VOL 07 | NOV 2015 www.efficientmanufacturing.in
EFFICIENT MANUFACTURING
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Lean Manufacturing
Principles, tools and methods
EM - Interview Shishir Joshipura
MD & Country Manager SKF India
FOCUS Automotive manufacturing
P. 48, 52
(p. 32)
ROUND TABLE Perceiving optimal shopfloor practices P. 42
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E D I TO R I A L
A journey to success…! “EM has already begun to solidify a reputation as a professional forum for not only the Indian manufacturing industry but also the global one”
Temporal milestones such as anniversaries serve much the same function as physical milestones. They mark the progress of those who are on a journey, providing landmarks for judging progress that has been made as well as providing an opportunity to reflect upon what is to come. For us, at EM, anniversary issue is meant to be a celebration of both the accomplishments of the past and the potential for the future. This issue marks the 6th Anniversary of EM. The magazine has enjoyed many significant achievements during its journey, as we continued to stay focussed and adapted through the many challenges of a demanding industry and competitive environment. We have many mountains to conquer, many miles to travel before we can say EM is an ultimate choice for those who want to stay abreast with the latest developments in the industrial ‘world’. EM has already begun to solidify a reputation as a professional forum for not only the Indian manufacturing industry but also the global one. Your success will tell us if we are on the right track to provide the information you need to reach your objectives today and in the future. Let us know what your needs are and we will put all our efforts in providing you the best and the right contents, month after month. We owe a debt of gratitude to the many people who supported us in our journey to success – our advertisers and contributors, advisory board members, partners, and most importantly, our readers. We are thankful to all of them. Best wishes!
Shekhar Jitkar Publisher & Chief Editor shekhar.jitkar@publish-industry.net
Sonali Kulkarni President & CEO Fanuc India Dr Wilfried Aulbur Managing Partner Roland Berger Strategy Consultant Vivek Sharma Managing Director Yamazaki Mazak India
EDITORIAL ADVISORY BOARD N K Dhand Raghavendra Rao CMD Vice President Micromatic Grinding Technologies Manufacturing & Process Consulting Frost & Sullivan Dr K Subramanian President, STIMS Institute, USA Dr P N Rao Training Advisor, IMTMA Professor of Manufacturing Technology S Ravishankar Department of Technology Managing Director University of Northern Iowa, DMG MORI India USA
Satish Godbole Vice President, Motion Control Div Siemens Ltd Vineet Seth Managing Director India & Middle East Delcam Plc
Overseas Partner: China, Taiwan, Hong Kong & South-East Asia
EM | Nov 2015
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CONTENTS
Market
Management
12 NEWS
Focus
Automotive Manufacturing
INTERVIEW 32
20 “MANUFACTURER TO SERVICE PROVIDER�
Interview with Shishir Joshipura, MD & Country Manager, SKF India
22 “OUR BIGGEST CHALLENGE IS AWARENESS�
52
MANAGEMENT STRATEGIES 36
EMPOWERING SME MANUFACTURERS
The article cites the curious case of Rejections & Accidents Manufacturers, to get rid of ideology and to think in an optimal way
EVENT REPORT 94 FOCUSSING ON THE NORTH & WEST
CHANGING LANDSCAPE
A read on how the new automotive production hubs in Asia Pacific can manage the complexity of processes and products with digitilisation
FORWARD TO BETTER DAYS�
Interview with Dr Ming-Shong Lan, Chairman, Taiwan Asahi Diamond Industrial
Interview with TP Singh, Director, FLIR Systems India
48
“MANUFACTURING SECTOR CAN LOOK
MANUFACTURING OPTIMISATION
The article addresses the everyday pressures & challenges facing modern auto manufacturing plants, and outlines four key areas for improvement
MARKETS
A post-event report on Delhi Machine Tool Expo and Ahmedabad Machine Tool Expo 98 LEVERAGE TECHNOLOGY FOR PRODUCT EXCELLENCE
A post-event report on the recently held DesignTech Technology Days in Pune
ROUND-TABLE 42
PERCEIVING OPTIMAL SHOPFLOOR PRACTICES
The feature shares the insights of Production Heads in terms of production flexibility, continuous improvement programmes, sustainable initiatives and training activities deployed on the shopfloor
Cover Story
100 LET’S BUILD THE FUTURE MACHINES
A post-event report on the EMO Milano 2015 in Italy
24
LEAN MANUFACTURING
LEAN MANUFACTURING The feature discusses nine basic lean manufacturing principles that should help evaluate manufacturing solutions for your own applications
Principles, tools and methods
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CONTENTS
Technology
Cover image courtesy: Bosch
INDUSTRIAL BEARINGS 58
The true cost of bearing lubrication
WORKHOLDING & FIXTURES 80
The article highlights self-lubricating plastic bearings that eliminate the total cost of bearing lubricants
An application story on how Hainbuch’s modular clamping system helps Mori Seiki machines offering several adaptation possibilities for automation
ENERGY MANAGEMENT 64
Maximising RoI on energy management
The article recommends for the resolution of EMS system failures through a properly executed system management program
MAINTENANCE & MONITORING 86
Need for speed
A read on how investment in Haas CNC machines helped European component manufacturer 76
Winning at titanium machining
A read on how machine builder Fives Cincinnati finds Kennametal’s spindle connection, a winning solution for titanium machining
Adopting proactive work culture
The article outlines the Indian perspective of maintenance planning & scheduling, while suggesting proactive work culture with continuous reduction in asset failures
MACHINING 72
Clamping devices take charge in machine shop
INDUSTRIAL PARTS CLEANING 90
Optimal utilisation of resources
The article discusses how Durr Ecoclean’s 178W KVI has helped automotive component manufacturer to clean parts having complex geometries
New Products 108 CNC engraving & milling machine; CNC machine simulation software; Hydraulic transfer press; Vertical machining centres; 109 True RMS multimeter; Permanent electromagnetic chuck; Lead screw nuts; 110 4-axis drilling head; Multitasking mill turn machine; Precision toolholders; Indexable-head reaming system; 111 Compact grinders; Tool grinding machine; Vertical honing machine; Industrial LED signal lamps
Columns 09 Editorial 10 Contents 106 Tech talk 112 Highlights – Next issue 112 Company index
EM | Nov 2015
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MARKET | NEWS
Presenting advanced strategies & solutions
Kennametal receives Bosch Global Supplier Award
Comau displayed its rich industrial offering at the recently held EMO Milano 2015. The event was the perfect backdrop to present Comau’s technological expertise, commitment to quality and new design concept. Rooted in a culture of automation that spans more than forty years, Comau’s dedication to finding, time after time, advanced ad-hoc solutions tailored to whatever needs to be tackled, drives the evolution of its product portfolio. The increasingly visionary approach from its vast technology offer and an innovative design philosophy backed by factory-proven As per Fenzi, the company’s expertise, to its focused development of role is to interpret customers’ people and projects combines the needs by leveraging company’s constant pursuit of excellence innovative technology with its ability to respond to the often unique needs of its customers. “It’s an honour to show how our technology is supporting many of the world’s largest automotive manufacturers,” said Mauro Fenzi, CEO, Comau. “Our role is to interpret and guide our customers’ needs by leveraging innovative technology, industrial integration, project management know-how and resource efficiency to increase productivity & flexibility.”
Kennametal has been recently awarded the Bosch Global Supplier Award 2015 from Robert Bosch GmbH. The biannual award recognises outstanding performance in the manufacture and supply of products or services, notably in the areas of quality, costs, logistics and innovations. “It is an honour to be recognised by Bosch as the only tooling manufacturer
Grind Master receives EEPC award
Displaying customised grinding concepts
Grind Master was recently felicitated with the EEPC award for the star performer in machine tool and parts & accessories in large enterprise for outstanding export performance during 2013-14. The company’s “NANOFINISH” range of machines used to generate engineered finishes on automotive powertrain components such as crankshaft, camshaft, synchro gears are trusted by leading automotive OEMs around the world, including SGM, Great Wall, Tata, Toyota and Renault The company officials receive EEPC award Nissan. Over the past few years, the company has been successful in innovating success in an area dominated by German and Japanese machine builders. Competing with the best in the field, Grind Master offers state-of-the-art technology, and has 5 patent pending in the NANOFINISH range of machines and exports range of machines to China, USA, UK & South America. In future, it is planned to increase reach in the markets in America and Europe. Today, the company contributes approximately 18% of all Indian machine tool exports.
At the recently held EMO Milano 2015, the JUNKER Group showcased its products for the first time in Europe together with its latest member ZEMA. The circular grinding machine Numerika GH 1000 by ZEMA attracted a great deal of attention. ZEMA can offer its customers sound workmanship, simple operation using Fanuc or Siemens control and choice of components, thanks to its close cooperation with globally renowned suppliers. Visitors were also able to take a closer look at a newly developed workhead at the JUNKER JUMAT 1S when grinding threads of ball The customised grinding concepts of the screw nuts. With two opposing JUNKER Group met with keen interest at clamping devices, downtimes the EMO in Milan can be minimised considerably, while grinding on one side, workpieces are unloaded, loaded, clamped and positioned on the other. Also, numerous inquiries came in particular from Italian customers with regard to the lean selection speed. One or two high-performance grinding spindles mounted at the swivel-action wheelhead (B-axis) work using both the plunge-cut and QUICKPOINT grinding methods.
