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Manufacturers’ Monthly Contents 6 Editor’s Comment

29 Maintenance & Repair

37 Drive Systems

8 Comment

32 Coupling Systems

38 Bearings

11 News@MM

34 Manufacturing

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40 Women in Industry

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AUGUST 2020

Behind the cover The COVID-19 pandemic has brought about an accelerated rate of change in Australian manufacturing like never before. While operating during an uncertain economic climate, investing in innovation is considered by experts to be even more critical, as the industry continues to evolve to meet market demands.

In these challenging times, businesses ranging from small-to medium-sized enterprises to large industrial-scale manufacturers are still connecting with the research community to fulfill their R&D potential – the beginning of a pathway towards true sovereign capability.

The Innovative Manufacturing Cooperative Research Centre (IMCRC) and Ai Group are agencies

at the forefront of this shift towards independent manufacturing. One way is by helping companies achieve growth through identifying research partnerships. Since the IMCRC was formed in 2015, the ideas upon which it was founded are already bearing rich fruit.

A big part of the IMCRC’s work in the past three years has been the launch and implementation of the futuremap, a tool that has helped hundreds of homegrown businesses embark on a journey towards becoming an advanced manufacturer.

More recently, the Advanced Robotics for Manufacturing Hub (ARM Hub) has been set up to help even more businesses in regional

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Queensland reach this goal. It is all about inspiring manufacturers to realise their ambitions.

We also hope that you’ve been enjoying PACE magazine with Manufacturers’ Monthly, as a supplement. This issue in PACE, we get up to speed with instrumentation and calibration with AMS. Read all about how these devices are more in demand than ever. manmonthly.com.au

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Comment

SYED SHAH – Managing Editor, Manufacturers’ Monthly

Seeing it to the end

L

IKE the rest of the world, Australia’s economy following the COVID-19 pandemic will never be the same. Roy Green, Emeritus Professor from UTS pointed out in an online article, Australia’s manufacturing future is not its past, that we should be realistic of our expectations when thinking of opportunities that present themselves. He explained how COVID-19 has exposed gaps in Australia’s manufacturing supply chains. While we should be proud of 30 years of continuous economic growth, there is a need to come to terms with the prospect of a deep recession – and how to get past that.

In saying that, is good to be optimistic, but it pays to err on the side of caution. Business thinker, Jim Collins in his leadership book, Good to Great, examined what great organisations had in common – unwavering faith to prevail in adversity while accepting the brutal facts of reality. This is based off the memoirs of Vietnam War veteran, James Stockdale who survived the horrors of being a prisoner of

6 AUGUST 2020 Manufacturers’ Monthly

war during the conflict. He did so by processing the reality of the situation and turned the ordeal into “the defining event of his life that in retrospect he would not trade”. Australia needs to comes to terms with certain realities like the sole reliance on self-sufficiency as the economy becomes more committed to a more complex globalised economy, especially in Asia, according to Green. Among the many recommendations he gives are reminders – the renewed focus on local SMEs who have their tenders overlooked in favour of larger international companies and the contribution of entrepreneurial startups for an economic boost.

The opportunity that Australia, and the world, faces when it comes to the introduction of robotics and automation is not one that is often understated. In Australia alone, there is the potential to unlock $315 billion dollars of value over the next decade through the application of digital technologies, according to the Digital Innovation report, prepared for CSIRO’s Data61.

Digital technologies have the potential to radically transform jobs that until now have been the exclusive domain of humans, for example, aged care, education, health, and financial services. While the economic potential, whether in improvements to productivity or cost savings, is measured in the billions, there are also the human side effects, which can be seen in layoffs, shortened hours, and reduced job satisfaction, as David Thodey highlighted at Data61’s recent D61+ Live event last year.

More than 50 years on, when other industries raise their concerns of the replacement of humans with robots, they should perhaps talk to a local manufacturer and listen to their story. Although the number of people employed by manufacturing businesses in Australia has fallen since the late 1980s, the past three years have seen an increase, just as manufacturing enters Industry 4.0, its next phase of technological innovation. Now, with COVID-19 and with the same number of tasks and potentially a smaller workforce,

Industry 4.0 technologies naturally should come into play.

In this edition of Manufacturers’ Monthly, we speak with Quickstep, an aerospace components manufacturer who used IMCRC’s futuremap business diagnostic tool to assess and identify Industry 4.0 innovations for the company. Launched by IMCRC, futuremap helps businesses map out the state of their company and their future aspirations against 13 key areas of industrial and advanced manufacturing competitiveness. With the tool, manufacturers are able to see weaknesses in their systems and areas to add advanced technologies to cope with current and projected industrial trends.

Quickstep had aspirations to reach a milestone of creating 30 high-skilled jobs in the company but are only halfway through due to the current economic climate, yet they remain undaunted. Executive general manager of Quickstep, David Doral said that it’s all about proving its technology can do for the market and making the best of it to see its projects to fruition. manmonthly.com.au

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GEOFF CRITTENDEN – CEO, Weld Australia

Government must invest in under-funded, outdated TAFE for skills-led COVID-19 recovery

Australia’s TAFE system requires a shift in thinking and a focus on the skills that will be essential to the future of industry.

P

RIME Minister Scott Morrison’s newly announced JobMaker program hinges on a skills-led COVID-19 economic recovery.

And yet, Australia’s largest, oldest and most essential vocational education provider, TAFE, has had courses and budgets slashed over the last 10 years. Cuts to TAFE funding have had a severe impact on course and campus closures, attraction and retention of teaching staff and workload.

The result? TAFE graduates who are under-skilled, and an Australian industry that is faced with a severe skills shortage.

The Prime Minister must invest in our exceptionally under-funded and outdated VET system to ensure that Australian industry is equipped with the skills to lead the postCOVID-19 recovery.

The state of the TAFE sector The Australian Education Union (AEU) released a once-in-decade 8 AUGUST 2020 Manufacturers’ Monthly

survey in early July. With responses received from over 1,400 AEU members from every TAFE institution across Australia, the survey results reveal the true impact of budget cuts across the sector.

According to the AEU, since coming to power, the Federal Coalition has cut $3 billion from vocational education funding and overseen a 24.5 per cent decline in TAFE enrolments.

In 2019, the Morrison Government also cut $3.9bn from the infrastructure-focused Education Investment Fund, cut $325.8 million in funding from TAFE budgets, and diverted $200m of vocational education funding from TAFE. TAFE staff are demoralised— and it’s little wonder. Increasingly, TAFEs and their teaching staff are expected to deliver more work, with much less funding. More than two thirds of AEU survey respondents (68 per cent) had experienced

courses being cut in the last three years, with a lack of funding cited as the most common reason, and 81 per cent of respondents reported departmental budgets being slashed. Nearly half (49 per cent) of those in teaching roles said class sizes had increased.

Current levels of TAFE capital works and equipment investment were considered inadequate and requiring of some or significant investment by the vast majority of respondents.

A looming skills shortage Prior to the outbreak of COVID-19, Australian industry was already facing a looming workforce crisis, including a severe shortage of skilled, qualified welders. According to a recent employment outlook survey in Australia, skilled trades workers (such as electricians and welders), engineers (electrical, civil and mechanical) and technicians are scarce.

This skills shortage is compounded by a rapidly aging welding workforce, with approximately 30 per cent of Australia’s existing welding workforce aged over 45 years. This heavy proportion of older skilled trade workers, particularly welders, puts into focus the looming issues that industrial sectors are likely to face when baby boomers finally reach retirement age – welding positions will simply become impossible to fill, particularly given the projected increased demand.

Welders were more in demand than ever with several large-scale, high-value projects on the horizon, from the Federal Government’s $90bn Naval Shipbuilding Program, through to major infrastructure projects such as the $12bn Sydney Metro project, and the $5bn Melbourne Airport Rail Link.

Attracting and retaining younger talent through engaging, wellfunded training and apprenticeships manmonthly.com.au

is critical to combatting the severe skills shortage.

Invest in Australia’s exceptionally under-funded, outdated VET system There is an overwhelming imperative to invest in Australia’s exceptionally under-funded and outdated VET system.

Australia’s TAFE institutes were once the backbone of Australia’s vocational education sector. They were stable, well-funded, trusted, and publicly accountable. They provided a comprehensive range of courses, oversaw apprenticeships, and created innovative curricula and teaching methods.

However, successive State and Federal Governments have slashed funding to TAFE. And, under one of the most ridiculous policy experiments ever undertaken

by Australian governments – the marketised delivery system – TAFE is now forced to compete with

private providers for student dollars.

Under the marketised delivery system, TAFEs must provide a full range of courses across all campuses.

In comparison, private providers are allowed to cherry-pick courses, offering only the most profitable products possible, delivered only on those campuses where they’re assured of strong demand. Not only that, private providers do not face the strict government oversight borne out by TAFEs and can entice students via a range of incentives.

Given the chronic lack of funding, job cuts, and the dismal failed policy experiment of marketised delivery, TAFEs simply have not had the capacity or capability to upgrade or modernise courses and curricula, or to develop new qualifications designed to capitalise on the emerging needs of advanced manufacturing.

Welder training in Australia is outdated and underfunded.

The TAFE welding course and curriculum has not been updated or revised since 1995. It bears no relation to what is actually required by industry. The course still devotes time and energy to oxy-acetylene welding, which industry has not used for about 20 years.

TAFE has been required to teach courses such as fabrication, in which the welding modules are of varying degrees of complexity and are usually optional. This has not produced welders that are skilled or qualified to the levels needed by industry, especially within the defence sector. Young welding apprentices enter the workforce without the requisite skills or knowledge. Generally speaking, TAFE graduates cannot read a welding procedure, set up a welding machine, or weld according to Australian Standards. It is a disgrace.

Australia’s TAFE system requires a shift in thinking and a focus on the

skills that will be essential to the future of industry. Skills focused on advancements such as automation, robotics, artificial intelligence and advanced manufacturing processes.

TAFEs must look to cuttingedge technology to transform welder training from boring theory and textbooks into highquality interactive experiences that capture the imagination. This introduction of state-of-the-art training technology must be coupled with an in-depth review of the TAFE welding curriculum that meets industry demand – not one that is bogged down by the traditional conflict between the unions and industry groups.

Our young people need to acquire complex, high order technical knowledge and skills. They need robust, deep and transferrable qualifications that provide a strong base for life-long learning and skill development. They need a TAFE system that is properly funded.

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News @MM Victorian government to invest $1.5m towards Australia’s first AI accelerator The Victorian government has announced it would contribute $1.5 million to the establishment of Australia’s first multimilliondollar accelerator and investment fund for Artificial Intelligence (AI) scaleups.

The new accelerator program will establish an AI internship program, run community-focused AI events and create over 75 new jobs through Boab AI and participating AI scaleups over four years.

Backed by LaunchVic, Victoria’s startup agency, Boab AI, in partnership with Artesian, Victorian universities and Artesian’s international partner programs will unlock millions of dollars of private sector capital to help high growth AI scaleups.

Artificial Intelligence uses data to build systems that simulate human intelligence processes.

Minister for Innovation, Medical Research and the Digital Economy, Jaala Pulford said the investment will help position Victoria as a leading destination for AI technology in the Asia-Pacific region.

There are more than 300 AI startups in Australia – including 65 in Victoria – applying AI in sectors ranging from health care and medicine to transport, agriculture, recruitment and construction.

Melbourne start-up Helfie.AI has developed a low-cost skin cancer check which applies data to an image sent from a smart phone to calculate a risk profile and prepare

the picture for a doctor’s diagnosis.

Another company, Bundoorabased OutOfBox Solutions, developped cloud-based Alfie tool provides automated image analysis that can be used in the agriculture sector to help control feral animals and protect native species.

As part of the new accelerator and investment program, set to be rolled out by the end of the year, Artesian will invest a minimum of $8 million of private sector capital in 32 AI scaleups – with a minimum of $300,000 for each scaleup that graduates from the Boab AI program.

Artesian will also establish and raise a new venture capital (VC) fund with a target of $50 million to provide ongoing investment support

for AI scaleups.

LaunchVic chief executive Dr Kate Cornick said Victoria has the strong foundations to support a growing AI ecosystem with many of our dominant tech sectors providing a great opportunity for AI integration.

“Overall there is a lack of general awareness as to the huge potential this sector presents in terms of problem solving to the broader community. The new program will ensure Victoria is competitive and forward looking,” she said.

Artificial Intelligence is projected to become a major global market, adding $15 trillion of value to the world economy by 2030 and generating 161,000 new jobs.

The new accelerator and investment program will be rolled out by the end of the year.

manmonthly.com.au

Manufacturers’ Monthly AUGUST 2020 11

News @MM AMGC reaches 2000 members The Advanced Manufacturing Growth Centre has welcomed its 2000th member.

Tasmanian manufacturer Seasol is a family-owned manufacturer of organic liquid seaweed and environmentally friendly fertilisers.

The business was founded in the 1970s selling a single product made from kelp.

Proudly Australian owned and made, Seasol has since grown its operations and now employs 60 staff, manufacturing product from its Victorian headquarters for domestic and international markets including the United States, Malaysia, India, South Africa, Vietnam, Singapore, Mauritius and New Zealand.

Seasol’s CEO Alick Osborne said the company hoped to tap into AMGC’s extensive industry knowledge of advanced manufacturing and explore opportunities to collaborate with area experts.

“We all hear about advancing manufacturing, but we really wanted to learn more about how,” he said.

“We aim to enhance Seasol’s

efficiency and productivity and respond more quickly to market demands while leveraging the trust we’ve built with our customers locally and abroad.”

Seasol understands the importance of continuous improvement with significant resources committed to research and development (R&D).

