logistics companies which have also partnered with us in India – they have the bandwidth to ensure that the evolving expectations of the customers are met in a very short duration of time.

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Can you share the names of your logistics partners? We work with FedEx and Blue Dart, now a DHL company. I’m happy to say that our distributors, dealers and the customers all appreciate the supply chain backbone of Canon terming it as the strongest, most robust and reliable supply chain they work with. To what factors do you credit these attributes? We credit this to our large family of service providers who understand our requirements and our customers; they integrate very well into the whole ecosystem, which brings me to the Japanese term which we keep talking about: ‘Kyosei’ – a corporate philosophy which means working and living together for a common good. We try to align everyone into the direction of living our philosophy.

Key Highlight: Our CEO ensures that he meets the service provider’s management at a regular frequency.

If you could share a few examples of how you incorporate the philosophy across the supply chain of living and working together for the common good. We always connect with them at all levels and all places. Whatever we do in Mumbai is what we do in Bengaluru, Chennai, Kolkata or in Delhi or Gurugram. We go down to the level of meeting the workers at the warehouse and spending time with them. We appreciate each person at whichever level they are working; It’s much more than business relationship. We also work actively on the CSR front, to see how we can connect better with our service provider and also work for the society together. When we speak in such terms, our partners don’t see themselves as a box-mover for Canon, they see themselves as part of a group working together to achieve our stated goals. Our CEO ensures that he meets the service provider’s management at a regular frequency. They don’t talk about how may boxes we have moved, but how can we synergize better, how we can increase the satisfaction levels of our customers. There are a lot of things we are doing in CSR and the pace at which we are doing this is high. And they are all connecting to our philosophy of ‘Kyosei’ and connecting to our strengths on imaging, connecting with our tagline of delighting you always. Let’s talk about your role and experience at Canon India. From your profile, I was pleasantly surprised to note the number of awards you have received over the years such as the one for the best team, and your team has also recorded a near zero-attrition rate as well as the highest employee satisfaction scores. Could you share the facts and secrets of how you manage the team so well?

I don’t think that there’s any secret formula. I would attribute it to the company name, and the quality of products that we deal with. If you have a product which you are confident about, then you can talk about the strengths of the product. And when you integrate that with a very strong, robust policy and processes, then you become better at your work. You have to be able to integrate people at every level. For example, we have a very open and transparent culture of communication. A person at any level can walk up to any person and state his or her need or concern. Our people feel connected and a part of decision making. A good product with a good process, with strong connectivity with people helps everyone grow faster and stronger. What are the biggest challenges that beset India’s supply chains? Clearly, there are a lot of thing that needs to improve. I feel GST has brought in a lot of positive changes in terms of documentation, material movement and costs. Big companies are now trying to bring down their transit times by a day or two because of seamless transfer of goods from one place to another. E.g., Delhi-Bombay transit used to be 3-4 days in a truck, now they are reduced because of GST. Overall, the mind-set of supply chain organizations is more oriented towards cost-cutting which brings down the quality of operations. Therefore, we really have to push the emphasis on quality through our service providers. India’s [product] supply chains are expanding from tier 1 to tier 2, 3, 4, 5 cities. Supplying with the same quality to the customer in those places could be challenging. The spread, density of India is much higher than any other country. How can the focus be shifted from cost to quality? Most of the companies in India who are into logistics services are now evolving from the old traditional way of doing logistics to a newer and much sophisticated tech-driven ways of doing logistics. For e.g., earlier it was difficult to find out where the shipments are, whether they are delivered or not delivered, their condition, etc. but today all that is changing. On one side the service providers are changing their systems and on the other, the government is doing all it can to improve the [goods] movement. When we compare with developed countries like Singapore or Japan we find ourselves lacking far behind on the warehousing standards, methods of handling product, equipments, and even product movement where it is very difficult to find trained drivers for the trucks. That said, I am very optimistic about the progress and the future of logistics and supply chains in India. https://in.canon/

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Curtain Raiser | EUROBLECH 2018