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to receive their Global Supplier Award,” said Don Nolan, President & CEO, Kennametal. The company was among 58 suppliers out of 35,000 that Bosch presented with this award. To be eligible, suppliers must deliver best-in-class services, quality and total cost of ownership as well as guarantee global footprint and significant sales in the purchasing category. “The Bosch Global Supplier Award honours our top suppliers, who play such a key role in Bosch’s success,” said Dr Volkmar Denner, Chairman, Bosch board of management. “Our suppliers are important partners in helping us shape the connected world. We want to work with them to develop beneficial solutions for our customers,” he added.
EM | Nov 2015
MARKET | NEWS
Haas inaugurated factory outlet in Nashik The new Haas factory outlet was recently inaugurated at Nashik by Tom Speaking on the event, Ram Kripal Yadav – GM, CNC Servicing & Thomas, DGM, Mahindra & Mahindra and Gune, CEO, Nashik Engineering Solutions, said, “I am happy to see that 55% of our attendees were Cluster. Facility tours and live newcomers & a 20% increase in cutting demonstrations were visitors YoY. It highlights the growing among the highlights of importance that this high-tech, Haas Demo Days event, which engineering-driven city gives to witnessed over 500 visitors in adopting the latest CNC technology.” 3 days. In addition to VF-2YT & ST-10, According to Terrence visitors were amazed to see ST-10Y Miranda, MD, Haas Factory too for the demo. Like all Haas CNC Outlet, Mumbai, “An HFO at machines, the VF-2YT, ST-10 and STNashik was long awaited & we 10Y are built at the company’s one and are happy that we will also be only factory in California, USA. Haas engaging in skill development Factory Outlet has a network of local for the people of Nashik in HFOs in India that support all partnership with NEC. We would Haas products, each one employing like to develop an even stronger Facility tours & live cutting demonstrations were among the highlights of the factory-trained engineers and stocking & more widespread HFO network Haas Demo Days official Haas spare parts. in India & set it up in all key Nashik is a rapidly expanding industrial cities. We do not want our customers to travel more than 100 industrial hub and sectors like precision engineering, electrical engineering, kms to find an HFO. The main idea of an overseas company to have HFOs forging, automobile, aerospace engineering, general engineering and in India is to present a localised approach.” export oriented units are well represented in the area.
Kirloskar Brothers acquires Rodelta Pumps Kirloskar Pompen BV has recently acquired Netherlands-based Rodelta Pumps International. Rodelta is engaged in manufacturing of API and Non-API pumps for oil & gas, pulp & paper, water, chemical and various other applications. With local manufacturing, complementary products, product technology, anticipated synergies & qualified manpower, KBL group provides customers with new technology and engineering solutions. Speaking on the new development, Varinder Dhoot, MD, Kirloskar Pompen BV, said, “Acquisition of Rodelta Pumps International will not only give fillip to KBL Group’s desire to With local manufacturing, complementary offer world-class products and products and product technology, KBL group technology in the global markets, provides customers with new engineering solutions but also strengthen our plans to offer localised packages and services through manufacturing plants in each geography that we operate in. We expect a significant growth in our group business in Europe, Middle East and West Asia, especially in the oil & gas and chemicals segments.” Rodelta Pumps operates in industrial markets such as water-treatment, drinking water, paper & pulp, oil & gas, chemicals and hydrocarbon processing.
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Eaton releases its 2014 sustainability report for India Eaton has recently released its India Sustainability Report for 2014. The report titled ‘Doing More of What Matters’ summarises the company’s sustainability efforts in India and reinforces its commitment to build better workplaces and communities. This report covers the operations owned & managed by Eaton, for 2014. Commenting on the report, Nitin Chalke, MD — India, Eaton, said, “The report provides an overview of initiatives that Eaton has implemented for its stakeholders, environment and community. It The report summarises the demonstrates how the company has been company’s sustainability embracing and practicing a culture of efforts in India sustainability across all its locations in India.” He further added, “Eaton’s efforts towards developing sustainable products, technologies, solutions and practices are always aimed at enabling customers improve efficiency, reduce environmental impact and energy consumption and protect lives.” The report is a reiteration of Eaton’s long history of helping the world build a more sustainable future through its products and solutions, practices and people. Eaton promotes health, safety & development of its employees.
EM | Nov 2015
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MARKET | NEWS
New products for efficient machining The Komet Group recently showcased more than 1000 new products for efficient machining at EMO Milano 2015. The company’s trade fair slogan is ‘the cutting edge solutions for top-quality performance’. While explaining the meaning of the slogan, Dr Christof Bönsch, MD, Komet Group, said, “Achieving competitive advantage by using cutting-edge technology is the promise we are making to our customers.” He further explained, “Increasing performance, productivity and efficiency for our customers is for us the principle driving force behind the development of new products.” In addition to The company presented an extensive new the familiar tool portfolio for range of high-performance milling cutters high-precision drilling, reaming and threading, the company presented an extensive new range of high-performance milling cutters. In addition to the already successful KOMET® Quatron hi.feed, KOMET® hi.aeQ and KOMET® hi.apQ range of milling cutters, six further indexable insert milling cutter systems are now also included in their ex-stock range. The company has also extended its leading position in bore machining as a result of a consistent further development of its product range.
Milacron delivers 10,001st Indian made injection molding Milacron Holdings Corp recently announced the completion of a significant milestone in the India based operations - the manufacture, sale and delivery of the 10,001st injection moulding machine from Ahmedabad manufacturing facility. Speaking on the event, Tom Goeke, CEO, Milacron, stated, “Milacron places great importance in the Indian market and we’re uniquely equipped to serve it in ways our competition simply cannot with our ability to deliver the entire spectrum of services to the plastics industry.” The Milacron Hydron Servo 150 machine was handed over to Ghisulal Rathod, Chairman, Cello Group of Industries, in Milacron India executives during the ceremony the presence of Ron Krisanda, COO— Advanced Plastic Processing Technologies, Milacron. According to Shirish Divigi, MD, Milacron, “Milacron, with its aggressive growth plan for the future, will introduce new value added products and services. We are focusing on strengthening the team directly connected with customers.”
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Aequs Aerospace inaugurates machining facility in India Aequs Aerospace recently inaugurated its state-of-the-art 100,000 sq ft aerospace machining facility at Aequs Special Economic Zone (SEZ), Belagavi, India. Hon'ble Defence Minister of India, Manohar Parrikar inaugurated this facility, with a purpose-built to manufacture aerospace machined components and sub-assemblies for Airbus Group. Aequs plans to invest USD 50 million in this facility over the next Aequs plans to invest USD 50 million five years, which is expected to in this facility over the next five years generate employment for over 1000 skilled professionals during the period. Commenting on the occasion, Aravind Melligeri, Chairman & CEO, Aequs, said, “This aerospace machining facility underscores our commitment to the global aerospace industry & Airbus Group.” Also, addressing the inauguration event, Olivier CAUQUIL, Senior VP—Material & Parts Procurement, Airbus, said, “We are proud to claim that today every Airbus aircraft is partly made in India and we fully support the 'Make in India' campaign. This state-of-the-art aerospace machining facility dedicated to Airbus represents a significant milestone in our journey with Aequs and in growing our Indian industrial co-operation footprint for the long term.”
Free software suite for Renishaw calibration systems At EMO Milano 2015, Renishaw launched a new free software suite for Renishaw calibration systems. The suite includes Capture and Explore, which provide data capture and analysis for the XL-80 laser interferometer system. CARTO release 1.1 supports linear, angular and straightness measurement with The suite includes Capture and Explore, a choice of keypress, position which provide data capture and analysis and remote (TPin) triggering. for the XL-80 laser interferometer system Capture has been introduced to the CARTO suite as an improved and updated data capture application with features like orientation of machine movement being detected automatically, reducing chance for human error in the process. All core functions are available on one screen for efficient navigation. ISO-10360 target sequences can be automatically created, simplifying a challenging test set-up. Explore brings the advances of XCal-View data analysis software to the CARTO suite with features like tests in the database can be searched by different criteria (such as machine name, operator, and date etc) and multiple data sets can be overlaid on the same screen for visual comparison.