The evolution of the brand’s product portfolio allows for commercial farming, home-garden and horticulture sectors to choose from a broad range of liquid and solid fertilisers to increase crop and pasture yields while improving the company’s growth and performance.

AMGC managing director Dr Jens Goennemann said Seasol was a welcome addition to the network.

“We welcome Seasol to AMGC’s network and we look forward to working with them to advance their business – unlocking productivity, quality and workforce skills gains along the way,” he said. “Personally, I have been a Seasol customer for years, and let me tell you – the grass is greener on my side.”

The Advanced Manufacturing Growth Centre recently welcomed Tasmanian family business Seasol into their network.

Established in 2015, AMGC is a not-for-profit, industry-led organisation established by the Australian Government to support the development and growth of advanced manufacturing

in Australia.

Through its initiatives, the network has contributed to a significant and measurable uplift in jobs, revenues and skills across the Australian manufacturing industry.

Titomic appoints new executive chairman Melbourne-based industrial additive manufacturer, Titomic, has appointed Dr Andreas Schwer, the inaugural CEO of Saudi Arabian Military Industries (SAMI), to the position of executive chairman.

Schwer, who boasts a 25-year career in the global defence, manufacturing, and aerospace industries will bring a wealth of experience to Titomic.

Schwer said he was honoured to accept the role and looks forward to leading the company to capitalise on its considerable opportunities and add shareholder value.

“I believe Titomic’s industrial scale metal additive manufacturing and sustainable, green technology has tremendous commercial potential to take metal manufacturing industries into the 12 AUGUST 2020 Manufacturers’ Monthly

future,” he said.

Prior to his role at SAMI, Schwer was Chairman and President of Rheinmetall International – Rheinmetall AG. He also held roles of CEO of Combat Systems and executive board member of Rheinmetall Defence overseeing the units of Combat Platforms, Weapons & Munitions, Protection Systems, and Propulsion Systems.

Schwer also has 12 years of experience at Airbus in executive roles across the defence, space and helicopter divisions.

Titomic’s managing director and founder, Jeff Lang, believes Schwer’s professional experience will lead Titomic towards a strong future.

“Andreas’ extensive professional experience in the global defence and aerospace sectors facilitates

strong opportunities for Titomic to become a dominant player in the USD$4 trillion metals manufacturing industry for a greentech future,” he said.

Schwer said he was delighted to be joining the board of a company that’s starting to make its presence felt globally, as demonstrated by the sale of two Titomic Kinetic Fusion systems to a global defence manufacturer, as well as reaching agreements with companies of the calibre of Boeing, Airbus, and Thales.

Schwer has a Dipl.-Ing in Aerospace Engineering and a PhD in System Modelling and Numerical Optimisation, both from the University of Stuttgart, and a Master of Science in SystemEngineering from TU Delfi

(The Netherlands).

Titomic recently announced the appointments of Mr Dag W.R. Stromme, a former managing director of Morgan Stanley, and Mr Humphrey Nolan, an experienced leader in the global industrial and distribution industries.

Dr Andreas Schwer will lead Titomic.

manmonthly.com.au

News @MM University of Sydney students develop prototype PPE

The contract will enable QinetiQ to embed its personnel alongside Defence.

A transdisciplinary student team from the University of Sydney (USYD) has created a prototype of a reusable face shield, demonstrating how to turn university resources into a rapid manufacturing solution to respond to medical emergencies, including the COVID-19 pandemic.

In collaboration with the USYD’s Charles Perkins Centre X-Lab, a 240-student laboratory space with laser cutting technology, the team has developed and scaled an industrial process that can ramp up quickly to

manufacture reusable face shields.

The group is called Project APPEAR, led by PhD candidate Luke Gordon, and supported by the Research office in the University’s role as legal manufacturer. The main idea being that it can provide personal protective equipment (PPE) when needed but stands down when not required. An added benefit is that the design of the equipment is flexible, durable and relatively cheap – meaning it also solves the issue of single-use/throw-away plastics in

many hospitals for the shields used over face masks.

The face shields being trialled, based on an open-source design by Online Laser Cutting, have been created in collaboration with Royal Prince Alfred Hospital and St Vincent’s Hospital clinicians through the students’ connections and working relationships. The project work is being done on a voluntary basis; a grant application has also been made to extend the project. The team is proceeding with registering the shields with the Therapeutic Goods Administration.

“Our collaboration has resulted in a reusable, rapidly manufacturable face shield that can help protect our frontline healthcare workers from aerosols – or airborne pathogens, as demonstrated during COVID-19,” said Gordon, from the Faculty of Medicine and Health and Biomedical Engineering graduate in the Faculty of Engineering.

“Working across faculties, with the local health community and our industry partners, we have demonstrated that our agile university-based research unit can create a rapid manufacturing solution for the provision of local hospitals during medical emergency.”

Pro-Vice-Chancellor of Research,

Professor Laurent Rivory, said a number of the students including Luke Gordon came from the university-led multi-institution “CoVida” ventilator project, announced by Premier Gladys Berejiklian recently, which had an oversupply of volunteers. The students came up with the idea of APPEAR as a way to develop a healthcare solution that was relatively simple and cost-effective.

“We view this as a very educational experience for these students even if the context of having the University as device manufacturer is somewhat unusual in the sector,” Rivory said.

“The coronavirus crisis is a good stimulus for us to innovate and push the boundaries across the board, including as we try to contribute in areas other than the leading COVID-19 research we are also conducting.”

As part of this multidisciplinary project, the School of Aerospace, Mechanical and Mechatronic Engineering’s FABLAB and the School of Architecture, Design and Planning’s Design Modelling and Fabrication Lab have provided their laboratories, laser cutters, expertise and 3D printing technologies to aid in rapidly prototyping many iterations of face shields to ensure the updated design meets requirements across a range of hospitals and healthcare specialties.

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News @MM $57 million recovery package for WA TAFE and training sector The Western Australian state government is giving a $57 million package for the training sector that will deliver 15 free short courses and slash TAFE fees by as much as 72 per cent for thousands of Western Australians as part of the WA Recovery Plan.

In an expansion of the Lower Fees, Local Skills initiative that rolled out before COVID-19, TAFE fees for a further 39 high priority courses will be slashed by as much as 72 per cent.

The expanded program now includes 73 courses in total and will ensure Western Australians, can access affordable training to help them get back into jobs, after TAFE fees increased by as much as 510 per cent under the previous Liberal National Government.

The heavily reduced fees have been targeted to align with the state’s immediate economic needs

following COVID-19.

The program now also includes 27 Certificate courses that will be reduced from between 50 and 67 per cent for areas such as plumbing, agriculture, METRONET courses, construction, electrical trades, health services, fabrication, mental health and disability services.

Six diploma courses – including Diploma of Nursing, Diploma of Early Childhood Education and Care and Diploma of Community Services, will have their fees reduced by 72 per cent.

A further six pre-apprenticeship courses will have fees cut by 67 per cent. The pre apprenticeships course, which include areas including automotive electrical technology, engineering, plumbing and, building and construction, will prepare students for apprenticeships in industries where there will be demand for skilled workers.

From the second semester, the maximum annual fee students will pay is capped at $400 for concession students and youth and $1,200 for non-concession students.

It is expected that adding a further 39 courses to the Lower Fees, Local Skills initiative will increase annual TAFE enrolments by more than 6,000 students and provide fee relief to more than 27,000 enrolments over the second half of 2020 and during 2021.

The package includes $25 million for ‘Free TAFE Short Courses’ that have been developed in consultation with industry to engage displaced workers, including women and young people, and meet immediate and emerging skill requirements as the economy recovers.

The free short courses will provide a launch-pad for students to up-skill for new jobs and provide pathways to full qualifications.

Heavily reduced fees have been targeted to align with the state’s immediate economic needs following COVID-19.

14 AUGUST 2020 Manufacturers’ Monthly

The initial list of 15 short courses will be available to around 13,500 Western Australians and includes courses in, hospitality, logistics, cyber security, agriculture, civil construction and small business.

Many of the short courses have built-in foundation digital skills and literacy and numeracy training.

The free short courses can also be used as a credit towards a full qualification from the expanded Lower Fees, Local Skills initiative.

Enrolments open on Monday July 6, 2020. The TAFE fees announcement is in addition to the new Apprenticeship and Traineeship Re engagement Incentive that provides employers with a one-off payment of $6,000 for hiring an apprentice and $3,000 for hiring a trainee whose training contract was terminated on, or after, March 1, 2020.

“TAFE is a major part of Western Australia’s recovery from COVID-19.

“Our training-led plan will prepare Western Australians to get back into jobs to meet the economy’s immediate workforce needs following the impacts of the pandemic,” Premier Mark McGowan said.

“As we continue the recovery process, we will continue to focus on getting Western Australians back to work in areas that will drive economic activity across the state.”

“Training is vital to develop a skilled workforce to support the State’s economic recovery.

“With an additional 39 courses added to the Lower Fees, Local Skills initiative, now is the time to get into training with more than 70 courses available at significantly reduced prices.

“The initial 15 free short courses will enable people to upskill for current and emerging jobs in areas like hospitality, logistics, cyber security, agriculture, civil construction and small business,” Education and Training Minister Sue Ellery said. manmonthly.com.au

News @MM Ford Australia selects Merrifield as major distribution centre

A new Ford automotive parts distribution centre will open at Merrifield Business Park in 2021.

One of Australia’s largest automotive parts distribution centres will open at Merrifield Business Park in late 2021.

The new purpose-built parts distribution facility, to be constructed by Texco, will comprise a 50,580 sqm warehouse, 900 sqm office occupying a site of 87,691 sqm and features a 5-Star Green Energy rating, super awning and 14.6 metre clearance height to enable Ford to store parts for current and future generation cars.

Leading Australian developers MAB and GPC confirming Ford Australia has signed a 10-year prelease for a 51,480 sqm facility.

It will also offer Ford staff onsite parking facilities, a cafeteria and a walking track within the Merrifield Business Park, where it joins a growing network of businesses including Dulux, D’Orsogna and Steritech. manmonthly.com.au

The new logistics facility represents the biggest investment in Ford Australia’s parts business in 60 years.

MAB General Manager Commercial and Industrial, Michael Martin, said Merrifield Business Park’s close proximity to key rail, road and airport infrastructure, along with the ability to efficiently service the eastern seaboard helped secure the deal.

“Merrifield Business Park is becoming a preferred location in the north for large warehousing, manufacturing, distribution and storage facilities, due to its scale and proximity to the Hume Freeway”, he said.

“The facility will consolidate Ford’s spare parts operations into one purpose-built facility and help them service their customers faster and more efficiently. We look forward to welcoming them in 2021.”

Kay Hart, president and CEO of Ford Australia and New Zealand, said adding Merrifield as a fifth site to Ford’s existing four-site footprint in Victoria was an important step in continually improving service for customers and dealers.

“Our focus is on giving our customers the best experience possible, and that means making sure we have an efficient parts supply system for both our dealers and Ford owners,” said Hart.

“With space and great transport infrastructure links, this new site will enable us to store and distribute the parts we need for the current and future generations of vehicles, including electrified vehicles. It will also give our team the space it needs to grow our business into the future.

“We know that it isn’t enough to offer great vehicles; we also need to offer exceptional customer service and to support our dealers to do

that. That’s why this investment is so important to us.”

CBRE was the advisor and broker on the deal, led by Victorian Executive Managing Director Dean Hunt and Associate Director Daniel Eramo.

“The preparation prior to the launch of Ford’s lease requirement has ensured that the right building solution is being delivered to meet Ford’s needs,” Eramo said.

“The process we undertook identified Merrifield Business Park as the ultimate location, matched with competitive market terms.”

Melbourne-based industrial construction specialists Texco will design and construct the purposebuilt facility, working closely with MAB and Ford Australia to meet its logistics and workplace requirements.

“We’re excited to be building Ford Australia’s new parts distribution solution and will be working closely with them to deliver a facility that provides a more efficient storage and distribution outcome” Texco Co-founder and Director Tom Bull said.

One of the fastest growing communities in Victoria, Merrifield will eventually become the largest mixed-use masterplanned community in the state, with 4000 residents already calling it home.

Merrifield City will open its first retail stage including a Coles supermarket later this year, with a primary school, community centre and sports grounds to come in 2021.

Merrifield Business Park in Mickleham will be the largest business park in Victoria when completed. Bigger than the Melbourne CBD, it will span 415 hectares and create up to 25,000 jobs.

The estate offers sites up to 30 hectares with the ability to offer lots for sale or deliver pre-lease and turn-key solutions with purposebuilt facilities.

Manufacturers’ Monthly AUGUST 2020 15

News @MM New research hub to transform Australian offshore energy industry

University of Wollongong’s Dr Andrew ZammitMangion is a research hub team leader.

A new $5 million research hub at the University of Wollongong will contribute to a federal government initiative to integrate data science techniques with engineering and the physical sciences to transform Australia’s offshore energy industry.

The Transforming energy Infrastructure through Digital Engineering (TIDE) Research Hub, led by the University of Western Australia (UWA), has been awarded funding through the Australian Research Council Industrial Transformation Research Program.

The hub will launch in 2021 and will work over the next five years to unite insights from experimental and industry-generated data in order to improve the design and management of offshore energy infrastructure, a critical component of this nationally important industry.

The ARC funding will be supplemented by an additional $20 million in cash and in-kind contributions through co-investment from industry partners, UWA, UOW and a number of leading international universities.

Professor Phillip Watson at the University of Western Australia will lead the TIDE Research Hub. “Offshore energy adds over 16 AUGUST 2020 Manufacturers’ Monthly

$55 billion gross value to the economy annually and directly employs 100,000 people,” he said.