EuroBLECH 2018: Focus On The Future One of the world’s biggest industry expos will showcase advances in digitalisation and industry 4.0 this October. New digital solutions increasingly important investment sector for SMEs This year’s 25th International Sheet Metal Working Technology Exhibition will take place from 23rd to 26th October 2018 in Hanover, Germany. A total of 1,500 exhibitors from 39 countries secured their stand at the world’s leading sheet metal working technology exhibition. This year, the show will mainly cover the topics Digitalisation and Industry 4.0. The Online Show Preview, which was recently published, provides an overview of new products and technological innovations which will be presented at the show in October. A total of 1,500 exhibitors from 39 countries have booked their stands at the world’s leading exhibition for the sheet metal working industry. EuroBLECH 2018 will feature more than 89,000 square metres of net exhibition space, an increase of around 2 percent compared to the previous event. The Picture: EuroBLECH

most important exhibitor countries are Germany, Italy, China, Turkey, the Netherlands, Spain, Switzerland, Denmark and the USA. For this year’s 25th edition of EuroBLECH, the main topics are Industry 4.0, big data and digitalisation. Especially for small and medium-sized companies, these developments offer advantages in terms of streamlined and less complex processes as well as improvement of productivity and efficiency. “While an app for maintenance control of machines or the interaction of machines and robots across the whole production process were still a vision of the future a couple of years ago, today this is the reality in sheet metal working. Currently, not only large companies are gaining ground in this area, SMEs have also recognised their potential here. Their company size usually allows them to react flexibly and quickly to such transitions, therefore they are in a good position to use digitalisation to their advantage,” says Evelyn

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Warwick, Exhibition Director of EuroBLECH on behalf of the organisers Mack Brooks Exhibitions. “At EuroBLECH 2018 as the world’s largest sheet metal working exhibition, visitors can expect the most comprehensive technology range in terms of industrial digitalisation of sheet metal working, Evelyn Warwick adds. Show Preview now available The comprehensive Online Show Preview, with detailed information on many exhibitors and their products, is now available at www.euroblech.com. In preparation of their visit, users will be able to sort entries by product categories or halls, to discover their personal highlights of this year’s exhibition. In this way, visitors can search exhibitor profiles including products and services and create their personalised version of the show preview. White Papers available on Digitalisation, Lightweight construction and E-mobility Digitalisation, E-mobility, Lightweight construction – these topics currently play a crucial role in the sheet metal working industry. Networked manufacturing is a key development in Industry 4.0 to increase productivity and reduce downtime of machines. E-mobility bears a lot of challenges for sheet metal working, due to the different manufacturing processes and materials required for electric cars. This goes hand in hand with lightweight construction, where composites and new technologies become increasingly important and bear certain challenges when joining or separating materials. The new EuroBLECH White Papers available at www.euroblech.com covering these three topics will shed some light on the recent developments within these areas and will provide some insight into new trends in the industry. Student Day at EuroBLECH 2018 The young generation is increasingly gaining importance in the sheet metal working industry due to the digital transformation and the related changes to occupational profiles. Therefore, EuroBLECH offers students the opportunity to visit EuroBLECH free of charge. On Friday, 26 October 2018, students will be able to get free entry to the show by presenting a valid student ID at the entrance. During all other show days, stu-

dents are invited to visit at a reduced student fare of €15 (Rs 1,2790) per day ticket. At the show, there will be a job board, where exhibiting companies are advertising latest job openings. The job board is also available online at https://www.euroblech.com/2018/ english/visitors/job-vacancies/. EuroBLECH exhibitors’ profile EuroBLECH 2018 covers the entire sheet metal working technology chain: sheet metal, semi-finished and finished products, handling, separation, forming, flexible sheet metal working, joining, welding and surface treatment, processing of hybrid structures, tools, additive manufacturing, quality control, CAD/CAM/CIM systems and R&D. The show attracts sheet metal working specialists at every management level in small and medium-sized companies as well as in large enterprises. Visitors include design engineers, production managers, quality managers, buyers, manufacturers, technical directors and experts from associations and R&D. Show Planner and EuroBLECH App The new show planner is now available on the EuroBLECH website www.euroblech. com and offers visitors the option to select product categories or sort the exhibitor list by countries or halls. The new EuroBLECH App for Android and iPhone can now be downloaded via the App Store. It includes an interactive area map and a function to search for exhibitors and plan your visit to the show, as well as further useful features for visitors of EuroBLECH. Venue and opening hours EuroBLECH 2018 takes place at the Hanover Exhibition Grounds in Germany in halls 11, 12, 13, 14, 15, 16, 17 and 27. The show is accessible via entrances West 1, West 2, Nord 1, Ost 3 and Süd 1.The opening hours of the exhibition from Tuesday, 23rd October, to Friday, 26th October 2018 will be from 9.00 am to 6.00 am. Advance ticket sale Entrance tickets for EuroBLECH 2018 are now available at a discounted price via the online ticket shop. Tickets can also be purchased on-site throughout the duration of the exhibition. A ticket in pre-sale via the online shop costs €32 (Rs 2,782) instead of €42 on-site and a season’s ticket online costs €52 (Rs 4,436) instead of €62 on-site. www.euroblech.com

Key Highlight:

EuroBLECH 2018 covers the entire sheet metal working technology chain: sheet metal, semi-finished and finished products, handling, separation, forming, flexible sheet metal working, joining, welding and surface treatment, processing of hybrid structures, tools, additive manufacturing, quality control, CAD/ CAM/CIM systems and R&D.