EM | Nov 2015
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MARKET | NEWS
Future of Indian manufacturing CII recently held its annual CII Manufacturing Summit in Mumbai, in collaboration with the Boston Consulting Group (BCG). Here, CII-BCG published a report entitled ‘Future of Indian Manufacturing: Bridging the Gap’ that assesses the progress of ‘Make in India’, while comparing states on their quality of manufacturing ecosystem, looks at global shifts, laying down imperatives for the industry
According to the report, the outlook is broadly positive given the growth in IIP as well as clear uptick in the manufacturing FDI. The overall IIP grew 3.2% in the first quarter and 14 of the 22 sub-sectors showed positive growth. The report also notes the efforts on reforms related to land, labour, GST and procedural simplifications. However, only 20% of the executives surveyed feel that there has been an improvement in ‘ease of doing business’. The report also highlights the declining attractiveness of China as a manufacturing base due to labour and yuan challenges, and emergence of new destinations such as Ethiopia and Vietnam, which are becoming competitive. In addition, the report notes that the adoption of advanced manufacturing technologies is disrupting the advantages of low labour cost. In a positive development, several states are upping their game to attract manufacturing investments. The report calls for continuing action by the state and central government on reforms, simplification and infrastructure build-out. Speaking on the occasion, Jamshyd N Godrej, Chairman, CII Manufacturing Summit & Past President, CII and Chairman & MD, Godrej & Boyce Mfg Co Ltd, said, “Strength of services sector combined with the strength of manufacturing is the future. To reach our full potential though, we need close cooperation among a vast number of agencies, especially between people involved in complex system of manufacturing.”
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As per Dr Arindam Bhattacharya, Senior Partner & MD, BCG, global manufacturing is in turmoil with low cost model of last 2 decades coming under pressure. He highlights, “China's competitiveness is eroding. Brazil, seen as one of the most competitive 10 years ago is becoming a high cost country. In contrast, the US, whose competitiveness had eroded has become one of the most competitive and is bringing back manufacturing capacity from offshore low cost countries. In contrast, India’s relative competitiveness has remained constant. This turmoil provides a unique opportunity to become a top 3 manufacturing player in the world, becoming a top 5 country manufacturing exporting nation from current 15th position.” Dr Naushad Forbes, President Designate, CII & Director, Forbes Marshall, highlighted the problems to the growth of manufacturing when he said, “We rate 140 in the global ease of doing business market. We can quickly get into the first 80 by simply matching the best practices of different states in the country.” He further explained, “Growth is 10% dependent on law and 90% dependent on implementation. At an interministerial level, there is a lack of clarity, an ambiguity that causes obstacles and delays in implementations of routine matters. We, as an industry, need to work closely with each other to take care of these issues. We can create a list of minor issues that are proving obstacles and the industry and the government can work together on removing that.”
EM | Nov 2015
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MARKET | INTERVIEW
“Manufacturer to service provider” Dr Ming-Shong Lan, Chairman, Taiwan Asahi Diamond Industrial, in this interaction with EM, discusses the rapid changes in business environment, and highlights the company’s aim to devote efforts in achieving a complete business organisation with high productivity rate. Excerpts from the interview…
Can you brief us on the application areas of your product category? We are into diamond/CBN grinding wheels, cutting, sawing and turning tools in Taiwan. Products manufactured by our company have been expanded from the “diamond core bits” used in the construction of dams in the earlier stage to thousands of different types of diamond tools. Our main products and corresponding applications include diamond/CBN grinding wheels; diamond tools for semiconductor, solar energy and LED industry; diamond tools for touch panels; diamond tools for automotive industry; mono-crystal diamond tools for ultra-precision standard; PCD/ PCBN machining tools such as drills, end mills, and reamers; diamond grinding wheels for LCD glass; fluting wheels for tungsten carbide end mills and drills; optical profilegrinding wheels; natural/PCD/mono-crystal synthetic diamond drawing dies; diamond turning tools, dresser and wear-resistant parts; diamond saw blades and core bits. There are many industries that would need diamond tools for the targeted precision grinding, cutting, trimming, drawing, drilling and moulding procedures. This utilisation ranges from traditional usages to high-tech industries. Industries such as semiconductor, image display, optical, biotechnological and medical industry rely on diamond tools in their various manufacturing processes. In recent times, your company has focused on mobile devices & automotive industries. Can you give us more details on the same? We still take care of all the industries as usual. Our aim is to deal with cutting, grinding, drilling, and polishing processes of hard & fragile materials. Therefore, recently, we have further developed sharp applications for two industries— mobile devices & automotive industries. For mobile devices, we have developed tools for sapphire glass and corning gorilla
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glass. On the other hand, our diamond/CBN tools CBN tools are best designed for the automotive industry and many of our customers use them for automobile parts processing. We provide comprehensive tool solutions for manufacturers. With our help in the tool phase, users can conquer many cutting & grinding issues on their production lines. How do you balance the price-performance ratio for your products? We target mid & high-end users. So, our competitiveness is not about prices, rather mid & high-end users pursue the cutting/ grinding performance and the corresponding durability as their first priority. Hence, we enhance these two characters, making them significant for users in dealing with various materials during processing. What are your further business expansion plans? We will participate in international trade fairs all over the world. By projected closed space exposure, we will build our brand image inside users’ mind. Moreover, we will send our sales engineers overseas to support our customers abroad. Our sales engineers are equipped with both marketing and product knowledge, hence, they can serve as usual engineers while promoting the company. At times, we develop different kinds of diamond tools applications for users to broaden its product category. We want to provide a comprehensive service for our customers. While facing the rapid changes in this business environment, our company aims to devote our efforts in achieving a complete business organisation with high productivity rate and sales. We hope to become the leader in the tool industry. For creating high quality products as our competitive edge, together with satisfying customers’ needs, we have transformed from a mere ‘manufacturer’ to a ‘service provider’. To cope up with future uncertainties, rapidly-changing operating environment and to establish a stable foundation, we have planned a new vision titled ‘next golden 10 years’. ☐
EM | Nov 2015
MARKET | INTERVIEW
“Our biggest challenge is awareness” …says TP Singh, Director, FLIR Systems India, in this interaction with Megha Roy, speaks on advanced thermal cameras, while discussing the demanding market segments for the company. Excerpts from the interview… Can you brief us on your company’s presence globally as well as in India? How do you see the potential in India for your kind of business? Our company has approximately 2800 employees globally. We started our operations in India in 2011 and we have high hopes for the business in India. With the efforts of the new government, we also hope that things will be better in future. Can you highlight on the advanced thermal cameras from FLIR systems? What are the key features that keep these systems at the forefront of thermal imaging technology? We have many products for basic applications to unit having 1 K detector for professional applications. One of the key features of our expert series and above are Multi Spectral Imaging (MSX). Numbering, labels and other key features aren’t always apparent in a regular thermal image, often requiring a separate photo for reference. Instead, MSX virtually etches those visual details onto the infrared image in real time to create an all-in-one, thermal picture that shows exactly where problems are heating up. Within the test & measurement segment, thermal imaging cameras have a fairly broad application range. What are the most demanding markets for you, and how far do those demands differ from each other? We are dedicated to thermal imaging technology, and within instruments, we have more than 100 models to choose from. We have a dedicated series of equipment for different measurement needs for different segments, such as electrical, mechanical, automation, fire-fighting, science/R&D and optical gas imaging. All these verticals have unique key
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features and different applications. Precision is the key for measuring temperature for all these applications. How important is research and innovation in thermal imaging and what are your achievements in R&D? We have always been ahead in terms of new innovations and our new products are the right examples. The latest uncooled systems available in the market have wi-fi connectivity for data transfer through iphone/ipad or Android devices, bluetooth connectivity for voice annotations and current readings, touch-screen display, excellent ergonomics with the well proven concept of a tiltable IR unit, sketch on IR/visial image, high contrast fusion, instant report generation, ten years warranty on detector for selected models. How do you see FLIR technology progressing over the next decade and what do you see as being the biggest challenge in relation to this? We see very good growth potential and that’s the reason our company has always been in the forefront to invent new innovative and affordable products every year. Our biggest challenge is awareness. Is there any difference between the solutions developed for the R&D applications and the solutions for the industrial applications? They are completely different solutions. R&D mainly requires very high sensitivity thermal cameras at higher speed. This can be achieved with cooled type of thermal imaging cameras and FLIR is the world leader for the same. ☐
EM | Nov 2015
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EMAG India Private Limited “Technology Centre” I No. 17/G/46-3 · Industrial Suburb I 2nd Stage · Yeshwanthpur I Bangalore · 560022 I Karnataka · India Phone: +91-80-42544400 I Fax: +91-80-42544440 I E-mail: info@india.emag.com I Website: www.emag.com
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MANAGEMENT
LEAN MANUFACTURING
Principles, tools & methods The lean approach is not the solution for all manufacturing problems. But it does offer a uniquely flexible solution for assembling more complex products. This article describes nine basic lean manufacturing principles that should help you evaluate lean manufacturing solutions for your own applications. 24
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MANAGEMENT
Lean manufacturing, an approach that depends greatly on flexibility and workplace organisation, is an excellent starting point for companies wanting to take a fresh look at their current manufacturing methods. Lean techniques are also worthy of investigation because they eliminate large capital outlays for dedicated machinery until automation becomes absolutely necessary. Indeed, the concept of lean manufacturing represents a significant departure from the automated factory so popular in recent years. The “less is better” approach to manufacturing leads to a vastly simplified, remarkably uncluttered environment that is carefully tuned to the manufacturer’s demands. Products are manufactured one at a time in response to the customer’s requirements rather than batch manufactured for stock. The goal is to produce only the quantity required and no more. And since limited numbers of parts are produced, it may be necessary to change processes during the day to accommodate different parts and to make maximum use of personnel, equipment and floor space. The flexibility inherent in manual assembly cells is, therefore, preferable to automated assembly. This requirement for maximum flexibility creates unique demands on the lean workcell and the components that make up the lean workcell. The 9 lean manufacturing principles discussed here are: Continuous flow, lean machines/simplicity, workplace organisation, parts presentation, reconfigurability, product quality, maintainability, ease of access, and ergonomics.