“The new TIDE Research Hub will provide enduring benefits to all Australians.”

TIDE will bring together a team of leading Australian researchers alongside international and industry partners. It will draw experts from the core disciplines of oceanography, hydrodynamics, geotechnics and data science. The chief investigators comprise 17 researchers from UWA and three from the National Institute for Applied Statistics Research Australia (NIASRA) at UOW. At the core of the research hub lies an international data science team, with Dr Andrew ZammitMangion (UOW) and Dr Ed Cripps (UWA) as team leaders.

Dr Zammit-Mangion, together with Dr Matt Moores, and Dr David Gunawan from NIASRA in the Faculty of Engineering and Information Sciences at UOW, form a major component of the research team.

The group at UOW will help integrate uncertainty quantification, statistical inference, and artificial intelligence, with science-based models, to allow for improved evidence-based decision-making

in various applications related to offshore engineering.

“This is a wonderful opportunity to bring two leading data science teams together, one at UWA and the other at UOW, to work on a problem of such national importance,” Zammit-Mangion said.

“Data science is revolutionising the energy sector. This Hub will be the national centre for transforming the way we use data for decision making in offshore engineering through the fusion of domain expertise and statistical inference.”

International collaborators from the University of Texas, the University of Oxford, the Technology Centre for Offshore and Marine Singapore, the University of Southampton, HR Wallingford, Lancaster University and the Alan Turing Institute, will join the Australian team.

These researchers will work with an additional 17 investigators from industry partners, including three of Australia’s largest LNG producers – Woodside, Shell and INPEX – as

well as Lloyd’s Register Group, Bureau Veritas, Fugro, Wood, the Australian Bureau of Meteorology and the Australian Institute of Marine Science.

Through this collaboration, the TIDE Research Hub will allow unprecedented access to industry field data as well as the collection of new observations, allowing deeper understanding of the real offshore environment.

As the Australian energy industry shifts to long-term operations, the TIDE Research Hub will be well placed to lead transformational research. TIDE will focus on lowering the cost of future production in order to assist Australian companies to cost-effectively maximise LNG export, safely manage assets while minimising environmental risk.

The skills and strategies developed by the TIDE Research Hub for the offshore energy industry will be readily transferable to other offshore industries, such as renewable energy and aquaculture.

The TIDE Research Hub will allow unprecedented access to industry data.

manmonthly.com.au

News @MM Austcyber to support world-first cybersecurity threat sharing platform Australian company Cybermerc is building AUSHIELD DEFEND, a national threat sharing platform with support from AustCyber’s $15 million Projects Fund.

Australian businesses will be able to collaborate and defend each other by using AUSHIELD to share information on the latest cyber threats.

COVID-19 is reshaping world affairs and geo-political relationships. According to Prime Minister the Hon. Scott Morrison, Australia is currently the target of sophisticated and sustained cyber attacks against government, research and business networks.

AUSHIELD comes at a critical time, providing Australian businesses with a new and unique capability to enhance their cyber security.

AUSHIELD works by linking businesses together in a world first threat sharing platform.

When any business is targeted by a new and unique cyber attack, AUSHIELD updates the community, enabling collective defence against shared threats.

Cybermerc CEO and co-founder, Matthew Nevin, said AUSHIELD marks Australia as a worldleader in cyber knowledge, skills and technologies.

“This project is about building a community. Right now, Australian businesses are defending themselves in isolation. We want them to collaborate. AUSHIELD provides an effective way to connect businesses so they can defend each other.”

“AUSHIELD also brings cyber security companies and Australian

universities together. Universities can study new attack methods and inform next generation defensive technologies, to secure Australia’s digital border.”

Michelle Price, CEO of AustCyber, said AustCyber’s Projects Fund is one of our key mechanisms used to identify and support cyber security through to commercialisation in Australia.

The increasing reliance on technology as a result of COVID-19, and the subsequent rise in cyber attacks and cyber crime, has highlighted the importance of protecting our virtual infrastructure and digital information. AustCyber’s funding towards Cybermerc’s $2.44million Project could not have come at a more important time.”

Joining Cybermerc on the

project are the Australian National University (ANU), Vault Cloud, Anomali, and Australian start-ups SecureStack and Countersight.

Lesley Seebeck, CEO of the Cyber Institute at the ANU, said the project will not only enable Australian cyber security companies, educators and researchers to further develop their technologies, it will inform educational programs and enable strategic research.

“Cyber now affects every facet of life, and it’s fantastic that companies like Cybermerc are working to build national capability and strengthen Australian cyber defences,” Seebeck said. “The Cyber Institute is pleased to be collaborating with Cybermerc on this project.”

Defence signs research engineering contract with QinetiQ Australia Defence has signed a 10-year contract that will see 85 QinetiQ Australia staff continue to work at Defence Science and Technology Group (DST) sites across the country.

Minister for Defence, Linda Reynolds said QinetiQ had partnered with Defence for nearly a decade, reinforcing the close relationship between Defence and industry.

“This contract will enable QinetiQ to embed its personnel alongside Defence staff to perform critical engineering support for research programs,” Reynolds said.

“They will deliver comprehensive mechanical and electronic design and manufacturing support together with applied imaging services, enabling a wide range of DST’s research, test and trial activities.

“DST plays a vital role in manmonthly.com.au

enabling and coordinating support to Defence from a national science and technology enterprise, with QinetiQ becoming an important component of DST’s support ecosystem.”

Minister for Defence Industry, Melissa Price said QinetiQ was a significant industry partner for Defence, supporting a number of important programs and initiatives such as flight-testing systems at Woomera Test Range.

“QinetiQ partners with small businesses right across the country to deliver highend engineering services to Defence,” Price said.

“This $100 million contract demonstrates the government’s commitment to supporting Australian defence industry and leveraging their ingenuity and expertise to deliver advanced capability for our Defence Force.

The contract will enable QinetiQ to embed its personnel alongside Defence.

Manufacturers’ Monthly AUGUST 2020 17

News @MM PM greenlights Snowy 2.0, thousands of jobs to be created Snowy 2.0 will be Australia’s largest renewable energy project to date.

Prime Minister Scott Morrison has given the environmental approval for Snowy Hydro 2.0, Australia’s largest ever renewable energy project. The move will create thousands of new jobs and put downward pressure on electricity prices.

Morrison has announced that Commonwealth environmental approval for the project was granted after a rigorous environmental process.

“This marks the final step in the planning and approvals phase and the beginning of a new wave of jobs and investment for the region, which will guarantee clean, affordable energy and position our country for the future,” Morrison said.

“Just as the original Snowy Hydro project brought jobs and prosperity to Australia after the Second World War, Snowy 2.0 will help Australia 18 AUGUST 2020 Manufacturers’ Monthly

grow its way out of the economic challenges from the coronavirus.

“Already Snowy 2.0 is creating a jobs boom, with over 100 local businesses benefiting from the Government’s investment to date, with much more local investment to come.”

Over the life of the project, Snowy 2.0 will create 4,000 direct jobs as well as many more indirect jobs as flow-on benefits are realised by local businesses and the broader region.

Minister for the Environment Sussan Ley said the rigorous environmental assessment underlined the importance of the bilateral assessment with NSW. “Not only has the approval paved the way for critical infrastructure that will help the environment, it has ensured vital funding for protecting the area’s biodiversity,” Minister Ley said.

“The final Commonwealth review resulted in additional conditions around heritage, public transparency on data used to underpin mitigation strategies and the protection of native fish species.

“The approval process ensures the development is built and operated in a way that sensitively avoids, mitigates and rehabilitates environmental impacts while protecting the environment and its rich biodiversity as we move to a clean energy future.”

As part of the approval, Snowy Hydro will invest almost $100 million in biodiversity and environmental enhancements, including establishing an offset fund of up to $73.8 million through the NSW National Parks and Wildlife Service to protect threatened species and deliver long-term

conservation outcomes.

Minister for Energy and Emissions Reduction Angus Taylor said Snowy Hydro 2.0 is a vital project for the National Electricity Market.

“Snowy 2.0 will provide an additional 2,000 megawatts of fast-start, dispatchable energy and provide 350,000 megawatt hours of large-scale storage, enough to power the equivalent of 500,000 homes for over a week during peak demand,” Minister Taylor said.

“It will reduce volatility in the market, support reliability and bring down power prices for Australian families and businesses.

“Snowy 2.0 is a key part of the Government’s agenda to deliver affordable, reliable power and ensure Australians get a fair deal on energy.” manmonthly.com.au

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Issues & Insights Digital thinking is the way forward for manufacturers Caroline Tung speaks to aerospace components manufacturer Quickstep and the Innovative Manufacturing Cooperative Research Centre (IMCRC) to find out more about the importance of digitisation.

A

EROSPACE components manufacturer Quickstep was founded in Perth in 2001 as a research and development (R&D) company by the Graham family. From 2001, through until 2009, the company has continuously developed its manufacturing processes.

One of those is the patented “Qure” process for carbon fibre composite parts, where the curing system (using pressurised heat transfer liquid to cure advanced composite components) has removed the need for high-pressure ovens.

The Quickstep method means parts can be made in a much shorter time frame and at a lower cost.

From developing its own processes as a technology-based business, the now publicly-listed company has become a supplier to global defence customers. More than 95 per cent of its work is for export markets.

In 2018, Quickstep participated in one of the IMCRC’s industry workshops and used their business diagnostic tool, futuremap, to assess and identify Industry 4.0 innovations for the company.

Since using the tool and the futuremap report as guidance to grow the business, Quickstep executive general manager of engineering and technology, David Doral, has seen good returns.

“We have a dedicated R&D team in Victoria, in Geelong, and that’s where we’re seeing the results,” he said.

“We’ve gone through the exercise of trying to analyse success; how good are we in terms of implementing all those innovation feats or practices.

The aim is to make the best of our resources.

“At the same time, we are also trying to bring the wider internal

20 AUGUST 2020 Manufacturers’ Monthly

Quickstep executive general manager of engineering and technology David Doral.

capability that we have in-house to support those efforts.”

The company became ASX-listed in 2005 to provide more equity capital, and in 2009, Quickstep signed with Northrop Grumman and Lockheed Martin Corporation to manufacture parts for the F-35 Lightning II Joint Strike Fighter aircraft.

The large-scale defence project triggered a change for the company and necessitated the move from Perth to a facility that would accommodate volume production.

With support from the New South Wales state government, Quickstep relocated to the ex-Boeing site at Bankstown, where they became a volume manufacturer of aerospace parts.

The company also has a member office in Texas, USA.

Case study: Future proofing Australian manufacturers Since its launch in 2018, futuremap has helped inspire hundreds of Australian companies to transition into the fourth industrial revolution (Industry 4.0) and become advanced manufacturers.

When completing futuremap, businesses map the state of their company and their future aspirations against 13 key areas of industrial and advanced manufacturing competitiveness, which are broadly divided into four sections: digital, market, leadership and innovation.

IMCRC director of industrial transformation, Simon Dawson, said it was important for manufacturers to keep building on areas that are considered critical to their businesses.

Having guided a variety of

manufacturing businesses through futuremap, Dawson said many companies recognise leadership as an important driver for innovation.

“One element of futuremap focuses on leadership, so we’re acknowledging that leadership remains fundamental to driving innovation forward,” he said.

“What we want manufacturers to do is reflect on their strengths and weaknesses and continue to grow leadership capability.”

Although innovating throughout the pandemic has proven a challenge, Quickstep is halfway to reaching its target of creating 30 high-skilled jobs, a goal that was set as part of the company’s futuremap.

Doral said the futuremap platform also served as a tool for Quickstep to identify hurdles.

“My hope is that the experience that we have gone through and the practical information and the practical cases that we talk about can help people find some inspiration, but also see that initiatives like this are possible,” he said.

An important strategy assisted by futuremap was that the business can identify an application, understand opportunities and the needs, so that their breakout project can potentially become a pilot.

“Our approach to this, in this case, the particular sample that we talked about is something that’s a little bit separated from our production, so allowed us to do things differently,” he said. “The idea is to find those opportunities so we can produce and send positive results before we can bear wider impact in the broader company, and in a way, rapid prototype a test, and eventually escalate.”

Doral said it was important to articulate a clear vision and keep up innovation with strategic investments during challenging manmonthly.com.au

Issues & Insights economic times – where affordable.

“COVID is making things hard, but if anything, it’s proving that making things better and what technology can do for you, and how you can make the best of it, is going to be required when moving forward,” he said. “The worst mistake you can make is forget completely about investing in innovation. Be careful, be smarter and think through options more carefully.”

Helping manufacturers plan ahead In a recent futuremap workshop held by IMCRC, supported by the Australian Industry Group (Ai Group) and the NSW Government, Ai Group NSW head Mark Goodsell encouraged manufacturers to plan towards a future that is increasingly

being driven by digitalisation and innovation.

“It’s very timely these workshops predate COVID,” he said.

“COVID-19 has accelerated a lot of discussion about manufacturing, in particular, local manufacturing and the future of manufacturing.”

The Ai Group was actively involved in the formation and the successful application for funding for IMCRC. “We were very conscious of the links between research institutions and industry, and that is very much the focus of IMCRC’s work,” Goodsell said. “Importantly, we built into their program, a big focus on innovation in business models, in business thinking around manufacturing, particular targeted at SMEs. futuremap is very much based on that stream of their work.”

The futuremap helps SME manufacturers map the current state of their business and future aspirations.

Decision making for how to react to market demands is important for manufacturers during COVID-19.

manmonthly.com.au

Manufacturers’ Monthly AUGUST 2020 21

Issues & Insights IMCRC has since been actively encouraging and helping manufacturers explore opportunities within the research community to foster creativity and draw strength from the country’s university network.