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Product News | IMTS

ProShop Shop Digital Manufacturing Ecosystem Developed by Machinists It offers management of ERP, MES and QMS all in one package. It will be showcased at IMTS 2018

A Key Highlights: We want IMTS visitors to understand that ProShop truly is different for their manufacturing ecosystem. There has never been a shop management system so suitably designed for the machining industry until now.

Picture: IMTS

dion Systems, developers of ProShop software, will host demonstrations of its comprehensive shop management program at IMTS 2018 in Chicago, September 10 - 15. The company’s booth in McCormick Place East is 121645. The company’s goal at the show is to debut a new generation of shop management software ideal for Industry 4.0 practitioners and convey how much more wide-ranging and beneficial ProShop is to small and medium sized manufacturers compared to ERP systems on the market today. One of the most significant differentiators about ProShop versus other systems is that ProShop offers an integrated, comprehensive

set of modules for managing the shop’s typical ERP operations and also includes MES and QMS functions such as ISO-9000, AS9100, API and ISO 13485. “We want IMTS visitors to understand that ProShop truly is different for their manufacturing ecosystem,” says Paul Van Metre Co-Founder and VP of Sales of Adion Systems. “There has never been a shop management system so suitably designed for the machining industry until now. This could be referred to as ERP 4.0 or perhaps a Digital Manufacturing Ecosystemas it embraces a completely paperless, 100% electronic method of managing the business with shop floor controls of inspection, work instructions, tool management,

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and doing it with a big data, manufacturing analytics approach.” According to Van Metre, most conventional ERP systems are accounting-based that have very little functionality for managing and controlling the shop floor environment. Or, they are manufacturing monitoring type systems but still lack the full scope of information required in machining today. In addition to the more typical ERP segments having to do with “front office” activities such as estimating, quoting and purchasing, ProShop also includes MES (Manufacturing Execution System) and QMS (Quality Management System) control, monitoring and collection capabilities. For instance, among the MES functionality is tracking machine utilization, cutting tool management, media-rich work instructions, part inspection data, and more, including integration with coordinate measuring machine data, which is unique to ProShop. Further, ProShop offers an integrated, comprehensive set of modules for managing the shop’s QMS such as ISO-9000, AS9100, API and ISO 13485. Among these include standards, equipment, users, training, audit reports, non-conformance reports, corrective actions and the like –all of the tasks required to be in compliance with the various quality systems in place at the worksite. The program may be hosted in the cloud or on site, depending on the customer’s preference. “Typically, ProShop can replace five to six other software packages that companies use and that frequently do not communicate with each other,” continues Van Metre. “Of most interest to shop managers and owners, ProShop can have an enormous impact on improving profitability and throughput. Customers cite many contributors to this such as moving overhead labor to billable functions, gaining confidence to take on more complicated jobs, experiencing better on-time delivery performance and gleaning accurate profit margins on each project. In general they can make much more informed and conscious choices surrounding all of their business decisions.” ProShop’s development history is notable – Paul Van Metre and his partners first developed the program in 1997at their precision job shop to assist with complex customer requirements and manufacturing workflows. The system proved to be increasingly compelling and helpful as the founders kept adding capabilities. Ultimately the gentlemen sold the subcontract shop and established Adion Systems in 2014 to sell and support ProShop to others.

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Volume 2–Issue 5 S ept/O c t 2 0 1 8

Vision 2023 | NORD DRIVESYSTEMS INDIA

Automation, Rising Demand, Industry 4.0 to be Driven by Industry Size PL Muthusekkar, Managing Director, NORD DRIVESYSTEMS INDIA shares the top three predictions for the manufacturing industry, the company’s growth statement, bestsellers and use cases.

ORD Drivesystems Pvt. Ltd. (NDPL) is a subsidiary of Getriebebau Nord (GBN). A world class facility was established in the year 2005 at Hinjewadi, Pune, to serve the customers in India and the SAARC countries. Getriebebau Nord (GBN) has 36 subsidiaries, and a team of 3,200 people spread in over 60 countries – all in a span of 50 years since its inception. The product range includes geared motors, motors, frequency inverters; providing optimal drives solutions to the customers.

TOP PREDICTIONS

Automation

Automation as the scale goes up and GST will enable more automation particularly in logistics, warehousing, packaging, etc.