Continuous flow The preferred shape of the lean workcell is U-shaped. Each subprocess is connected to the next in order of process. With the worker in the interior of the U, minimum movement is required to move the workpiece or assembly from one workstation to the next. Ultimately, one of the goals of the lean workcell is to eliminate all non-value-added movements; hence its U-shape. When the worker has finished the process, he simply turns around and is back at step one.
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The workpiece may be carried from one value-added operation to the next. However, there are times when the workpiece or the fixture holding the workpiece is too heavy and must be transferred mechanically between workstations. Although very heavy parts may be transported on belt conveyors, manual push or gravity conveyors are ideal for moving parts between workstations. Their minimum complexity makes them easy to service and minimises downtime. In addition, they are easy to connect end-to-end, which makes it easy to move workstations within a workcell. The curved “corners” of the U-shaped workcell can pose a problem. As potential dead space, they may act as a mini storage area, thereby, encouraging a return to batch processing. Instead, the use of a ball roller transfer should facilitate part movement through the corners of the U-shape.
Lean machines/simplicity Since continuous-flow, one-at-a-time manufacturing is another goal of lean manufacturing; it is important that each workstation or machine be designed to fit within a minimal envelope. The minimal envelope ensures the elimination of excess flat space at the workstation or machine. This is done to avoid the possibility of storing parts or sub-assemblies at the machine. Storing parts increases work in process and results in “batch” processing, which subsequently defeats the purpose of lean manufacturing. In addition, smaller, minimal size workstations and machines eliminate unnecessary steps taken by the worker between subprocesses. Finally, significant floor space may be saved by properly sizing workstations and machines. Although tempting for the sake of conformity and standardisation, the deployment of standardised machine bases or workstations for all processes should be avoided. Each machine base or workstation should be designed to optimise assembly subprocesses, which in most cases will vary from workstation to workstation. This customisation can be achieved with virtually any structural material. To save on cost, however, as well as to minimise the
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MANAGEMENT
Hybrid Systems
environmental considerations related to disposing of inflexible welded steel structures, preference should be given to material that is reconfigurable and reusable. The modular characteristics of extruded aluminium, bolt-together systems make them perfect for the implementation of lean manufacturing concepts. Moreover, in a continuous improvement environment, all workstations and workcells must be easy to modify as process improvements are identified. In addition to their superior flexibility in layout and design, lightweight aluminium structures are easier to move when re-configuration is necessary. Casters may be quickly mounted to the T-slotted profiles to allow movement without the use of fork trucks or other lifting equipment.
Workplace organisation Tool holders A smooth, uninterrupted flow of completed workpieces is the desired result of a properly designed lean workcell. Nothing can slow or stop this flow faster than the loss or misplacement of tools. Thus, all tools used at a workstation should have their own holder. There should be exactly as many holders as there are tools so that the absence of a tool is quickly noticed. Using a modular tool holder system with a specific holder for each tool is ideal. If holders can easily be added to or taken away from a workstation, this simply adds to the flexibility of the workstation and increases its usefulness in a lean manufacturing process. To minimise downtime, backup tools should also be available at any automated workstations. These tools should be out of the worker’s way until a failure occurs at the automated workstation. Of maximum benefit are tool holding structures that allow tools to be swung or slid into the work space and easily returned to the storage position when no longer needed.
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Information boards Naturally, the ready availability of work-critical information also adds to efficiency in a workcell. Supplying the right information at the workplace, such as assembly processes, work instructions, repair procedures, or even production targets, allows workers to make the right decisions and act on them on the spot, limiting downtime often spent chasing down a busy supervisor. As with everything in a lean workcell, the information board should be simple, easy to reposition, and reusable.
Parts presentation Naturally, during the average work shift, additional parts will be required for the workcell. Traditional methods of resupplying workstations are not useful in a lean workcell. Each worker should go about his work with the minimum number of interruptions. Therefore, all parts should be supplied to each workstation from outside the workcell. The use of gravity feed conveyors or bins fits the simplified design of the lean workcell. Parts bins should load from behind (outside the working area of the workcell) so that the worker may continue production without interruption. Gravity carries the parts to the worker’s reach area. Bins should also be reconfigurable. The bins in the photo use a key stud to lock them in position. Bins are easily stackable and provide the ultimate in flexibility when reconfiguring the workplace. Although bins are ideal for small parts, many assemblies require larger parts. These may be delivered in bins or boxes. Again the parts should be delivered to the workcell without entering the work space. Gravity feed conveyors serve this purpose well. In instances where parts are very heavy, lift assist devices are recommended. Heavy parts or boxes of parts can be loaded onto a case lifter and raised to the proper work height with electric, pneumatic, or hydraulic power.
EM | Nov 2015
MEASUREMENT ERROR
MEASUREMENT PRECISION
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Visual inspection verifies parts are correctly assembled and function properly
Reconfigurability A properly designed lean workcell must be easy to reconfigure. In fact, the ability to change the process and go from good part to good part as quickly as possible is a must. The faster the changeover, the less production time is lost. Quick-change fixtures are one way this can be accomplished. With a good quick-change fixture, changeover can be accomplished in a matter of seconds. A number of different fixtures may be stored at the workstation and swapped as the situation requires. At times, due to process changes or other factors, a lean cell must be quickly reconfigured or even moved to accommodate assembly of a new product. In the event that a machine or workstation must be changed, the ability to move each component of the workcell quickly becomes extremely important. Lockable casters on machines or workstations provide the mobility necessary for rapid and efficient changeover.
Quality One of the results of one-at-a-time manufacturing is a decrease in quality problems. As each part is produced, visual inspection by the worker can verify that it is correctly assembled. If verification is required through gages, they should be mounted to the machine or workstation and be easily replaced. Quick release of fixtures using star knobs or locking levers is a necessity. There may be time when a quality problem cannot be easily fixed. A flawed process or malfunctioning machine may be the source of the quality problems. In the case of a flawed process, the structural framing system allows changes, no matter how great, in a minimum amount of time. Once again, bolt-together construction solves a major problem in minimum time. A malfunctioning machine may also be easily replaced,
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particularly if quick disconnects for all pneumatic or electric lines are provided for when the lean cell is designed. In addition, no pneumatic or electrical connections should be present between machines in the lean cell. These would slow the changing of the machines within the cell.
Maintainability Ease of service is another requirement of a lean cell. Long downtimes cannot be tolerated in a pull-through system. When customer demand exists, the product must be produced. A modular structural framing system provides the ultimate in maintainability. Components can be replaced or reconfigured in a matter of minutes. Bolt-together construction ensures machine stands, guards, workstations, or parts presentation equipment can be serviced in a matter of minutes. Even entire machine bases can be rebuilt in a minimum amount of time. The structural framing system also provides a source for common components for all machine bases, guards, and workstations. With standardised components, a minimum number of tools is required to maintain a structure. With a structural framing system, three or four simple hand tools are sufficient to build or repair any structure. Another benefit is that common components eliminate the need for a large inventory of spare parts. It is possible to standardise on one size of aluminium profile, one or two connectors, and a few accessories to create virtually any structure. Finally, no finish work is required with an aluminium structure. No welding or painting is required. Repairs can be accomplished in the minimum amount of time.
Ease of access Using an aluminium framing system as the foundation of a lean cell, all necessary work components can be mounted in
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Machine guard with sliding access doors and easy to remove panels
easily accessible locations because each surface is a potential mounting surface. Parts bins, tools, shelves, and fixtures can all be positioned in the optimum location for efficient work. The T-slot on the framing system’s surface also allows quick repositioning of pneumatic or hydraulic components if clearance space is critical. Components may be added quickly to any workstation and easily repositioned to insure accessibility for each worker. In addition, entire guards or individual panels can be removed quickly with simple hand tools, enabling service technicians to perform maintenance in a matter of minutes.