“We know that Australia has one of the best university networks in the world. How do we bring that power to our SMEs and help them see that connection? The fact is you don’t have to be big to connect with a university. IMCRC’s $200m investment portfolio has around two thirds of matched cash funding for projects coming from SMEs, proving that it is not just possible but a real opportunity for more SMEs to collaborate,” Dawson said.

“For me, what’s been exciting has been hearing the many

fantastic stories describing what manufacturers have done through COVID-19. The change of pace has been phenomenal.”

Dawson said it is a now a question of how manufacturers keep this momentum going, looking at innovative business models, looking at their processes, and deciding how to respond and react to become a stronger manufacturer.

Although there are wide-ranging views in the current debate – whether the nation goes back to a “golden age” of almost making everything in Australia, or whether there will be a step back to the pre-COVID globalised structure for manufacturing – Goodsell believes the last few months have changed thinking in both the community and in political

spheres about the sector’s role in the economy.

“A lot of the fundamentals and the drivers predate COVID-19, so I don’t think we will see a return to a 1970s type economic structure for Australia, but we will see some fundamental shifts in very important areas that will affect the future of manufacturing in this country, and indeed, globally,” he said.

Goodsell said the pandemic has revealed a sense of risks that Australia had developed an industrial structure, where the country is exposed to thin supply chains, narrow supply chains, and fragile supply chains, which has brought to the fore, the need for sovereign capability.

“People in the government

were a bit alarmed at how thin our capability had become in the medtech area, in the pharmaceutical area,” he said.

An industry-led initiative towards digital thinking Broadly, the recognition that advanced manufacturing changes the game globally and deals Australia back in – despite smaller markets and smaller capacities – the key, according to Goodsell, is to get the policy and industrial thinking within companies right.

“Government policy is one thing, but it really needs to be led by industry and the thinking that goes on within companies about what their future will look like,” he said.

According to Goodsell, the trends that lie in productivity, particularly

Aerospace manufacturer Quickstep has seen good returns since implementing the futuremap.

22 AUGUST 2020 Manufacturers’ Monthly

manmonthly.com.au

Issues & Insights in skills, energy costs, research, and links between industry and research institutions – all areas where Australia has not really coordinated its thinking to an optimum level – has been given a lot more attention in the policy area.

“It really comes back to how companies think, the mindset that they bring to their businesses, and the understanding they bring to knowing what the future holds in terms of opportunities and challenges,” he said.

Goodsell believes the limited opportunities for manufacturers to meet with their customers has been a driver for change.

“There’s no doubt within companies, the pandemic has accelerated thinking about digital transformation – whether it’s simply the fact that we’re doing so much interaction on digital platforms – but more fundamentally, how you keep an eye on, and how you manage supply chains, production and products,” he said.

Doral said the importance of having the right team to implement advanced technology is critical, not just from the point of view of having the right technical abilities.

“It’s the ability to innovate, to have curiosity, and to try change.

That’s one of the skills or traits that we try to develop here,” he said.

“We have a relatively autonomous team who are not only capable but have the inclination to innovate and to try new things.”

In the last 10 to 20 years, finding talent in the Australian market has been difficult.

“Finding talent is challenging because you need to compete with many other businesses,” Doral said. “Now, the situation is slightly different because the whole economy is slowing down. It’s something we need to constantly look for, not just the technical, hard skills, but also soft skills.”

The key to employing and retaining highly-skilled engineers during the economic downturn is to develop and sustain new processing lines.

“We’ve created a few highly manmonthly.com.au

skilled jobs on the way, but we’re going to suffer a bit of a step back given the current circumstances before we can realise the full potential of that plant,” he said.

“While we focus on advanced manufacturing, there is still a very manual element, and even if we’re talking about hi-tech materials, some of those parts are sometimes very manually produced.”

Leadership has been identified as an important factor for innovation.

Seeing the big picture As mentioned, futuremap was launched in 2018 to help Australian manufacturers get an insight on the opportunities and challenges of digital and advanced manufacturing and act as a mirror for participants to analyse their own businesses.

Two years on, IMCRC is well on the way to achieving its objectives, according to Dawson.

“A simple measure of success is participation and we are well ahead of our initial targets. Perhaps more importantly, what we have seen is that participating organisations have catalysed their change and taken their business forward as a result of completing futuremap, a more rewarding result,” Dawson said. futuremap asks companies to take a step back and assess their current business and then consider their relative ambitions. At the same time, the futuremap event educates and offers them some insights around what Industry 4.0 can do for them, to help enhance this ambition.

Dawson said using case studies within the session served as a demonstration of the art of the possible when it came to innovation.

“I think the success for us has been seeing the uptake of futuremap across Australia and the conversations about digital transformation that futuremap sparked within organisations,” he said.

With over 60 workshops held across Australia since launching, IMCRC has seen a strong participation rate across small-to medium-sized manufacturers.

“There’s some really good aggregate data coming from that pool of manufacturers,” Dawson said. “It gives us a bit of confidence that people have been taking Industry 4.0 and the need to transition to digital and advanced manufacturing seriously.”

One of IMCRC’s latest collaborations is the Advanced Robotics for Manufacturing Hub (ARM Hub), a new not-for-profit company working with businesses in regional Queensland towards advanced manufacturing.

“Through the collaboration with the ARM Hub, we want to help organisations take action, tap into the ARM Hub’s skills and experience and kickstart their transformation journey,” Dawson said.

“We think it’s really important the country has facilities such as the ARM Hub that support manufacturing businesses locally,

where they can access equipment, take advantage of testing and exploring, and engage in research and development projects with universities such as QUT, CSIRO and others, and create pathways into the future.”

Ultimately, IMCRC hopes futuremap helps organisations reflect on their own ambitions and gets them to take the first step.

“We’re not testing organisations, but encouraging them to look at what they could be capable of, and hopefully inspire them to enter into the world of innovative manufacturing,” Dawson said.

“If through futuremap, we can increase your likelihood to go and talk to the ARM Hub about a potential project and get yourself onto that journey of exploring innovation, and how that could strengthen your organisation, then we think that has to be good for Australia.”

Manufacturers’ Monthly AUGUST 2020 23

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Industrial Distribution CEO of Motion Asia Pacific Roger Jowett.

Supplying the next generation of manufacturing The Inenco Group of businesses are now Motion Asia Pacific. Manufacturers’ Monthly finds out how this empowers Australian manufacturers by tapping into a global network of excellence.

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VERY day for the past sixty years, manufacturers around Australia and New Zealand have visited one of over 100 Motion Asia Pacific locations, formerly known collectively as Inenco. These store-fronts and branches, spread across every Australian state and the Northern Territory have become a fixture for the manufacturing industry, whether it be a BSC, CBC, Hardy Spicer, Speciality Fasteners or any of the other businesses owned by Inenco.

Such has been their longevity and brand presence; each business has continued to stand alone while under the Inenco ownership umbrella.

However, since 2019 when Genuine Parts Company, owner of US industrial distribution brand Motion Industries, bought Inenco, work has been underway to combine these businesses under the Motion Asia Pacific brand.

CEO of Motion Asia Pacific Roger Jowett said that this will directly benefit each customer who may not manmonthly.com.au

have been aware of all the individual parts of Inenco.

“We are still somewhat dysfunctional in that we’ll have two, three, or four salespeople visit the same customer. We’ll do great things, but we’ll produce four invoices.

For us it’s the first step in pulling things together.”

By bringing together the distinct businesses under the one Motion Asia Pacific name, customers will find it easier to source a huge range of parts and products.

“We’re helping to reduce transactional costs and increase access to a deeper range of offerings.

Reducing suppliers is a strategic aim for many industrial businesses as they want to have an uncluttered supply chain. You don’t want thousands of different suppliers, some of whom they might spend not a lot of money with,” said Jowett.

The efficiencies go beyond the physical objects supplied and will

enable each of the Motion Asia Pacific businesses to improve how they work together. In addition to the bearings, seals, or power transmission products the company can supply, the wealth of knowledge built up within the business can be brought to bear on a solution.

“For example, when we supply a Hardy Spicer hydraulic hose with fittings it is tailored to the application,” said Jowett. “Often a poorly-installed part can lead to ongoing problems, so that advisory service that wraps around the product, those are the things we work hard on.”

The people providing this service, the application engineers, may have an additional logo on their sleeve, but the experience will remain.

“We’ve got some of the best people who are very knowledgeable about specific applications,” said Jowett. “They’re not just selling you something in a box, they’re helping you find an alternative and ensure

that it’s configured correctly and part of a solution comprising belts, cogs, pulleys, chains, and bearings.”

Soon Jowett sees Motion Asia Pacific as creating go-to destinations in each location it serves, combining products, technology, and knowledge.

“The people in those businesses who have been working with us for 10, 20, to 30 years, they have such a depth of knowledge and experience and in some instances know how the assets operate in the customer’s premises better than the person in charge because they have lived with it from day one of installation,” said Jowett.

Backed by #1 Partnering with Motion Asia Pacific allows for local manufacturing businesses to tap into a global database of expertise in industrial products. Known throughout North America as a leading supplier, Motion Industries brings formidable knowhow to the Australian market.

Manufacturers’ Monthly AUGUST 2020 25

Industrial Distribution The company has annual sales in excess of US$6.5 billion ($9.3bn) and is enabling Motion Asia Pacific to provide the same level of training and support to its staff around Australia.

“Our employees already knew Motion Industries from the US,” said Jowett. “They go on to YouTube and download their videos and now we can package up all of that for training.”

The company’s size also enables Motion Asia Pacific to scale-up local operations.

“We’re adopting our own version of their operating system covering all of our descriptions and copying what they’d already built in terms of that collateral in the database,” said Jowett.

There are also opportunities to save transport costs and increase procurement, but what Jowett sees as most important is the approach Motion has taken to digitally connecting with the customer, what he calls an omni-channel approach. This combines the existing face-to-face contact and the expertise that is only available when a supplier can be hands-on with a customer, with a seamless online offering covering sales, associated collateral such as brochures and videos, and customer analytics.

Backing this up is the experience of operating in the most sophisticated logistics supply market in the world, said Jowett.

“There is the ability to get any product, anywhere overnight. You might need this in Alaska, and I’ve got it in Florida, and I’ll get it to you tomorrow. It is mind-

blowing capability.”

To achieve this in Australia, one also has to overcome a highly dispersed population across a huge continent. Motion Asia Pacific will take the best ideas from the North American market and apply them here.

“We don’t want to be touching the product too many times, we just want to glide it to you,” said Jowett.

“Of course, when you can see how it works in North America you bring ideas about how to make us a little bit smarter and faster.”

Supplying the manufacturing renaissance Embedding the change from Inenco to Motion Asia Pacific has come at a time where the manufacturing sector in Australia has undergone a wholescale re-evaluation in the eyes of the wider population. No longer bemoaning the death of Australian manufacturing, now the exhortation is to buy local, and not just when it comes to food and drink.

Having seen changes in industrial composition occur in other countries in the region where Motion Asia Pacific has businesses, including New Zealand, Indonesia, and Southeast Asia, Jowett highlights that our neighbours provide an indication of where manufacturing might be headed.

“We have a very strong business in New Zealand called SAECOWilson and we have watched as New Zealand deindustrialised over 20 years ago when car manufacturing ceased,”

said Jowett. “What we’ve seen over the years is that manufacturing has blossomed, with some incentives from government and a really good engineering capability, and now there are some world-class manufacturing operations in New Zealand.”

Jowett describes the manufacturing landscape in New Zealand as akin to a start-up ecosystem, with manufacturers able to experiment with short runs of products to a smaller market while leveraging global best-practice. Here, Motion Asia Pacific can be the conduit between their suppliers who are located in the industrial powerhouses of Asia, Europe, and North America, and the businesses in Australia and New Zealand.

“It’s more these nimble, value-add manufacturers and that leads to more specialist engineering applications, with a heavy dose of design,” said Jowett.

Being linked to markets in North America also allowed Motion Asia Pacific to bring the latest innovations to the local market as they come online.

“One of the things that we’re quite excited about is how our Motion colleagues in America have been investing in spare parts for robotics, and asking themselves as a traditional industrial parts distributor, ‘How are we going to be relevant in 10 years when we know our customers are changing faster than us in terms of their manufacturing techniques?’”

Continuing their focus on being the local advisor to their customers, Motion Asia Pacific will be looking at how they can bring these new products to their customers.

“We serve everything from the local repair shop that’s fixing trailers through to the big miners, and all the food and aggregates and agriculture in-between, so we’re quite flexible at working out the appropriate stocking programs,” said Jowett.

Investing in local capability Jowett said the manufacturing landscape in New Zealand is akin to a start-up ecosystem.

26 AUGUST 2020 Manufacturers’ Monthly

Just as much as the new wave of manufacturing will be assisted by the newest products and technology, Jowett also knows that it is the people who put these devices together who are the lifeblood of Australian

manufacturing. For this reason, Motion Asia Pacific is continuing to do its part to train the next generation of manufacturers.

“For the past four years we have had a regular intake of mechanical engineering graduates in their last year. They’ve done 14 weeks of work placement and we’ve retained a fair number of them once they graduate and they become the application engineers,” said Jowett. The program has had success with diversifying the industrial workforce, including those from regional backgrounds and women. This is important, Jowett notes, to ensure that the businesses that Australian manufacturers have relied upon for 60 years will be around for the next 60.

“It’s critical to understand how some people look at the same problem a different way and come up with maybe the same solution or a different one. It keeps us relevant.