Rising Demand

Manufacturing's contribution to GDP will go up due to the focus on manufacturing and sheer numbers and demand will drive the manufacturing industry.

Industry Size to Drive Industry 4.0

Industry 4.0 will take time as the starting point is yet to be identified in many areas and companies. Even globally it has not been implemented effectively. Due to the potential size of market and new plants coming up, the industry will adopt it.

VISION 2023: GROWTH STATEMENT NORD is growing globally with double digit for past few years and this year particularly we have seen an up rise globally both from the developed and developing countries. Currently we are at about 15% growth at global level and over 25% in India. Nord India has a production capacity of more than 33000 units per year and includes mechanical, electrical and electronic products in Drive systems.

PL Muthusekkar Managing Director NORD DRIVESYSTEMS INDIA

www.nord.com

Vo l u m e 2 – Is s u e 5 S ept/O c t 2 0 1 8

CASE STUDY GONDOLAS IN DESIGN PROJECT CHALLENGE Since 2011, a new skyscraper stands 265 m tall on the island of Manhattan, not far from the Brooklyn Bridge. Now marketed as “New York by Gehry,” in a reference to its renowned architect, this high-rise is currently one of the tallest residential towers in the world. The structure‘s facade is covered in irregular waves of stainless steel, which provide for a spectacular appearance due to ever-changing light reflections. At the same time, however, this outer skin presented a major challenge for the development of a suitable cleaning and maintenance gondola that can actually access every spot along the undulating surface. Special gondola for an extravagant facade. – Góndolas in Design, S.L., worked with NORD DRIVESYSTEMS to develop a suitable customized solution. Given that it is a unique custom system, ensuring its unfailing operation for many years became all the more important. Due to the extensive surface area, the cleaning gondola is used almost all the time, except in extreme weather. Gentle, precise, reliable. – Powerful geared motors and frequency inverters were required for the drive solution: the gondola has to be lifted, lowered, and rotated, the weight of a telescopic arm must be adequately compensated, and precise control over all movements must be ensured at all times. Excellent product and service quality and the availability of worldwide technical support for the drives were equally important, since they were crucial for the overall reliability of the gondola installation as a whole. Geared motors and frequency inverters featuring precise positioning capabilities are used to lift and turn a gondola designed for the “New York by Gehry” skyscraper. It enables maintenance and cleaning staff to reach every nook and cranny of the complex facade. APPLICATION SOLUTION The gondola solution for the skyscraper consists of a telescopic arm, a special guiding system along the facade, and a multitelescopic pod for accessing the inwardcurving surfaces of the building. NORD drive technology lifts and rotates the pod, counterbalances its weight, and drives the telescopic unit.

Gently moving up and down. – For lifting, NORD supplied a helical bevel gearbox with a brake motor that turns the gondola‘s cable drum. An SK 500E frequency inverter provides for gentle starts and stops of the gondola. It also ensures that the gondola remains properly positioned relative to the building‘s facade when the telescope arm is in use. Keeping the balance. – A counterbalance mechanism is fundamentally important for the system – without it, the entire installation would have to be built much stronger, heavier, and more expensive. The counterweight is moved forwards and backwards by a helical bevel geared motor whenever the telescopic arm is extended and retracted. Another SK 500E frequency inverter employs acceleration and deceleration ramps to move the mass of the counterweight. Accessing all sides. – Finally, two helical inline geared motors engage a gear ring in order to turn the whole machine, so that the gondola can be used on all sides and surface areas of the building. In this segment of the installation, another SK 500E frequency inverter also serves to support the soft start and stop movements of the gondola, and provides for variable rotation speeds.

Geared motors and frequency inverters featuring precise positioning capabilities are used to lift and turn a gondola designed for the “New York by Gehry” skyscraper.

BESTSELLERS NORD DRIVESYSTEMS offers you a wide selection of geared motors, electric motors and drive electronics components in various sizes and versions. Geared Motors: • Helical Gear Motors • Parallel Shaft Geared Motors • Helical Bevel Geared Motors • Worm Geared Motors Industrial Gear Unit: • MAXXDRIVE Helical Inline • MAXXDRIVE Helical Bevel Motors: • ASYNCHRONOUS MOTORS • SYNCHRONOUS MOTORS • EXPLOSION PROOF MOTORS Drive Electronics: • Frequency Inverter • Decentral Drive Solutions