Ergonomics Height Finally, the worker must be protected from ergonomic problems. Any properly designed lean workcell must, by definition, be ergonomically designed. Maintaining the work at the ergonomically correct height throughout the workcell is always important. Although, it is frequently not taken into consideration, designing for the average worker height is also a necessity. Since average heights vary from country to country, the height of a machine or workstation must be easily changed if there is any chance that a workstation may be shipped from country to country. Lifting Lift assist devices must be considered where the weight of parts or boxes of parts exceeds lifting standards. In this case, pneumatic, hydraulic, or electric devices may be used, but it is important to keep in mind that simpler is better in lean manufacturing cells. In order to prevent delays in manufacturing caused by faulty design, a software package that allows you to test the ergonomics of a workcell before the workcell is constructed can be a powerful tool. Use of such a software package lets you settle ergonomic issues in the design stage rather than on the
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factory floor, providing significant potential savings in both time and money.
Final considerations: Hybrid systems With all of its promise, the lean cell may not be the answer to all assembly needs. At times the U-shaped configuration simply does not fit the existing facility or process, and a change from automation or semi-automation to lean cell manufacturing could be counterproductive. In keeping with the flexibility requirement for lean manufacturing, there may be times when a hybrid system rather than a pure lean system is best for the manufacturing process. Hybrid manufacturing systems combine the economies of the lean system with the safety and efficiency of an automated system. The result is a system in which some assembly is done manually while more dangerous or ergonomically difficult tasks are accomplished by machine. In a hybrid system, workstations or cells may be combined with non-synchronous assembly conveyor systems to achieve desired production goals. It is also possible to accomplish assembly in a lean cell and to have operations which are purely automated take place off line. In this case, the automated portions of the process supply sub-assemblies or parts to the lean cell. Here, although the technologies are separated, both are still required to accomplish the task at hand. The key to hybrid implementation is construction with components which are easily reconfigured. Bolt-together technology fits the description perfectly. Flexible assembly systems using aluminium framing as the main structural element allow companies to mix and match manual and automatic operations at will, and to change them at any time in the future. The result is a worker-friendly, economically-sound system designed for optimum production. � Courtesy: Bosch Rexroth Corporation
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MANAGEMENT | INTERVIEW
“Manufacturing sector can look forward to better days” …says Shishir Joshipura, Managing Director & Country Manager, SKF India, in an interview with Shekhar Jitkar. He talks on SKF’s growth strategies under ‘Make in India’ initiative and the operational excellence models towards achieving the long-term goals. Excerpts… How do you assess the current Indian manufacturing environment in the background of “Make in India” initiative, and SKF’s growth strategies to have a consistent and focused approach in the business? The “Make in India” initiative is a very bold step from the top leadership of the country. This initiative when followed up with necessary reforms on land, labour and legislative (tax regime) dimension has the potential to propel India on a sustainable growth path. This initiative is also a key to providing meaningful employment for the emerging demographic dividend of the country. Critical factors like infrastructure development and ease of doing business will play an important role in realising the intended benefits of this initiative. Sponsorship at the highest level has given rise to hopes that domestic manufacturing sector can look forward to better days. SKF is very well positioned to play a constructive role in addressing all the opportunities that may arise across the sectors due to “Make in India” initiative. SKF has developed a strong value chain to serve automotive and industrial sectors
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through strategic presence in six manufacturing locations, a global R&D Centre and a very strong supplier base and distribution network. We will continue to build on these to serve all emerging opportunities. SKF has the maximum business coming from the auto sector. Which other industry sectors are you focusing on? SKF India has a very balanced portfolio of business. Even today our sales for both automotive and industrial segments are almost equal. Apart from automotive we are present in practically every industrial segment - railways, metal, cement, mining, construction, energy (renewable and traditional), machine tools, textile, paper, food & beverages, drives, and material handling, to name a few. Since movement is essential to any activity, our solutions find application in almost every industrial segment. By combining multiple areas of product expertise, SKF’s Solution Factories are able to provide integrated, value-added solutions with lifecycle management programmes, whether customers are trying to solve a chronic
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INTERVIEW | MANAGEMENT
“Industrial operations everywhere understand that effective management of assets throughout their lifecycle can deliver significant value and reduce total cost of ownership” Shishir Joshipura
equipment failure, enhance performance or reduce overall maintenance costs. SKF is conventionally known as a bearing company. How are you transforming yourselves from a component supplier to a solutions provider? Over the years SKF has evolved from being a pioneer ball bearing manufacturing company to a knowledge-driven integrated solutions provider, helping customers achieve sustainable and competitive advantage. Today, SKF has extended its services to 4 other platforms besides bearings, which include: lubrication system, seals, mechatronics and services. Also, SKF Life Cycle Management (LCM) is a proven approach to optimising equipment design and operation over its entire service life cycle. We close the SKF Life Cycle Management loop when we channel our ‘end user’ knowledge back into the specification phase of next generation equipment. Technologies such as condition monitoring can be designed into new OEM assets or retrofitted, constantly improving and providing differentiation in competitive markets. SKF Solution Factories provide an environment fostering innovation and efficiency, while delivering our unique industry and application knowledge for the benefit of our customers. Today, SKF is leveraging this knowledge to provide value at every stage of an asset’s life cycle. From specification, design and development, through to manufacturing and testing, SKF has worked with OEMs in every industry to solve application challenges and deliver world-class solutions. What is your focus on operational excellence models towards achieving the long-term goals in your organisation? Industrial operations everywhere understand that effective management of assets throughout their lifecycle can deliver significant value and reduce total cost of ownership. SKF has significant experience across segments and geographies in monitoring rotating equipment performance. SKF’s rich history of providing bearings, seals, lubrication, linear motion, actuation and mechatronics solutions for OEMs in every major industry gives us a unique depth and breadth of knowledge of industrial assets.
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In our own operations we follow the SKF Manufacturing System and practice TPM/Kaizen philosophy for shop floor practice improvement. We follow the SKF Business Excellence model that includes customers and suppliers as integral part of our operations and improvement programs. Our energy and carbon foot print reduction program “Susten” was awarded the WWF Climate Saver Award 2013, and today, the program is stronger than ever. Tell us more about the LEED Gold certification awarded by IGBC to SKF’s bearing factory in Ahmedabad. How are you ensuring to reduce the impact on the environment throughout the full value chain from suppliers to customers? Environment care is one of the important cornerstones of the SKF care principle. To strengthen this philosophy and to take concrete next steps, we have established a very ambitious program called BeyondZero. This program outlines the goal of reducing our environmental impact and go beyond the zero mark to achieve a positive impact on the environment. For SKF it all begins at home with our manufacturing processes and therefore all new infrastructure development that we undertake is in accordance to LEED principles. SKF adopted LEED (Leadership in Energy and Environmental Design) developed by the US Green Building Council) for construction of new facilities and Ahmedabad is the first facility in India to be certified as a LEED Gold standard. Ahmedabad factory also is the first bearing factory in India which has received this certification. Moreover, the factory is built to manage waste water recycling with zero discharge water treatment system. It also includes a harvesting system for rainwater, as well as a demand controlled ventilation system to increase indoor air quality. Our strategy for actively reducing our environmental impact is called SKF BeyondZero. The first goal of SKF BeyondZero relates to reducing the environmental impact derived from SKF’s operations, such as the carbon dioxide emissions from SKF manufacturing or other emissions, such as those from our suppliers. The second goal recognises that our customers are increasingly driven to reduce environmental impact from their products, services and processes. ☐
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M A N A G E M E N T | S T R AT E G I E S
Empowering SME manufacturers Lean concepts such as Six Sigma, 5S and Kaizen are the best methods of operational excellence, but that does not mean they are the best for your company. The article cites the curious case of Rejections & Accidents Manufacturers, to get rid of ideology and to think in an optimal way. Imagine there is a firm called Rejections & Accidents Manufacturers Pvt. Ltd. Just like any profit organisation, this company exists in the manufacturing sector by creating value in the market and then leveraging that value for profit by selling its products to customers who see the value in them. All the while, the company pays its dues to not only its employees, but to everyone across the supply-chain that helps it create value in the first place. It is, fundamentally speaking, a very conventional organisation in all axes except one. Rejections & Accidents
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Vikram Singh Director—Automation Hind Hydraulics & Engineers
Manufacturers operates in the manufacturing sector through the value it generates by creating rejections in everything it produces. It thrives on being unproductive. Its customers enjoy the inefficacious methods that the company adopts to add delays, idleness, uselessness and ineffectualness in its operations. The organisation is able to do this by keeping the work environment dirty and messy. Its racks are disheveled and equipment unkempt. Its workers are rewarded for their slapdash methods and sloppy practices. Haphazard & heedless are the motto printed on all marketing material of this
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S T R AT E G I E S | M A N A G E M E N T
organisation. The production floor of this company, you could argue, is bristling with chemical fumes, metal dust & all manner of disarray. However, Rejections & Accidents Manufacturers is facing a problem. Its methods are just not unproductive enough. Every now and then it keeps on producing products with no defect and on time. Some of the workers show up motivated and actually finish their jobs promptly. Its maintenance department, or as the organisation calls it – breakdown & neglect department – sometimes ends up fixing equipment right. At a recent seminar, the organisation’s Managing Director discovers lean concepts such as Six Sigma and Kaizen could help him diminish the productivity of the company even further. It could help him add delays to the productions and replace the few clean areas with dirty ones. It could help him demotivate his employees further and increase his productivity. It could help him increase accidents and breakdowns to a rate positively in the upper 90 percentile. An aim the company has always sought to achieve. My question to you is the following – Can the Managing Director of Rejections & Accidents Manufacturers achieve a Six Sigma level of leanness in his organisation?