The world out there is diverse and it’s very important for a traditional business to drive harder and harder in that direction.”

Motion Asia Pacific is also ensuring that its own workforce will stick around and developing their skills to handle the next generation of manufacturing.

“Our business is made up of people who were fitters, mechanics, drivers, warehouse workers. They join us and they progress through our organisation, we invest in them, and they can get qualified all the way to some of our leaders with MBA sponsorship,” said Jowett.

These programs will be extended and developed further, as graduates are able to tap into the knowledge found in Motion Industries in North America.

“We’ve already had some of our younger people doing internships on software and marketing projects in the US with Motion Industries and you can see their eyes light up.”

Jowett notes that the logos and familiar faces that Australian manufacturers are used to won’t disappear, and will instead be Motion Asia Pacific’s crown jewels, backed up by a global commitment to bring the best parts and expertise in the world to Australia. manmonthly.com.au

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Maintenance & Repair Air Compressors: To repair or replace?

Head of aftermarket at Sullair, Steve Cowburn, explains how equipment management with compressors has become more challenging and gives tips on how to overcome them.

I

N industries where compressed air is an essential driver of operations, reliable compressors that provide consistent supply are critical. The decisions around equipment repair or replacement are usually made in a considered and strategic way – how reliable is the current machinery, and when will the running costs exceed the replacement costs?

Information around the age of the equipment, records of scheduled servicing, and forecasted production needs are accessible and on hand.

Robust decisions around best performance outcomes are made, with a commitment to hefty capital expenditure outlays if required. It’s a best-case scenario situation. Then the COVID-19 pandemic took hold and the worst-case scenario happened.

Across industry, the impacts were many and varied: while some businesses shutdown completely overnight, losing all revenue, staff and hope; others scrambled to manage production schedules and continuity under new restrictions, that were both vague and definitive, all at once. The COVID-19 environment made equipment management that much more challenging, especially where CapEx purchases were concerned.

Those in charge of operations found themselves having to review the realities around sustaining production, while growing market uncertainty chipped away at their confidence – or even capacity – to invest in capital purchases. Timing became everything and those with a solid understanding of their equipment, where it was at in its life span and its condition in any given month, certainly had the competitive advantage to make informed choices.

This approach calls to mind a familiar concept across industry: the bathtub curve is a measure of reliability across the lifespan of, in this case, a piece of equipment. For manmonthly.com.au

Information around the age of the equipment, records of scheduled servicing, and forecasted production needs are accessible and on hand. those managing high end equipment, critical to production schedules during the COVID-19 shutdown, its relevancy became starkly obvious.

The bathtub curve deals with 3 stages within a product’s life cycle.

The first stage deals with early issues stemming from the build or workmanship of new equipment, shortly after purchase - the curve slopes upwards. These ‘infantile failures’ are often covered under warranty and easily resolved via tech support, service, or replacement parts. Once infantile failures are dealt with, quality equipment should seamlessly transition into the next stage of non-events: the curve flattens out (like the base of a bathtub) and the machine functions to its capacity for much of its working

lifetime, without incident.

Head of Aftermarket at Sullair, Steve Cowburn explains what this looks like from a service team’s perspective. “When techs do regular service, there are about 11 or 12 factors they measure – temperature, pressures, vibrations and so on. If these things measure normal at every service, the bottom of the bathtub curve is sustained. As soon as one of those factors changes consistently across services, we know there’s an issue developing”. This is where the third ‘end of life’ stage kicks in and has been where the decisions around repair or replacement of equipment became more complex, for many businesses during the shutdown.

In a business as usual environment, scheduled servicing,

knowing the equipment life span and budgeted equipment expenditure are ideally considered, forecasted and planned for.

Additionally, the ongoing costs of retaining an ageing compressor must be factored into decision making.

Compressed air systems account for up to 10 per cent of all of Australia’s industrial electricity use, and the air compressor is often the largest single source of energy consumption in a manufacturing facility.

“The choice will almost always be to repair if the cost difference between the two is wide. The closer a repair cost gets to the replacement cost, the more likely a customer will be to replace.” But nobody’s costings factored in a global pandemic, so for many, the timing of end of Manufacturers’ Monthly AUGUST 2020 29

Maintenance & Repair management are complex, across all industries, now more than ever. A conscientious approach to making these decisions should always involve a thorough analysis of the costs involved, the pros and cons and the critical operational requirements. A healthy dose of expertise never goes astray either.

The COVID-19 environment has created an unprecedented situation.

Sullair has prioritised their service delivery to focus on the provision of expertise that guides and supports customers to a viable and customised solution.

ABOVE: The “bathtub curve” hazard function (blue, upper solid line) is a combination of a decreasing hazard of early failure (red dotted line) and an increasing hazard of wear-out failure (yellow dotted line), plus some constant hazard of random failure (green, lower solid line). life equipment issues couldn’t have been worse.

All equipment has a manufacturerdetermined life cycle, calculated in hours and clearly stated in product manuals. If an air compressor has an effective working life of 80,000 working hours, that might translate into a 10-year lifespan for 24 hour a day, year-round usage, or a 20year life span for half of that. If a compressor is close to, or at the end of life stage, decisions around whether to repair or replace become more critical. “Not everyone’s running 24/7 for 365 days a year,” explains Cowburn. “If the manual states a service is needed at 60,000 hours then any potential issues can be picked up well within the machine’s life span and not at end of life, when it might be too late.”

Having a clear sense of the bathtub curve with regard to 30 AUGUST 2020 Manufacturers’ Monthly

the equipment being managed is imperative to predicting how long repairs can extend the life of the equipment for, and when a replacement will be required and CapEx spending needs to be factored into the budget. Unsurprisingly, businesses that had made scheduled servicing of compressors a key priority have been able to transition more seamlessly through the challenges. For them service became a key risk mitigation tool.

A business’s compressor dependency varies according to its size and its ongoing compressed air needs. Smaller operations might have more flexibility to juggle jobs whilst a replacement part is ordered, delivered and installed; while larger operations usually have complex backup systems in place, that kick in, in the event of machinery faults or failure. The more mission critical air supply is the more likely you are to have a backup supply. How a business manages its compressor function depends on the criticality of it to that business’ operations.

The more critical the equipment, the more scrutinised these decisions become. Compressed air that goes

down can be a huge liability with losses in the millions if just one day of production is impacted.

Decisions around equipment

For advice on whether to replace or repair your compressor, call 1300 266 773 or email service@sullair.com.au If you would like to replace your compressor, but are budget-constrained, please consider Sullair’s new Managed Air Power (MAP) option, which allows you to outsource the supply of your compressed air to experts without the significant capital outlay, giving you the convenience and cashflow saving of receiving one monthly invoice covering equipment, service and parts. For more information, visit sullair.com.au/ managed-air-power

Typical cost breakdown for an air compressor over its operating life by Steve Cowburn in “My compressor has failed! Repair or Replace?”. manmonthly.com.au

For over 56 years, Manufacturers’ Monthly has lead and informed Australia’s manufacturing industries with its highly credible editorial analysis of the market.

Visit our website and subscribe to get your print and digital editions in additon to our free daily newsletters today! manmonthly .com.au

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36 How forklifts improve pro increase efficiency and ductivity

Timber Mills Sawmill specialists admire reliability of Lovejoy Quick-Flex couplings by Timken CBC sales specialist Jose Carter recommends Lovejoy Quick-Flex couplings by Timken for heavy-duty machinery.

W

HEN Acora, a New South Wales business specialising in design, sale and installation of sawmill equipment, sought the expertise of CBC’s Wollongong branch to find suitable couplings for their heavyduty machinery, the CBC sales specialist, Jose Costa, recommended the Lovejoy Quick-Flex couplings

by Timken.

Rex Rogers, who oversees engineering services and workshop management at Acora, says the couplings’ high torque ratings and reliability under repeated loads made them a perfect fit for Acora’s softwood and hardwood processing equipment.

“Our design calculations specify

certain torque ratings that the QuickFlex couplings meet and even exceed.

Some of our customers specifically ask for these couplings to be used in their machines; which is why we have used them in a number of our projects,” says Rex. “For example, we use the Lovejoy Quick-Flex couplings by Timken in primary and secondary log decks that are used to singulate large quantities of wood logs before they are driven through a de-barker.

We also use them in our scanner conveyors, log haul machine and even in the kicker mechanism that kicks the logs,” he adds.

The reliability of Timken’s products was another key factor for Rex when it came to choosing the

Quick-Flex couplings, he says.

“It’s important that the couplings we use can withstand repetitive loading. The machines we design often run for double shifts. That’s 16 hours of heavy work per day.

Quick-Flex couplings have shown good performance under such condition,” he says.

“Also, using Timken products is a personal preference for me, because in my experience, I’ve found them to be very reliable. If we have a project that involves rebuilding a de-barker or any other machine, then we use Timken parts throughout to add more reliability to the equipment,” Rex adds.

Based in Eden in the South Coast region of New South Wales, Acora –

formerly named Reneco Engineering – has been operating since 1967, making logging equipment for the softwood and the hardwood timber industry in Australia and New Zealand.

Rex says the close relationship with the CBC branch in Wollongong is something he values greatly.

“Over the past three to four years that we’ve worked with CBC, we have never had any issues regarding stock availability. The CBC team in Wollongong is very helpful. Jose Costa, whom I speak to regularly, has been really helpful whenever we had any queries. That’s why we continue to work together,” he says.

Jose says he’s happy to be working with Rex and the team at Acora, Timken parts add more reliability to the equipment used in the de-barking process.

32 AUGUST 2020 Manufacturers’ Monthly

manmonthly.com.au

FEELING THE PRESSURE ON YOUR BOTTOM LINE? SULLAIR HAS A SOLUTION.

supplying them with spare parts and couplings when they need them.

“Unfortunately, I have not been able to visit Acora’s workshop yet since they are located five hours away in Eden. But we’ve been regularly in touch via email and phone and maintain a close working relationship that continues to grow,” says Jose.

Brian Crouch is another CBC specialist who has been involved in the bearing and power transmission industry for over 43 years. Of those, he has spent the past 37 years with CBC Geelong as an accounts manager – a job that he says he cherishes for the opportunity to work closely with customers to solve their problems.

Brian says he recommends using Lovejoy Quick-Flex couplings by Timken in high-torque and highspeed applications, to provide a longer service life to the equipment – be it a gear box, drive, or any other rotating element.

“Quick-Flex couplings offer high service life under harsh work conditions or where high peak torques are expected. This is because of the solid and split cover assembly of the couplings,” he explains.

Another benefit of using QuickFlex couplings, Brian says, is that they can replace at least six other types of couplings; thus, simplifying inventory and stock management at the workshop.

“With so many different types of couplings available, it’s a lot easier for workshops to stock fewer types of couplings in their inventory. QuickFlex couplings can safely replace existing jaw couplings, grid couplings, gear couplings, chain couplings, disc manmonthly.com.au

couplings and tyre couplings. So, you can have one coupling to do all of those six couplings’ jobs. Imagine the time-saving and cost-savings that this brings,” he says.

Higher efficiencies can also be achieved when replacing the coupling inserts, according to Brian.

“When you use Quick-Flex couplings, you don’t need to disassemble the drive equipment to remove the hubs. The split cover design means you can replace the insert quickly and easily without removing the hubs, which creates more productivity and reduces downtime,” he explains.

“Because there’s no metal-onmetal contact with Quick-Flex couplings, they also do not need any lubrication and the metal components remain intact. You can use these couplings in extreme heat and also high torque applications with a lot more efficiency than the other coupling types that I mentioned before.”

Brian says any sale by the CBC team is backed with engineering services and support to provide the right information to the customer.

“Lovejoy Quick-Flex couplings

by Timken can stand up to two degrees of misalignment, but it’s still important that they are set up correctly to perform effectively.

We always specify the technical information, particularly when we go to do a new installation to ensure that the coupling is set up correctly to perform to its optimum performance.

This comes back to that engineering support that we offer with every sale that we make,” he concludes.

The acquisition of a significant piece of plant or equipment represents substantial capital outlay for any company. Sullair’s Managed Air Power (MAP), is a major breakthrough in the purchase of air compressor equipment in Australia and particularly helpful to companies needing to upgrade or acquire during a downturn.

MAP makes compressed air easy by allowing you to outsource the supply of your compressed air to experts, giving you the convenience and cashflow saving of receiving one monthly invoice covering equipment, service and parts.

Want to learn more about MAP for your business?

Call 1300 266 773 or visit our website www.sullair.com.au/managed-air-power

T 1300 COMPRESSOR F +61 3 9703 9053 sullair.com.au

MAPMM0720

Timken, CBC, Building Material Manufacturers, Manufacturing, Timber Mills & Logging, Power Transmission, Coupling, Brian Crouch

Manufacturers’ Monthly AUGUST 2020 33

Manufacturing Management Systems Making growth through technology easy Kagome Australia works with WilldooIT to transform its manufacturing management system.

K

AGOME Australia is Australia’s largest fruit and tomato processing company, specialising in the delivery of highquality tomato-based products since 1996. Working closely with growers, producers and consumers, Kagome delivers a value-added product true to flavour and in tune with nature and is committed to sustainable agricultural practices.

Kagome manage the process from seeds to bulk ingredients, selling pastes, purees and dice to manufacturing customers across Australia and around the world.

Heavily invested in the latest innovative farming and processing technology, Kagome prides itself on the flexibility to make to customer specification. For the company, quality management starts with having the right seeds planted into the right soil, the sustainable application of crop inputs and harvesting at optimum maturity. Kagome’s products are made to good manufacturing practices, under FSSC 22000 certification.