Volume 2â&#x20AC;&#x201C;Issue 5 S ept/O c t 2 0 1 8

Photo Feature | Blaser Swisslube

Blaser Productivity Trophy 2017-18 celebrates collaboration On Friday, September 14, 2018, Blaser Swisslube organized the Blaser Productivity Trophy 2017-18 awards ceremony at Oberoi Gurgaon. Blaser Swisslube started the initiative in 2014 to honour customers who led projects that demonstrated exceptional co-operation and mutual success. The Productive Trophies are awarded for five different dimensions of productivity: Tool optimisation, Total costs of ownership, Metalworking Fluid Optimisation, Productivity Increase, and Process Optimisation. The first Blaser Productivity Trophy awards ceremony was held in 2014 at Delhi. Presenting, glimpses of the event. Pictures: Blaser Swisslube

Bajaj Motors Bajaj Motors receiving the Blaser Productivity Trophy 2017-18 Trophy for Tool Optimisation [L-R] Patrick Mathys, Managing Director, Blaser Swisslube APAC; Rajiv Gandhi, Sr. Executive Director Production, Maruti Suzuki India Ltd; Harbhajan Singh, Director - General & Corporate Affairs, Honda Motorcycle & Scooter India Pvt Ltd; Team Bajaj Motors; Punit Gupta, Managing Director, Blaser Swisslube India

Cummins Technologies India

Highway Industries

Cummins Technologies India won the Trophy for Process Optimisation. [L-R] Punit Gupta, Managing Director, Blaser Swisslube India; Rajiv Gandhi, Sr. Executive Director - Production, Maruti Suzuki India Ltd; Harbhajan Singh, Director - General & Corporate Affairs, Honda Motorcycle & Scooter India Pvt Ltd; Team Cummins Technologies India, Patrick Mathys, Managing Director, Blaser Swisslube APAC

Highway Industries won the Trophy for Metalworking Fluid Optimisation. [L-R] Punit Gupta, Blaser Swisslube India; Rajiv Gandhi, Maruti Suzuki India Ltd; Harbhajan Singh, Honda Motorcycle & Scooter India Pvt Ltd; Team Highways Industries, Patrick Mathys, Blaser Swisslube APAC

Vo l u m e 2 – Is s u e 5 S ept/O c t 2 0 1 8

Winners 2017-2018 TOOL OPTIMISATION

M/s Bajaj Motors Ltd TOTAL COSTS OF OWNERSHIP

Carbide Cutting Tools Pvt Ltd [M/s OSG India Pvt. Ltd] METALWORKING FLUID OPTIMISATION

M/s Highway Industries Ltd PRODUCTIVITY INCREASE

M/s Mahindra Vehicle Manufacturers Ltd PROCESS OPTIMISATION

M/s Cummins Technologies India Pvt. Ltd

Mahindra Vehicle Manufacturers

OSG India Pvt Ltd

Mahindra Vehicle Manufacturers receiving the Trophy for Productivity Increase

Naoki “Noah” Nishikawa, Managing Director, OSG India Pvt Ltd received the Trophy on behalf of the company for Total Cost of Ownership

Panel discussion

KPMG India

A panel discussion on the theme in session. [L-R] Punit Gupta, Blaser Swisslube India; Carl Shreyes Chakravarthy, Associate Director - Strategy & Operations Advisory, KPMG India; Rajiv Gandhi, Maruti Suzuki India Ltd; Harbhajan Singh, Honda Motorcycle & Scooter India Pvt Ltd; Patrick Mathys, Blaser Swisslube APAC

Carl Shreyes Chakravarthy, Associate Director - Strategy & Operations Advisory, KPMG India putting across his views

Volu m e 2 –Issu e 5 S ept /O c t 2018

Vo l u m e 2 – I s s u e 5 S e p t / O c t 2 0 1 8

COMPANY INDEX Adion Systems

26-27

Ampco Metal

35-37

Canon India

59-61

Capgemini

28-34

Cipla 52-53 DMG Mori Epicor India

14-16 24

Euroblech 2018

62-63

Euromac Group

12-13

ExxonMobil Lubricants

48-49

Gleason 19 Grind Master

45-47

Haas 50-51 Hainbuch 17 Hänel Precision Gears Hannover Messe USA Hoffmann Group

17 55 19, 64-65

IBM 20-23 IMTS 26-27 IMTS 2018

54-58

Leonine Engineers

50-51

Maersk 22 Nord Drivesystems

66-67

Oderfox 42-44 Rad cam Technologies Schneider Electric Shree Pushkar Chemicals and Fertilisers Ltd

12-13 28 38-41

Siemens 34 Siemens 52-53 Signify 29 Thales 34 Walmart 22

ADVERTISERS INDEX Ace Micromatic Group Ampco Metal India

2 71

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