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The answer is - of course he can. Instead of 5S charts, the organisation will just have to come up with anti-5S charts. Instead of recording and monitoring its production to generate data for decision making, it will just do the opposite and leave everything to chance. All of its steps will invariably lead to sporadic and intermittent instead of sustained and without deviation. The point of this bizarre example was partly amusement of the reader but also partly for the reader to rethink the lean concept in a divergent manner. Lean concepts such as Six Sigma, 5S and Kaizen should be thought of as methods of operational excellence. Yes, they are the best methods out there but that does not mean they are the best for your company. True 5S in one firm is not the same as another. So, where does this broad ambiguity and smoothness in the definition of such concepts arise from? The answer is in a word, ideology.
Getting rid of ideologies Ideology is the enemy of reason. It is a top down approach that thrives on motivated reasoning, close-mindedness and self-righteousness. It marshals our impressive brain’s abilities not to find the best answer but to defend the answer that is most valuable and deep rooted, the answer that we have latched onto. At its core, an ideology is something we rely on because we believe it.
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M A N A G E M E N T | S T R AT E G I E S
To find a solution, the brain creates a hypothesis of what the solution might be and then tests the hypothesis
Ideologies do not have a place in business. They create labels that are hard to scratch off. Of course, not all labels are useless. Labels are guideposts that organise our thinking and can identify philosophies and principles. For example, I can think of electrical engineering as a subject that deals with the study and application of electromagnetism, electricity and electronics. However, if I cross the fuzzy line of identifying myself as an electrical engineer, I would tend to defend it in a motivated manner, downplay its weakness and view evidence and events through the filter of supporting electrical engineers. The non-ideological way of thinking about electrical engineering would be to view its underpinning laws, for example, Ohm’s law. A relevant example of an ideology would be – the customer is always right. When viewed this way, a firm should do whatever its customers demand from it. The problem comes when this ideology is so set in stone that firms forget that customer satisfaction only leads to incremental innovation. Customers will rarely ever demand disruptive innovation – something that is key to surviving and growing in a highly competitive market. Another example is Enterprise Resource Planning or ERP, as it’s known more commonly. A lot of smaller firms have trouble implementing the right sort of ERP that is optimised to their firm. Many, in fact, completely fail to implement any kind of ERP module in their firm. The reason for this usually is a conceptual misunderstanding of ERP because it is viewed as an ideology. It is a label identified with the likes of SAP and other companies that provide services and products for it. Smaller firms get discouraged at the sheer cost and depth of implementation of such huge systems. If a firm was to think of an ERP as the ‘awareness of mission-critical information at all relevant nodes and personnel within the company’, they would realise that ERP is nothing, but one of the labels to achieve that end game. This way of thinking opens the door to various other options that are cheaper and simpler to implement and far more adaptable to a company’s needs than a standard ERP. Think of cloud
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computing, mobile devices, e-mail, apps and you get the picture I am trying to paint.
If not ideology, then what? The New York Times did an article that included a puzzle. The goal of the exercise was to identify the basic rule behind a sequence of numbers by looking at the three numbers the paper said obeyed the rule and then asking the user to input three numbers of their choice to see whether those userinputted numbers obeyed the rule or not. Again, the goal was to identify the underlining rule behind the sequence. Everyone approached the problem in fundamentally the same manner. This was because of how our brains operate. To find a solution, the brain creates a hypothesis of what the solution might be and then tests the hypothesis. This is not only true for this particular problem, but almost any problem or decision faced by a human being. Remarkably, however, according to the article, 78% of the people who tried to solve the puzzle did not input a single wrong guess. Since the underlying rule of the sequence was extremely broad, most of these people got their answer wrong. At first, it may seem like there is nothing wrong with entering the correct sequence, but when the goal is to find the rule behind the sequence, it begs reason to try and test a sequence that does not obey the hypothesis created in your mind because only when you do that you can truly know whether your hypothesis is robust or not. The act of only looking for evidence that supports one’s already-made belief is known as confirmation bias and with the puzzle priming its subjects with 2, 4, 8 as its example sequence (even numbers that are double of the previous number) primed the quiz takers into creating a hypothesis that was very narrow in scope and then confirmation bias did the rest. The right answer was quite simple – each number was just bigger than the previous number in the sequence. That was the simple underlying rule, but a high percentage of people made it out to be much more complicated than that because they did not practice the right way to test
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M A N A G E M E N T | S T R AT E G I E S
A lot of smaller firms have trouble implementing the right sort of ERP that is optimised to their firm
their hypothesis. They valued being right more than increasing the likelihood of being right.
It is a system of methods and arguments, a philosophy, rather than an ideology.
Every event has likelihood
How to think the optimal way?
In its broadest sense, analysis might be defined as a process of isolating or working back to what is more fundamental by means of which something, initially taken as given, can be explained or reconstructed. Analysis, and its relatives skepticism, doubt & modeling are the cornerstones of scientific thinking. Yet, they too are narrowly shoved into an ideological label. Most firms think of analysis as something more relevant to research than production. This could not be farther from the truth. In everything you do as a business, you must evaluate all events in their likelihoods. Decisions based on fact, experience and experiment are far more robust than ones made emotionally. Increasing the likelihood of being right is far more fruitful in the long run than trying to be right every time. Not only does this robustness provide a cutting edge over competition in the long run, it dissociates the decision maker and his team from the decision being made. They rely on factual evidence to support a claim rather than personal opinions, likes and dislikes. Business is an endeavour and just like any other human endeavour, it creates a lot of data. Every single activity your business performs can be represented as a ratio, a percentage, a probability, a graph, a trend, an indicator – you name it. These methods differ from ideology as they are a bottom-up way of thinking. They value doubt, criticism, logic, empiricism, and the provisional nature of all knowledge. These methods consider each question unto itself on its own merits. They consider all of it as objectively as possible and distance themselves from emotional labels that might form an identity and serve as a filter for their thinking.
Doubting, logic, self-criticism are all states of thinking that require a high level of energy and that is why they are so difficult to sustain. Like most things though, the best way to start to do something one way is to stop doing things the other way. So, how do you stop being an ideologist? Well, the first step is to identify the bad ideological thinking. Usually, an ideology will be broad in its philosophy and lacking in operational definition. Think – Homeopathy. A more relevant example would be a person in your organisation that cries fowl and says something like “I don’t have control and therefore can’t do the things you ask me to because of the lack of control.” Unless this person has some evidence to explain his claim, he is making an ideological argument. He or she is skirting around the specifics and making broad abstract statements. On the contrary, if they adopt the bottom-up system of methods and arguments that is provisional and eternally open to revision, they will see all manner of their decisions in the company being far more fruitful in the long run than they ever imagined. They will certainly not ever complain needlessly and endlessly. You cannot stop yourself from making a belief (hypothesising) when faced with information but you can refine the way you act upon that information by subjecting your belief to the proverbial ‘acid test’ of doubt, skepticism, logic and empiricism. Always remember, Knowledge is Power, but only as long as the knowledge you gather from the information you receive is subjected to the rigors of a system of methods and arguments, rather than snuggly fitted into pre-existing ideologies. ☐
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R O U N D - TA B L E | M A N A G E M E N T
Perceiving optimal shopfloor practices Optimal shopfloor practices in addition to performance metrics mark world-class competitiveness in automotive manufacturing. The round-table shares the insights of Production Heads in terms of production flexibility, continuous improvement programmes, sustainable initiatives and training activities. In today’s competitive environment, organisations must practice good manufacturing techniques for achieving zero defects, high quality products, delivery, safety, morale and productivity. Productivity is the most important which need to be attained at the utmost level. The feature discusses an indepth know-how to achieve manufacturing excellence. Plant heads sharing the good practices of shopfloor are Dr Ravi Damodaran, President (Strategy & Technology), Varroc Group; Pravinkumar Fatangare, Plant Manager— Mechatronics, KSPG Automotive India; Jeganathan P, Vice President—Manufacturing and Logistics, WABCO India and Sunil Humnabadkar, ex-Vice President, Operations (Automotive), Avtec Ltd.