In early 2019, WilldooIT, a member of the PNORS Technology Group, were contracted by Kagome Australia to implement a fully integrated ERP system to replace multiple legacy applications and spreadsheets with a customised Odoo version, interfacing to the real-time manufacturing management system.

Project implementation took place over a tight timeframe of 10 months and involved substantial customisation work as well as complex data migration tasks. The system met the stated objectives with the new system now providing Kagome with a solid platform to extend its functionality.

In the following case study, Jason Fritsch, Kagome CEO, describes how implementation of the Odoo business management solution has transformed the company.

Q: What were the issues, challenges and pain points Kagome had when considering a new ERP system?

34 AUGUST 2020 Manufacturers’ Monthly

Jason Fritsch (JF): The primary problems were disconnected management systems leading to unnecessary overheads and the inability to quickly access vital information. Additionally, our legacy systems were becoming harder to maintain and service due to the lack of available expertise.

Q: Why did you engage WilldooIT to assist with the Odoo implementation?

JF: WilldooIT were the stand-out Odoo partners and had shown their level of expertise not only technically but professionally, in several smaller projects we undertook before embarking on the larger complete replacement project.

Q: How did WilldooIT approach the solution to address Kagome’s needs?

JF: We first undertook an extensive one-month scoping and specification stage which resulted in a project implementation plan including milestones, deadlines and effort estimates.

Kagome Australia is Australia’s largest tomato processing company, growing harvesting and processing its own tomatoes in Echuca, Victoria. all non-operational staff being able to work from home – this process has been seamless.

Q: Why is it important for an industrial-scale food manufacturer to implement this kind of system?

JF: Efficiencies are not only found in the manufacturing process itself, but in all areas of the business from sales prospecting and contract management, planting planning, stock control, delivery, customer communications and, of course, finance. To have all this information readily available for strategic and operational decisions with minimal technical overhead is really only possible if all the data is held within the one system.

Q: What apps did WilldooIT implement, develop, modify and why?

JF: Sales, stock and warehousing, purchasing, manufacturing and finance formed the basis of the solution. Considerable custom work was undertaken to implement our sales contracts and the unique way we have to store and deliver our products.

Additionally, a lot of time and custom code was devoted to the complex task of migrating data from our multiple legacy systems.

Q: How did Kagome manage data previously?

JF: Previously, data was held in several systems some of which were partly integrated. We had many disconnected spreadsheets storing islands of information.

Q: How has having a cloud-based system benefitted Kagome?

JF: Having an ERP system that is available on any browser or mobile device is essential for our business as we have employees working on the farms who need access to critical information and the ability to enter purchase orders. Of course, during the COVID-19 emergency it has been absolutely essential to have

Q: How has the Odoo solution provided by WilldooIT improved efficiency and added value to the business?

JF: Previously, information was held in several systems and therefore involved a lot of double entry starting from the yearly sales contract negotiations through budgeting, planting and production planning to stock control, picking and delivery

and finally, invoicing and finance.

The double entry has now stopped, and all information is held within the one system with the subsequent improvements in data entry efficiency. Having all information within the one system means it is easier for all departments, including operations, finance and strategy, to access up to date information and design real-time KPIs. Q: What benefits did you see as a result of WilldooIT’s work?

JF: Many, including a completely integrated system from the beginning of the sales process through planting and manufacturing schedules, stock and warehouse management, delivery, invoicing and finances. Complete removal of double entry of data and a greatly reduced reliance of islands of information held in spreadsheets.

Q: Can you summarise Kagome’s experience with WilldooIT? JF: WilldooIT undertook a large, complex and time-critical project and delivered. At all times their staff were professional, friendly and responsive and kept us up to date with the project’s progress. In projects of this size and complexity, there are always hurdles and strategic compromises to be made and WilldooIT’s management team ably steered the project through all these issues. I have no hesitation in recommending WilldooIT for similar projects. manmonthly.com.au

Compressors Atlas Copco’s SMARTLINK helps manufacturers achieve their Industry 4.0 goals Manufacturers’ Monthly speaks with Atlas Copco national business line manager Jeff Treble about how Smartlink 2.0 is helping manufacturers transition into Industry 4.0.

Industry 4.0 is a window of opportunity to continue to be at the forefront of innovation.

I

N manufacturing, compressed air is often considered the Fourth Utility after water, gas and electricity, and makes up a vital part of any production plant.

Atlas Copco’s Smartlink 2.0 is a second-generation software that gives customers the ability to monitor their compressed air systems through a web interface at a time when remote monitoring is becoming increasingly important.

Smartlink facilitates connectivity by receiving signals from compressors in the field to help manufacturers avoid complete shutdowns and also improve safety, reliability and efficiency in the compressed air system installed in their facility.

Business line manager Jeff Treble said Industry 4.0 is about connectivity and monitoring machines remotely.

“For us, that’s where Smartlink 2.0 fits in,” he said. “We have two physical products, the Smartbox and the Smartclamp, both of these tools allow our compressors to be monitored via a web interface that we call Smartlink.”

There are four tiers of licensing for the Smartlink. The Smartlink service is the basic service that comes for free with any Smartbox or Smartclamp installed, and then there are three additional tiers that customers can pay for, the premium being Smartlink SPM. The Smartlink Uptime focuses on the reliability of the compressor, and looks for preventative measures to keep compressors running. manmonthly.com.au

“Across the world, we have a lot of connected machines, and we can use that data to generate algorithms that actually predicts future breakdowns,” Treble said.

“Through the use of those algorithms, we’ve already proven we can increase customers’ uptime, reduce downtime and increase machine availability by three per cent.”

“If you take three per cent in the context of most large manufacturing plants that operate 24/7 365 days of the year, that’s potentially 10 days extra availability of the machine over that period of time.”

The next service tier above Smartlink Uptime is Smartlink Energy, which enables customers to monitor their energy consumption and look for optimisation opportunities and recommendations made on opportunities.

“Through the Smartlink data, we know we can potentially increase our customer’s efficiency by 30 per cent, so that’s reduced energy consumption,” Treble said.

“A 24/7 365 days a year operation normally equates to about 8,000 running hours. If we take a 90-kilowatt compressor, multiplied by 8,000 hours and further multiplied by 20 cents per kilowatt hour, that’s $144,000 to run a compressor over 12 months,” Treble said. “We can save 30 per cent of that, which is about $43,000 that customers will be able to save. So, customers will get increased uptime, focusing on reliability, energy, focusing on compressor efficiency and return on investment for energy consumption.”

Finally, the highest tier service is called Smartlink SPM. “The shock pulse monitoring is a system where we monitor the condition of the bearings of the compressor. The major component of the compressor is what we call

Atlas Copco’s Smartlink 2.0 is a second-generation software that gives customers the ability to monitor their compressed air systems through a web interface.

an element, so we can monitor the condition of those bearings and we trend them through Smartlink SPM,” Treble said.

With this system, Atlas Copco is able to notify customers when the bearings start to fail.

“As they’re starting to trend outside of their normal parameters of vibration, we know the bearings have a life, and we can then predict future failures before they even happen and suggest to our customers to do a major service on their compressor,” Treble said.

Where hardware and software meet Used in conjunction with Smartlink, the Smartbox and Smartclamp are the physical hardware that allow Atlas Copco to monitor compressors.

A Smartbox is integrated to the controller of the machine, while the

SmartClamp, which is about the size of a hand, is mainly used to predict services. It is attached onto one of the incoming phases and allows tracking for basic functionality of the machine.

“Some of the smaller compressors come with very basic controllers, so they don’t have the smarts of the bigger compressors,” Treble said.

“Most of these benefits are tangible.

They are in and around the reliability of the compressor and energy savings,” he said. “The non-tangible benefits would be the ability to remotely monitor an installation.”

Treble said Industry 4.0 is a window of opportunity for Atlas Copco to continue to be at the forefront of innovation and allows the company to provide solutions that its customers will and currently be looking for as time goes on in the mobile revolution.

Manufacturers’ Monthly AUGUST 2020 35

Lifting Solutions Saving time and improving efficiency Combilift forklifts have increased productivity and improved processes for many Australian steel manufacturers. Watkins Steel operations manager Matt Hunter speaks with Manufacturers’ Monthly.

Watkins Steel has been a traditional manufacturing business since 1968.

M

AKING the change from using traditional gantry forklift to Combilift has made life a lot easier for Watkins Steel operations manager Matt Hunter.

The company is a Brisbane-based steel sub-contractor, specialising in structural steel and metalwork fabrication.

Operating since 1968, it has serviced clients in the building, mining, and construction industries throughout Brisbane and south-east Queensland. Watkins Steel provides services to complete a variety of projects across multiple industry sectors. These include residential, education, health, retail, industrial, commercial, mining, landscaping, and fit-out refurbishments.

The business was founded in 1968 by Des Watkins Senior, and in 2004, his son Des Watkins took over the business.

“We have been a traditional steel fabrication business the whole time, but what sets us aside now is the innovation and the equipment that we utilise to make our business successful and a little bit different to a traditional steel fabrication business,” Hunter said.

Up until June 2019, it was operating out of one facility in Banyo, Brisbane, and the difficulty at the time was the bottleneck caused by the unloading and loading of trailers.

“We would have four trailers waiting outside our premises and a 36 AUGUST 2020 Manufacturers’ Monthly

truck would take up to three hours to unload, using the traditional method of unloading steel items using overhead gantry cranes,” Hunter said.

The company now has 18 people working on a separate site since acquiring another premises in December 2019.

“We have invested in two Combilifts and leased a Combilift C6000 forklift, another six-tonne Combilift forklift, which we utilise to load and unload vehicles on a hard-stand concrete floor outside the warehouse but not outside the facility,” Hunter said. “We also have a Combilift CB, a smaller threetonne forklift, which is very much based on the design of a traditional counterbalance forklift, but with the option to drive sideways.”

Hunter said with steel manufacturing, products are often very long, and with tight workspaces around the fabricators, and there is no space to move sideways with traditional cranes.

start to finish, and factors in data such as steel detailing, processing, and installation.

The company created the digital workflow by investing in a series of technological equipment that could integrate with Tekla Structures Software for steel detailing.

“It involves 3D laser scanning the construction site, and the work area that we’ve been asked to supply steel for. The scanner captures the images of all the hard fixtures on the job site,” said Hunter.

“The second step in the process is the Tekla Structures Software, which is designed to deliver a 3D image of the steelwork that needs to be manufactured, which visualises for the builder or the customer.

“The Combilift comes in at the third step, and that is the raw processing of materials. The NC1 files, which are developed from Tekla software, are also passed through the third step, and that’s where a lot of the automation comes in through our investment in Voortman equipment.”

The Voortman V808 coping machine processing equipment cuts the material to length, then drills and etches the location for fitting members. A coping robot completes the complex mitering of all hard-todo projects that would normally be done by a fabricator with a traditional oxyacetylene torch. The Combilift is used to prepare the material to go into the processing equipment.

Improving safety and saving time Optimising floor space and looking after the safety of workers have been a priority for Hunter in using Combilift machines.

“I’ve developed large storage racks in the new facility, so now I store material vertically, whereas I couldn’t do it before with a traditional overhead gantry crane,” he said.

Before, the company would have to store all the material on the floor, and other floor space was utilised by the fabricators. Using the Combilift forklift now, the workers rack material, so the company stores material vertically, whereas it couldn’t do that with the overhead gantry cranes. All manufactured materials are now stored outside.

“We’re lucky in Queensland that we have such good weather and in turn we utilise the space just for processing and fabrication, not storage of either complete projects or ready-to-be-manufactured projects,” Hunter said. “We’ve created a safety corridor and that has improved our safety. With the bulk of our loading being done outside, we don’t have staff outside. It’s just the forklift and the truck, and the driver stands in a safety zone away from the area of unloading.”

For more information please visit https://combilift.com/en and www.watkinssteel.com.au

The Watkins Steel Four Step Process The Four Step Process, an awardwinning concept developed by Watkins Steel director Watkins Snr, has been implemented to set the business apart from other traditional steel fabricators.

It is a unique digital workflow that links an entire steel fabrication and installation process for a project from

Watkins Steel services clients in the building, mining, and construction industries throughout Brisbane and south-east Queensland.

manmonthly.com.au

Drive Technology Driving logistics forward COVID-19 has seen the number of parcels skyrocket as consumers shift to eCommerce.

Osem Jibrail, SEW-Eurodrive’s national industry specialist for parcel logistics tells Manufacturer’s Monthly about the components powering this shift.

T

HROUGHOUT the COVID-19 crisis, the number of parcels Australia Post delivered so far in 2020 increased by 26 million compared to 2019, according to an analysis from Deloitte Access Economics.

The report, Economic assessment of Australia Post’s activities during COVID-19, found that Australia Post had helped facilitate an additional 25 million transactions that may not have occurred in-store because of lockdowns.

Deloitte Access Economics partner John O’Mahony said the rise in demand came as lockdowns and restrictions on physical shopping drove consumers to online retailing.

“Consumer behaviour has changed as a result of this health and economic crisis,” he said.

“Businesses and individuals have had to adapt drastically to a changing climate. With many stores closed, or having limited physical operations, consumers have shifted to online purchases, resulting in changes to delivery networks.

This extravagant increase in demand gives a subsequent rise to such requirements as an increase in space, increase in stock on hand, shorter delivery times and a higher capacity for business-to-business and business-to-consumer transactions.

Osem Jibrail, SEW-Eurodrive’s national industry specialist for parcel logistics says that now more than ever,

reliability, availability, operational efficiency and cutting edge technology are instilled into the automated parcel handling systems therefore forming a stable backbone.