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Maria Jerin Features Writer maria.jerin@publish-industry.net
From shopfloor to top floor It is important for an organisation to focus on operational excellence models from shopfloor to top floor towards achieving the long-term goals. Commenting his thoughts on the same, Humnabadkar says, “To achieve the long term goals in manufacturing environment implementation of JIPM–TPM methodology is the most important factor which involves the engagement of lower level shopfloor workers of all types, including contractual.” Further highlighting the practices followed in his shopfloor, Jeganathan avers, “We are a TQM company, stretch goals are set and achieved through policy
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M A N A G E M E N T | R O U N D - TA B L E
“Companies implementing the right sequence of production management tools will realise the benefits of investing” Dr Ravi Damodaran, President (Strategy and Technology), Varroc Group
management. In the operational area, we have a strong conviction on TPM as a tool to make sure that the manufacturing is always available to meet customer demand with higher levels of flexibility. To run faster than the competitors, we are adapting lean as the phase 2 of TPM. The lean tools and techniques are derived from TPM and global experience. The blend of this brings us many important operational standards which helps us focus on entire operating system to sustain and move forward on achieving the stretch targets to keep us competitive. We also strongly believe that engaging talent in our initiatives will give us success.” On the other hand, Fatangare stresses that Lean Six Sigma philosophy is practiced aggressively as an operational excellence model, which is primarily based on five elements, viz. 5S, standardisation, visual management, problem solving, and employee integration. He further adds, “In our shopfloor, continuous improvement in material flow is mainly driven via Value Stream Map. Six Sigma DMAIC approach is being practiced for problem solving on various assembly and machining processes. 5S is a chosen journey to continuously have the shopfloor uplifted.” Looking at the changing market scenario, Damodaran emphasises, “The last few years of sluggishness in the industry has been an opportunity to review our operational efficiencies. We have set excellence standards in terms of manufacturing system capabilities and reliabilities to be the best in the industry by 2020. We have TPM as an operational excellence program initiated over half a decade back and have covered more than half of our India footprint so far. While most continuous improvement programs were focused on improving manufacturing systems reliability in the initial stages, the focus is now shifting to process capabilities and productivity improvement.”
Implementing right mix of automation Staying competitive in manufacturing, demands the utmost in automation. But, even at times, the best of automation and advanced technologies could fail to give ROI if the strategy or timing of automation is wrong. Agreeing on the same, Humnabadkar believes that the automation needs to be implemented wherein the direct workforce is very old and efficiency is a challenge. “However in today’s manufacturing
EM | Nov 2015
“Scrap cost & customer complaints are the key indicators for the operation performance leading to customer delight” Pravinkumar Fatangare, Plant Manager— Mechatronics, KSPG Automotive India
scenario where temporary or contracts are used for manufacturing, the automation does not justify from the ROI point of view. It has to be a right mix of manual and some LCA - low cost automation,” he further adds. Automation is best done once the manufacturing process has been converted into a lean process with minimum waste. Citing an example, Damodaran says, “If I were to give an analogy of automating the process of folding a shirt – the right time to automate it is if one has perfected a process to fold it in say two steps instead of the conventional 4 or 5 steps.” He further comments, “While automation improves cycle time and quality, for our fragmented industry with either low volume per part number or low value per part, it is critical to achieve a lean manufacturing process first, prior to automation, as this requires a minimum scale. Our industry requires inhouse lean manufacturing experts, who are empowered to drive such initiatives out of class rooms into shopfloors.” On similar lines, Jeganathan opines, “We introduce automation only where the business is demanding. Also, we believe that we should possess the automation technology instead of buying it. This helps in deciding the right amount of automation at a very low cost with higher levels of reliability. We have developed a very strong team of engineers, to understand the business needs and to design our own automation technologies. By these strategies most of our automations returns are achieved less than a year.” However, taking a different approach, Fatangare believes that consistency in quality and productivity can be sustained with the robust processes. “Automation, to the extent of avoiding human dependency on process conformance, shall enable to have reliable processes and fulfill the customer demand. Strategy of having reliable and robust processes will lead to optimal ROI” he shares.
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R O U N D - TA B L E | M A N A G E M E N T
“To run faster than the competitors, we are adapting lean as the phase 2 of TPM” Jeganathan P, Vice President—Manufacturing and Logistics, WABCO India
Selecting the right tool & technology Changing demand trends insist that smart technologies and production management systems incorporated in the shopfloors as well as in the supply chain will provide higher production flexibility, and lower production costs. Taking forward on this approach, Humnabadkar adds, “We run schemes like 1 Kaizen/person/quarter; implement the Poka Yoke for all the assembly lines since the inception/ conceptualisation of the program and use 2 bin system for Kanban and JIT. This is achieved by regulating the shop/job order through the ERP which will help both the production and stores departments to manage their work efficiently. In fact, we make the stores and line feeding system person independent by taking the advantage of the ERP.” On similar lines, Jeganathan agrees that talent engagement, Poka Yoke, Six Sigma, Kanban and Kaizen are the foundation for his company’s journey towards excellence. “Our engineers are capable of designing processes with technologies like Visions system, CNC, AGVs, navigation tracking system for logistics, etc. At the shop floor level, the operators and team leaders are engaged to improve the QCD targets using tools like Kaizen, Poka Yoke, suggestions, QC circles, Six Sigma projects, etc” he adds. Contributing to the same subject, Fatangare avers, “Quality and productivity issues are addressed with Six Sigma approach. Scrap cost and customer complaints are the key indicators for the operation performance leading to not just customer satisfaction but also determines customer delight. Poka Yoke is extensively used in various assembly and machining processes, as well as extended in packaging and logistics process. Kanban with 2 bin system triggers material feeding to assembly lines.” However, taking a different approach, Damodaran signifies that companies, who understand the sequence of implementing production management tools, will be the first to realise the benefits of investing in such tools. Citing an example, he says, “Six Sigma is not the right tool to use if the baseline process capability is 2 Sigma or less. Similarly, level scheduling is ineffective if the customer schedule adherence discipline is poor.” Sharing his company’s initiative, he further highlights, “Our factories in India have different baselines and we apply the right tools in the right sequence to progress on the operational excellence path. So we have progressed from basic
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“The major challenges faced on the shopfloor are the technology upgradation of the equipment at an apt time” Sunil Humnabadkar, ex-Vice President, Operations (Automotive), Avtec Ltd
5S, Poka Yoke, Kanban and Kaizen in most factories to achieving JIT. We are in the process of initiating usage of Six Sigma tools in our Indian factories, while our international operations are already using this as a standard practice.”
Shopfloor training initiatives It is the organisation’s response to initiate training activities to improve employee productivity as well as to support Green Manufacturing and Zero Defect Manufacturing. Adding his comments on this, Humnabadkar says, “We enhance the skill of the operator by giving dedicated training of 5 man-days/ year as well as an on job training by providing 30 minutes activity in line with the JIPM-TPM – Jishu Hosen Philosophy which supports the Green Manufacturing and Zero Defect.” On the other hand, Jeganathan believes that providing experience based safety training is mandatory to all the employees. “Fusion of TQM culture with Six Sigma culture from our global operations, helps in developing talent, process and equipment’s capable of producing ‘Zero Defect’ with a strong employee engagement. We have developed our own training centres to develop our talents in various areas. Policy deployment up to the level of first level supervisor helps in improving productivity by a ‘bottoms-up’ approach,” he says. Focussing on employee motivation, Fatangare adds, “Incentive scheme based on sales, customer complaints and absenteeism has supported to not only have motivated employees but further improve the KPIs significantly. Product development with robust process design makes the smooth product launch supporting Green Manufacturing and Zero Defect Manufacturing.” Highlighting his company’s initiative on employee training, Damodaran shares, “Some of the regular trainings we focus on in India are on TPM tools and basic
EM | Nov 2015
R O U N D - TA B L E | M A N A G E M E N T
operational areas such as inventory management, machine programming, ERP tools, instrumentation and basic problem solving. A significant number of our Kaizens and Poke Yoke are driven by reduction of energy and water in factories. Replacement of grid energy with alternate energy such as wind power and solar energy is another initiative.”
Challenges faced on shopfloors According to Humnabadkar, the major challenges faced on the shopfloor are the technology upgradation of the equipment at an apt time which results in attracting newer customers who wish to have everything world-class at an optimal cost. He recommends, “It would be better to upkeep the plant and machinery and make it more on the lines of FMS – Flexible Manufacturing System. This will help manufacturing to support the product configurations which are getting more complex in the years to come.” Addressing on the challenges faced in shopfloors, Jeganathan believes that poor discipline carried from outside environment into the shopfloor is one of the key challenges. “When we go for ‘Make in India’ with a globally acceptable quality levels, discipline in the process and behaviours are vital. Since we have little control over outside environment, continuous and consistent coaching & guiding of employees are a must,” he believes. Adding his comments on the employee motivation programme, Fatangare says, “Today’s shopfloor employees are educated and skilled with a high degree of IQ. Monotonous and repetitive tasks, without a learning journey makes them demoralised. Approach of engaging the lowest level person in the company’s vision, mission statement with a focus on individual development plan will support to motivate the people.” He further signifies the importance of change management approach. “Any change in product or process may have vital effect on product performance. Practicing robust change management, addressing the four M (Man, Machine, Material and Method) change verification and validation will support to address the potential risk of shipping the deviated products,” he adds. On similar lines, Damodaran opines, “Worker training and motivation seems to be the most important challenge for manufacturing industries like us who rely on a large contract labour force. Secondly, the lack of lean manufacturing experts
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on the shopfloor has impeded rapid penetration of production management tools. Both are driven by an impatient and unimaginative management that is not exposed to or cannot understand the impact of investing in these areas. A sustained change management initiative to transform our factory managers into believers of lean manufacturing principles would be the first big step in addressing these challenges.”