“If a parcel handling centre’s capacity is overrun due to an increase in incoming and outgoing goods, it can cause gridlocks, lost or damaged items, and subsequent delays to the complete process,” Jibrail said.

A well-designed parcel handling system is capable of meeting the required throughput along with some built-in contingencies. This includes operational fall back plans which address the most common scenarios that can occur in an automated system.

Having said that, there is only so much you can plan for. This is why a great deal of the burden falls onto the lower level components of the system, such as the mechanical and electrical parts.

This includes conveyors, bearings, motors, drives and control systems.

Being a market leader in geared motors and drive control systems, SEW is well seasoned in how those burdens need to be handled in order to maintain system functionality and reliable operation.

SEW-Eurodrive, a manufacturer of drive technology, works with parcel handling organisations to ensure their systems are ready for anything.

Its gearboxes drives and motors have been used around the world in

industries such as mining, logistics, airports and food manufacturing.

“We take a lot of time and effort to find out more about our customers and their needs,” he says. “From a technical perspective, we look for what makes a system tick, a site’s key productivity indicators, and what they need to achieve them.”

Collaborating with the respective stakeholders as well as other machine suppliers or manufacturers involved is key to providing the best solution for the demand.

Doing so allows SEW to coordinate its drive technology for precise automation, a growing trend amongst SEW-Eurodrive customers. Automated technology can remove workers from potentially dangerous or repetitive activities in a facility.

For example, a fulfilment centre would store a range of products at heights, repeatedly retrieving those products for orders could pose a safety hazard. Automated storage and retrieval systems with Industry 4.0-enabled technology removes those risks entirely. In addition, fast, multi-axis movements, sometimes with high accelerations and repetitive start/stops, are required for storing incoming goods. To ensure the process moves smoothly, SEWEurodrive offers highly dynamic servo drive technology and the relevant controllers and software.

Thoroughly understanding a client’s needs can also lead to simpler

start-ups, as the use of appropriate and modular drive components combined to fit a particular purpose is quite a common occurrence.

Keeping complexity low is a key target for SEW-Eurodrive, according to Jibrail. He said the goal is to simplify all aspects of the proposed solution where possible, so as to sustain a simple maintenance and operations model.

Minimising maintenance requirements is a major goal for any organisation. With minimal maintenance requirements comes minimal staffing, spare part holdings, maintenance related training, knowhow and overheads.

SEW-Eurodrive has also invested in resources in building up its Australian support network, holding more than $30 million worth of additional stock to support the needs of local industry. While the company is headquartered in Germany, it operates seven branches in Australia at Townsville, Mackay, Brisbane, Perth, Sydney, and Adelaide and Melbourne.

Jibrail said what makes SEWEurodrive stand out in the industry is care factor, long-term performance and collaborations with clients.

SEW Eurodrive offers 24-hour/7 days support through a dedicated hotline and online support for emergency breakdowns and troubleshooting (1300 36 34 32).

SEW-Eurodrive has also invested in resources in building up its Australian support network, holding more than $30 million worth of additional stock to support the needs of local industry.

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Manufacturers’ Monthly AUGUST 2020 37

Paper Mill Why the BSC and Timken relationship works for Opal Australian Paper Opal Australian Paper, a major manufacturer of packaging papers and boards and Australia’s only manufacturer of inkjet, printing and office papers including the Reflex brand, has been working with BSC as a trusted supplier for nearly 20 years.

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SC supplies a wide range of parts and products to the company’s Maryvale paper mill in Victoria’s Latrobe Valley; among them spherical roller bearings, spherical roller bearing solid-block housed units and SNT Plummer blocks by Timken.

Don Whyte, who is the mechanical engineering manager at the Maryvale paper mill and oversees a central engineering group comprising of eight engineers, says the Timken bearings are among the most cost competitive products in the market that can offer the level of reliability that Opal Australian Paper requires.

“One of the biggest challenges that we deal with regularly is to keep our maintenance expenditure down, while at the same time making sure that the plant is operating safely,” says Whyte.

“To achieve cost competitiveness amid market inflations, it often comes down to taking advantage of new manufacturing techniques to lower production costs. Timken is one brand that performs very well in this regard and has managed to maintain steady prices over the years. This has in turn enabled us to remain ahead of inflations with our portfolio of products,” he says.

Opal Australian Paper’s Maryvale mill opened in 1937 and has since grown to manufacture close to 600,000 tonnes of paper and cardboard per year. In April 2015 Opal Australian Paper opened a $90 million paper recycling plant at the Maryvale mill.

The plant can process up to 80,000 tonnes of wastepaper a year.

The site currently includes five paper machines, three pulp mills and two wastepaper recycling plants, which together produce approximately 1,600 tonnes of paper every day.

Whyte says with such a large

38 AUGUST 2020 Manufacturers’ Monthly

Our partnership with Timken through BSC is one such example where we’ve been able to take that advantage and remain competitive.

Timken Spherical Roller Bearings

operation, being able to access reliable suppliers and receiving the orders on time is critical to the operations.

“This is where our collaboration with BSC is valuable. They have access to an extensive network of suppliers and as such can help us identify opportunities where we can reduce production or maintenance cost by introducing the right suppliers to use.

“Our partnership with Timke through BSC is one such example where we’ve been able to take that advantage and remain competitive,” he says.

BSC’s Key Account Executive, Duncan McKellar, says Timken products have been part of BSC’s delivery to Opal Australian Paper almost from the beginning of the collaboration nearly 20 years ago.

“As you can imagine, a large production facility such as the Maryvale mill, has varied

requirements for different types of parts and products. Their operations involve drying the wet pulp in large drying machines and a lot of Timken bearings go into keeping these drying machines working efficiently.

Also, pumps, electrical motors and conveyors are some applications where Timken’s bearings are used within the plant,” says McKellar.

“Over the years, the number and types of Timken products that we supply to Opal Australian Paper has increased. The feedback that we receive from our customer is that they are very satisfied with the Timken products and that they want to keep re-ordering the products” he adds.

According to Whyte, another reason that Maryvale uses Timke spherical roller bearings over other products in the market is that the Timken bearings are designed to provide the optimum level of load carrying capacity.

“The spherical roller bearings used for the pulp and paper industry are typically less heavily loaded that you would find in the mining industry or in a lot of other industries. As a result, this requires different considerations in terms of bearing design,” he explains.

“While each industry has its own considerations in terms of bearing design requirements, manufacturers tend to focus on the bigger market segments and because the mining industry has a much bigger scale in Australia than the pulp and paper industry, finding bearings with the optimum capacity is critical,” he adds.

Apart from supplying the required parts and components, BSC’s product specialists also offer technical advice to Opal Australian Paper’s engineering and supply teams as and when required.

Whyte, himself a tech-savvy engineer with over 42 years of experience in the pulp and paper industry, says he enjoys collaborating with the BSC and Timken expert teams to resolve technical problems on site.

“The team at BSC has a very solid technical knowledge, they work with us to resolve any technical issues, as and when they come up. That’s very important to us,” he says.

McKellar says BSC’s product specialists are often asked by Opal Australian Paper’s supply chain managers or technical engineers to come up with technical solutions to challenging problems or to suggest alternatives for products already in use.

“Through our knowledge of the best suppliers in the market, as well as our understanding of our customer’s requirements, we are able to offer suitable solutions, ensuring that the collaboration is a win-win for everyone.” manmonthly.com.au

OCTOBER 2020 – INDUSTRIAL CUTTING TOOLS For large to medium-scale heavy manufacturing, material cutting is essential. From the tooling fittings, CNC machines and laser cutting machines, manufacturers in that market sector need to stay abreast of the latest offerings on the market.

In October 2020 we will provide our readers with a buyers’ guide of what is available, and advice on how to consider new cutting tools solutions and the associated machinery in their operations.

In every edition of Manufacturers’ Monthly, we’re proud to work with our commercial partners on content that helps connect you with your future customers.

Booking deadline: 02 september 2020

To book contact DANILO CORTUCCI now danilo.cortucci@primecreative.com.au | 0434 419 663

Women in Industry Women in Industry finalists 2020 The 2020 Women in Industry finalists have been announced, recognising the success of women in the resources industry and shining a light on these typically male dominated fields.

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HE 2020 Women in Industry event has received a record number of nominations, with 27 per cent more than last year and a record number of businesses and organisations being involved.

Mining, engineering and manufacturing are some industries that are often dominated by one gender workforce. But there are plenty of individuals in these industries that are helping to grow Australia’s economy and workforce to drive the country to the top of the leaderboard in areas such as food manufacturing, health and safety, and technology and innovation.

To celebrate women making strides in these sectors as well as logistics, rail, bulk handling, infrastructure and waste management, the Women in Industry Awards are held each year.

There are five nominees in the Excellence in Manufacturing category: Leica Biosystems’ manufacturing manager, Rochelle Avinu; Artisan Food Company’s technical and new product development manager, Rebecca Parnell; Brickworks Building Products’ general manager, Josie Costanzo; Bluescope’s process improvement officer, Samantha McDonald; and, Boeing Aerostructures Australia’s senior manager, Marina Melik.

Avinu has been nominated because of her advocacy for diversity in manufacturing and how she was able to identify her existing and transferable skills and used those skills to help the business.

Parnell’s nomination came about because she has developed training material, systems, and effectively improved multiple building block programs vital for effective and safe manufacturing of food.

Costanzo has worked hard at ensuring that the brick industry actively encourages the role of women in the workplace and has introduced measures to achieve equality in all areas.

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Another nominee, McDonald, gained credibility as a highly competent tech professional when she pushed forward with an initiative that others had accepted as too difficult to change. She challenged this perception and through her drive and determination sought and gained approval to investigate further and develop a proposal.

Last but not least, Melik is the only female senior manufacturing manager on the Boeing production line in Fishermans Bend and tackles issues through a people lens, using communication, feedback and understanding as her first response to solving issues.

Jane Mac Master, chief engineer, at Engineers Australia, has been nominated for the Excellence in Engineering category with five other finalists. Highly accomplished, Mac Master is also the deputy chair of Engineers Australia Accreditation Board, chair of Mechanical and Aerospace Committee, Canberra Division, a member of the Women in Engineering Committee, Canberra Division, been a judge for the Engineering Games for secondary school students and supports various women in STEM initiatives for high schools in Australia.

This Excellence in Engineering category award recognises an individual who has shown leadership in engineering, technological excellence and innovation.

Keren Reynolds is up for the Rising Star of the Year category, for her research in advanced manufacturing methods in additive manufacturing and is also providing mentorship to budding young engineers through the “F1 in Schools” initiative.

The Rising Star category, which is always flooded with the most nominations, has been narrowed down to a shortlist of 10 exceptional women from industries such as resources, engineering,

manufacturing and transport.

The Women in Industry 2020 winners will be announced late August.

The finalists for the 2020 Women in Industry Awards are:

Social Leader of the Year • A lanna Vial, automation engineer, BlueScope • Elizabeth Taylor, director, RedR International • Jane Tiller, genetic counsellor, Monash University • Jackie Lewis-Gray, graduate engineer, BAE Systems Australia • Gemma Murphy, senior manager – customer experience, QBE Insurance • Althea Papinczak, director and chief executive officer, Women in Design and Construction • Sarah McSwiney, composite technology manager, Boeing Aerostructures Australia

Rising Star of the Year Proudly sponsored by by Atlas Copco

“At Atlas Copco we believe that diversity in business is a critical driver for long-term success. The Women in Industry awards is a special way in which we can show our commitment to advancing the gender balance in industry. As a global company Atlas Copco recognises the link between diversity and innovation and as we say, ‘there is always a better way’ and contributing to these awards is just one way that we can show that Atlas Copco recognises the talent and achievement of females across our industry”.

• Rose Lindner, mine closure project advisor, MMG • Louise Azzopardi, heavy vehicle and plant mechanic trainer and assessor, WesTrac

Despite the COVID-19 challenges, there has been a strong response in nominations for the Women in Industry Awards.

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• N ima Sherpa, principle global technology strategy, BHP • Kate Stanbury, environmental scientist, Stantec Australia • Alicia Heskett, turnaround engineer, Shell Australia • Keren Reynolds, systems engineering lead/hardware engineering team lead, BAE Systems Australia • Vera Milutinovic, marketing and communications manager, Inenco • Helen Vu, graduate engineer, BOC • Kate Robertson, senior geophysicist, Geological Survey of South Australia • Noriko Wood, materials engineer, Fulton Hogan

Business Development Success of the Year • J ackie Thew, owner, Abrasive Media Supplies • Sonia Turner, mining client specialist, Scope Systems • Rachael Ashfield, marketing manager, ifm • Stefanie Frawley, director – portfolio management/occupier services, Colliers International • Caroline Murray, senior estimator – projects, APS Industrial

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• M arika Logan, area manager, Elgas

Industry Advocacy Award • S hay Chalmers, owner and director, Strategic Engineering • Joy Marrocco, digital employee experience manager, AGL • Hayley Jarick, chief executive officer, Supply Chain Sustainability School • Rose Read, chief executive officer, National Waste and Recycling Industry Council • Sonja Malcolm, senior manager – capability and development, Sydney Metro • Elizabeth Molyneux, general manager, AGL Energy • Jodie Sainsbury, founder, Kickass Women • Jacquelene Brotherton, chair, Transport Women Australia

Safety Advocacy Award Proudly sponsored by BOC

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• •

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and sustainability specialist, Cement Australia Noelani Reardon, program manager, Transport for New South Wales Maddy Holloway, health and safety specialist, CITIC Pacific Mining Tracey MacDonald, site safety health and environment coordinator, BAE Systems Australia Nadine Yousef, associate director, Sydney Trains Terese Withington, regional managing director APAC, Weir Minerals Australia

Mentor of the Year • K ylie Jones, production development manager – liquids and packaging, Diageo Australia • Clytie Dangar, general manager – commercialisation, CRC ORE • Dayle Stevens, chief data officer, AGL Energy • Marie Varrasso, head of supply chain operations, Officeworks

Excellence in Mining “BOC has been proudly supporting the Women in Industry awards for the past six years. The awards encourage and recognise the success of women in industries that have traditionally been male-dominated, including road transport, logistics, rail and bulk handling, infrastructure, mining and engineering.

The calibre of nominees and winners each years demonstrates considerable leadership and commitment to their various sectors and aligns with BOC’s focus on the pursuit of excellence in industry.

BOC believes the awards are an important event and it’s critical companies continue to support the participation of women in industry and shine light on the women who are true role models in leadership.”

• Lyndal Denny, chief executive officer, Women in Trucking Australia • Natalia Trewin, HSE manager, WesTrac • Anastasia Denigan, safety

• K im Parascos, chief executive officer, iVolve Industrial Technology • Rose Lindner, mine closure project advisor, MMG • Jacqueline Madsen, automation application specialist, Caterpillar • Carlie Hayward, specialist A&I development underground, BHP • Sarah Withell, head of HSE business partnership, BHP • Clytie Dangar, general manager – commercialisation, CRC ORE • Terese Withington, regional managing director APAC, Weir Minerals Australia

Excellence in Manufacturing • J osie Costanzo, general manager, Brickworks Building Products • Marina Melik, senior manager, Boeing Aerostructures Australia • Rebecca Parnell, technical and new product development manager, Artisan Food Company • Samantha McDonald, process improvement officer, Bluescope • Rochelle Avinu, business system leader, Leica Biosystems

Excellence in Engineering Proudly sponsored by BAE Systems Australia

“The Women in Industry awards provide a unique platform to celebrate the achievements of women in Australia. As one of the largest employers of engineers in the country, BAE Systems is particularly proud to sponsor the Engineering Excellence category in 2020. We have female engineers to thank for many of the world’s greatest innovations, yet they make up only 12 per cent of engineers employed in Australia. Awards such as these are important to not only celebrate achievement but to also provide inspiration to others to break down barriers and excel in the engineering industry.”

• Jo Withford, project engineer/ contract manager, Transport for New South Wales • Elizabeth Taylor, director, RedR International • Mandy Petrides, product manager Bosch Australia • Lesley DeGaris, manager engineering, Boeing Aerostructures Australia • Lidija Dumbaloska, professional head of electrical engineering, Sydney Trains • Jane MacMaster, chief engineer, Engineers Australia

Excellence in Transport • D anelle Kempton, owner and managing director, Dananni Haulage • Lyndal Denny, chief executive officer, Women in Trucking Australia • Melissa Strong, manager – safety, people and culture, Lindsay Australia • Camilla Drover, acting head of commercial, performance and strategy, Transport for New South Wales • Jane Gillespie, senior consultant, Arup • Agnes Leeson, regional scheduler, Elgas Manufacturers’ Monthly AUGUST 2020 41

What’sNew Kraus & Naimer Koolkuna visible contact isolators Since 1907 Kraus & Naimer has maintained high standards and quality products and has established itself as an innovator leader in the switchgear market. The company has focussed on local markets and adapting to the needs of the customers has been at the forefront of each branch’s success. Maintaining the Kraus & Naimer standard of quality and customer service at the local level with local products has driven the international success of the brand.

Company: Kraus & Naimer Phone: 0438 700 033 Web: https://www.krausnaimer.com/au_en

The Australian market has seen an increase in the desire for many end-users to have a clear view of the moving contact within the switch to give the user complete peace of mind of the status of the contact. Kraus & Naimer maintains that the switch and operator has been extensively tested to ensure it conforms to local and international standards as a switch-disconnector so that if it says “off” – in is understood that it is turned off - however, we also listen to our customers and understand that sometimes they want to see it for themselves.

Kraus & Naimer already had a range of switches with visible contacts and a longstanding history of dependability, so it was simply a matter of developing a more suitable way of mounting the switch so the contacts could be viewed clearly. The innovative addition of an extra door hinging from the side meant proven and certified interlocking mechanisms could be utilised without the need for over-engineered designs that are prone to failure. The combination of established mechanisms with visible contacts means the user can be 100 per cent assured in the knowledge that safety has been effectively achieved and that reliability is completely assured. After all ¬ Koolkuna means “a place of safety”.

Hygiene & Safety Barriers for Minimising the Transmission of COVID-19 Along with COVID-19 restrictions have been eased, just about any business you can think of that is open to the public has taken the initiative to protect their employees, customers and visitors by installing hygiene and safety barriers.

Allplastics fabricates and supplies safety barriers and screens made out of clear Acrylic and Polycarbonate including Acrylic Sneeze Guards, Polycarbonate Barriers and Framed Screens, seeking to minimise the risk of transmission of COVID-19 between employees and customers in public places such as hospitals, pharmacies, supermarkets, cinemas, clubs, restaurants, cafes as well as classrooms and offices.

Firstly, clear bent acrylic sneeze guards are made to the user’s requirements, generally from 4.5mm or 6mm thick acrylic with a base that can be attached to a counter or benchtop. Acrylic can be used in many cases because of its outstanding weatherability, long lifespan, excellent clarity and can be recycled easily. It is widely recognized with brands such as Perspex, Plexiglas is a rigid thermoplastic that’s more economic and shatterproof alternative to glass with half the weight of glass options.

Polycarbonate barriers are designed for applications where they need to be flat packed for ease of transport and for quick assembly. Polycarbonate in 4.5mm thick or 6mm thick is cut to shapes with matching slotted interlocking “feet” with double-sided tape. Polycarbonate is virtually unbreakable and 250 times the strength of normal glass. It offers the unique features of being lightweight and being virtually unbreakable ideal material for security glazing.

The third variation in clear barriers is designed to set the business back to work

42 AUGUST 2020 Manufacturers’ Monthly

by segregation of patrons in public places. Both clear acrylic (PERSPEX) and clear polycarbonate are used in thicknesses from 4.5mm, 6mm and 10mm depending on the situation. Allplastics can fabricate bespoke barriers to heights and widths suited for your specific use. In addition, the robust made in Australia partitions are portable with a strong powder-coated steel and durable casters built to last. This gives venues the option to easily relocate the barriers from one section to the other with ease. The partitions have clear polycarbonate inserts but can also be supplied as whiteboards or magnetic chalkboards.

Company: Allplastics Engineering Pty Ltd Phone: (02) 8038 2000 Web: www.allplastics.com.au

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Brought to you by

Pressure sensing digital flowmeters monitor pressure and flow EXAIR’s Pressure Sensing Digital Flowmeters provide a way for plant personnel to monitor pressure and flow throughout a compressed air system. A pressure sensor is mounted between the two flow sensing probes and the display can be configured to show air pressure or air flow. A transistor output can also be configured to provide a low-pressure alarm to protect your processes and equipment. Pressure values are capable to display PSIG or BARG. Measuring compressed air is the first step toward identifying high compressed air use areas, compressed air leaks and optimising air use.

Company: Compressed Air Australia Phone: 1300 787 688 Web: www.caasafety.com.au

Each meter ships with the necessary hardware and tools for installation including drill bit, drill guide and hex wrenches. The pressure sensing feature is available on 2” (51mm) or larger flowmeters. They are available in standard units which display airflow values on a bright LED screen, with optional data logger to capture and control the data. The pressure signal is also available through optional wired and wireless serial outputs. Airflow values are expressed in standard cubic feet per minute or cubic metres per hour.

Available from Compressed Air Australia, Pressure Sensing Flowmeters for schedule 40 iron pipe, Type L Copper and nominal millimetre sizes are available. They are CE and RoHS compliant and join EXAIR’s full line of digital flowmeters for air lines from 1/2” through 8” including hot tap, wireless and data logging flowmeters.

PVDF water driven metering pump.

If a process requires a liquid chemical or additive being incorporated into a flow of water or other liquid, a hydraulic driven metering pump should be considered.

The MixRite PVDF Water Driven Metering Pump is of the highest quality and constructed from one of the most chemically resistant engineered plastics available – PVDF. The system works by plumbing in a water driven metering pump in the pipe work which will incorporate a liquid chemical or additive that is required in your process.

The advantage of a water driven metering pump is that an additional fluid flow measuring device is not required. The water drives a hydraulic motor whereby each cycle is measured, and a precise volume of chemical is injected. The water flow can increase or decrease but the proportion of chemical being in injected remains the same.

A 4-20mA flow meter with smart electrical metering pump is not required. This is because a water driven metering pump does not require electricity to operate.

The biggest negative of using water driven technology in process work is ensuring the engineered plastics used in construction of the metering pump is compatible with the chemicals/additives used in that process. PVDF is similar to Teflon in regard to chemical compatibility, it is that good.

PVDF models are an excellent option where the chemical blends being used are proprietary and full analysis cannot be confirmed. It is worth noting that chemical degradation of components is not a warrantable failure, PVDF provides the greatest range of chemical application.

Consult Dosing Systems Australia for a consultative analysis of the most appropriate water driven metering pump for your process or application.

Company: Dosing Systems Australia Phone: (02) 4329 0905 Web: dosingsystems.com.au

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Manufacturers’ Monthly AUGUST 2020 43

The Last Word

INNES WILLOX – Chief Executive, Ai Group

Australia’s Industry 4.0 potential Innes Willox, chief executive of the national employer association Ai Group and member of the COVID Commission taskforce on manufacturing, explains how businesses are following the COVID crisis.

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N recent weeks, we have seen greater public and political attention to manufacturing than at any time for a generation, with Industry Minister Karen Andrews outlining a positive vision for strengthening Australian manufacturing and with the COVID Commission Manufacturing Taskforce delivering its final recommendations to government. It will be equally important that we develop our capabilities across other industries, which promotes the strength of diversity in our economy and helps manufacturing secure a local supply chain and demand base.

Well before COVID-19, Australian manufacturing was evolving into more advanced modes, requiring very different mindsets, business models, skills and capabilities. These innovative approaches built on digital technologies are often referred to as Industry 4.0 or Smart Manufacturing.

In Ai Group’s 2019 Fourth Industrial Revolution report, we highlighted the journey of some businesses, especially manufacturers, transitioning to and within Industry 4.0. There has been substantial progress. But the gap between Industry 4.0 leaders and the majority of businesses is substantial – and this current pandemic has the potential to swing that pendulum either way.

Local companies are punching above their weight, doing amazing things with new technology and leading the way for others. Some of these are discussed in our report.

Indeed, many SMEs are progressing Industry 4.0 strategies without using this label. Instead, their primary objectives are to implement new approaches to enable them to manage their operations, become more energy efficient, improve productivity, lower costs or meet new demands from customers.

On the other hand, others are not yet adopting Industry 4.0 building

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blocks under any label.

Now, amidst a pandemic-driven recession, businesses are facing challenges greater than any in living memory. The pandemic has also highlighted broader economic vulnerabilities, raising questions about the scope of our domestic capabilities and resilience of global supply chains.

This unstable environment presents an opportunity for industry to emerge more globally competitive by taking fuller advantage of Industry 4.0 and digitalisation.

Anecdotal reports suggest that businesses who already had digital transformation projects underway have reprioritised and accelerated their projects to respond to the immediate impact of COVID-19, driven by social distancing and quarantine safety measures. Remote working and online collaboration have become a fundamental operational necessity for many, and previously marketed benefits for productivity, efficiency and worklife balance are being realised.

This has led to a significant rise in digital technology uptake and digital literacy skills, including increased use of digital teleconferencing, videoconferencing and collaboration tools, and reliance on digital and communications infrastructure.

These are likely to be built on, not abandoned, as the pandemic comes under control.

The COVID-19 crisis has also brought out the best of our community, inspiring innovative ideas where manufacturing can provide public value. It has seen local manufacturers and others pivot and collaborate to respond to shortages of vital equipment.

Striking the right balance between local production capability and reliance on global markets does not mean insulating Australia from international engagement and competition. One of the major

intrinsic benefits of advanced manufacturing is the increased capacity to export to global markets and integrate with global value and supply chains. In this area, Industry 4.0 technologies and digitalisation can also play a role in building resilience in our global network.

For example, there are opportunities to shift from slow and complex manual management of supply chains to a more agile approach and improve whole of supply chain transparency to identify weak links and gaps through increased monitoring of global suppliers.

Embracing global standards will be an important success factor in enabling this shift. Technologies such as blockchain, Internet of Things (IoT), 5G, AI and automation have the potential to help address these issues.

While just-in-time (JIT) manufacturing has helped increase efficiencies and reduce supply chain costs for manufacturers (especially in high tech industries) in recent decades, COVID-19 has highlighted its vulnerability to sudden shocks and supply shortages. Greater use of 3D-printing (also known as

additive manufacturing) can allow faster response to supply shocks and changing demand.

Increased attention to local manufacturing and immediate concerns with human social distancing may also spark a renewed conversation about leveraging deeper into automation, AI and robotics to boost our manufacturing capability and resilience.

There are many other relevant technologies and applications with new business use cases continually evolving. These innovations are an important piece for solving the larger puzzle of growing Australia’s manufacturing competitiveness.

Other areas for action include building a policy environment that incentivises investment in innovation and R&D; lowering regulatory barriers for manufacturers to compete globally; reforming workplace relations to increase flexibility and productivity; developing the appropriate skills and talent to help businesses innovate and compete; and building global competitive advantage through a successful transition to net zero emissions by 2050.

Many SMEs are progressing Industry 4.0 strategies without using the actual label.

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