Way to smart manufacturing Global technology analysts suggest that Industry 4.0 will boost the productivity and growth in manufacturing industries. Agreeing on the same, Fatangare says, “Industry 4.0 will boost the productivity by keeping the value stream completely connected from supplier to customer. It would have real time information of performance and enable management to act quickly and speedily.” Looking on the capability of Indian manufacturing, Jeganathan emphasises, “India has full capability to leverage Industry 4.0 to become factory of the world. We have lot of talents with frugal mindset who can create smart factories with digital manufacturing. But in my view, infrastructure development will decide whether we will leverage it or not.” On similar lines, Damodaran elaborates, “There is no doubt that Industry 4.0 will certainly take productivity, capability, reliability and growth to the next level. However, our readiness as an industry is poor and we as a country have severe challenges to tackle before we can implement smart factories. Shopfloor manpower has to graduate from hand to computer skills, while IT and connectivity infrastructure have to leapfrog to space age levels, dust and cleanliness levels have to reach medical standards, machine reliabilities and process capabilities have to be at Six Sigma levels, uninterrupted power of high quality should be a must at all points in the supply chain and lastly the top organisation in the supply chain should be willing to compromise “flexibility” with discipline in processes. However, the most difficult challenge is to transform a traditionally technology shy factory owner into a believer in the need to overcome all the above challenges.” On a concluding note, Humnabadkar says, “It is good that we start talking on Industry 4.0 now, so that it can happen in the near future if perceived aggressively by the industry supported by the infrastructure.” ☐
EM | Nov 2015
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A U TO M OT I V E M A N U FA C T U R I N G | F O C U S
Changing landscape The global automotive industry has reached a stable state in a new growth cycle. The demand for vehicles is growing, triggering Asia Pacific being the fastest growing region with the biggest global potential. A read on how the new production hubs in Asia Pacific can manage the complexity of processes and products with digitalisation. According to a global auto report by Scotiabank, Asia was the biggest automotive producer from 2012 to 2014, with 31.69 million vehicles sold in 2014. As a production hub, China leads, followed by Japan and South Korea according to the Organisation Internationale des Constructeurs d’Automobiles (OICA) auto production statistics for 2014. Total production in Asia Pacific reached 46 million in 2014, accounting for more than 51% of global auto production. McKinsey & Company predicts that the next 7 years will be profitable for the industry in Asia Pacific with emerging markets driving the majority of gains with massive growth expected. The surge in domestic demand and Government initiatives supporting the manufacturing sector are key factors for the future of the automotive sector. But where
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Jizheng Zhao MarketingManager—Asia Pacific Siemens PLM Software
does that place manufacturers in Asia, when we look at the global value chains? Can automakers in Asia continue to benefit from operating in such a large consumer market in the face of increased domestic competition?
Some things never change Even at a time when consumer expectations and manufacturing processes are seeing a tremendous amount of evolution, one fact remains unchanged - automakers still need to meet the expectations of customers on two counts safety and quality. But with growing complexity, the pressure to maintain quality, while lowering costs is constantly increasing. The automaker, be it local or a multinational, is
EM | Nov 2015
F O C U S | A U TO M OT I V E M A N U FA C T U R I N G
A digital enterprise that is open and collaborative can usher in a new automotive ecosystem
expected to respond to the local market quickly, offer fuel economy and emission reductions, top level safety whilst meeting stringent regulations. For manufacturers in Asia, operating in a price sensitive market has never been more difficult than it is today. Many are struggling to maintain a good reputation for their brand and product quality. Several automakers in India and China that have already purchased existing brand and development teams from Europe or North America, are finding it challenging to manage and integrate those new resources within their systems and utilising them to their full potential.
But the rules do Major technological shifts in the automotive industry over the last few years have had a strong impact in ways that were previously unthinkable. Vehicles are no longer limited to being the core elements of the automotive industry. Given the size and potential of the automotive market, technology companies are jumping in the fray. Google’s driverless car and Tesla’s e-car are prime examples of non-traditional entities entering and catalysing the automotive industry. BYD in China and Reva in India (both leading Automotive OEM suppliers) are examples of similar game changers from our own backyard. These new players come without the common burdens or constraints that automakers have to factor in. They work on an open platform with strong capacity to integrate their success with top offerings of other industries. With this aggressive approach and malleable, quick-to-adapt
EM | Nov 2015
business model, they are rewriting the rules of production and consumption. Another critical factor affecting the manufacturing budget and strategy is the increasing requirement for a greater variety of customisation options from consumers. In an era where personalisation is at the heart of every buying decision, a significant investment such as a vehicle is a carefully considered one. With the young generation treating their vehicles as a sign of success, character and lifestyle, manufacturers have to come up with a product that can be adapted to various tastes and requirements. With electrical devices and software features being an integral part of a vehicle design, several additional costs are incurred even before the vehicle is ready to hit the market.
Survival of the most adaptable With the increase of manufacturing in Asia, we are witnessing the marketplace go beyond innovation. The key to surviving and thriving in this complex scenario is transformation. Automakers need to transform not only their materials and processes, but also the business landscape, operating model and legacy advantage that once gave them a competitive edge. This transformation can be achieved by digitalisation - a concept that entails establishing a new business operation foundation and implementing a digital process that ties all phases (ideation, realisation and utilisation) together. This digital thread that has the intelligence of the products and its lifecycle processes then
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A U TO M OT I V E M A N U FA C T U R I N G | F O C U S
A U TO M OT I V E M A N U FA C T U R I N G | F O C U S
connects to smart devices, which are part of the production facilities to interpret and react to the information. A digitalised environment is the foundation of establishing a digital enterprise that fosters product and business innovation which is necessary for providing future automakers a sustainable competitive advantage.
Realise innovation with digitalisation Digitalisation across the entire value chain can help automakers in Asia manage the complexity of processes and products in four areas: t Establishing a simple yet compelling environment that meets the unique needs of each member of the vehicles value chain including OEM and all suppliers. t Building highly intelligent digital models, which accurately reflect the real vehicles’ manufacturing environment and response to market. t Seamlessly connecting the digital and physical worlds of vehicles and production to meet quality and cost targets, when making ideas come to life. t Delivering a foundation that can evolve with new tools, technologies and business models ensuring the long term return on the automaker’s investment A digital enterprise that is open and collaborative can usher in a new automotive ecosystem, one which will include all aspects of the traditional products, services and the relationships between consumers, the vehicle and the enterprise in both virtual and physical form. With a transformative new mechanism resting on a strong foundation of the digital enterprise, there is no reason why production hubs in Asia can’t be one of the top rated centres of the world. Digitalisation is coming fast and the increasing complexity of business and technology is changing the landscape of automotive manufacturing in Asia. What appears to be a tough situation today is a golden opportunity for a brighter tomorrow. With the right tools available and waiting to be leveraged, automakers in Asia are uniquely positioned to shine on a global stage. ☐
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EM | Nov 2015
Making it Easier e-quote for Horizontal Turning Centers
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A U TO M OT I V E M A N U FA C T U R I N G | F O C U S
Manufacturing optimisation The article addresses the everyday pressures and challenges facing modern auto manufacturing plants, and outlines four key areas where manufacturers can improve productivity and reduce downtime The auto industry’s turnaround has improved the business of auto manufacturers around the world. At the same time, this sales boom is putting renewed pressure on auto manufacturing plants to produce more vehicles in more variations, with downtime and disruptions kept to an absolute minimum.
Challenges In the high velocity world of auto manufacturing, seconds matter. Finding efficiencies that help you take even seconds off a manufacturing process can ultimately lead to an additional one or two more vehicles being produced each day.
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With high production quotas and critical profits attached to each vehicle, this seemingly small improvement in daily numbers can add up in the long run to generate significant additional annual revenue. But managers seeking to optimise their operations and equipment are feeling the pressure, with more challenges than ever on the plant floor. Production has been consolidated to the point where most auto plants now produce several vehicle makes and models. In addition, vehicle refreshes are happening much more frequently to meet continually changing customer demands. This is all driving greater complexity into the plant and is requiring more frequent changeovers. Production must be
EM | Nov 2015
A U TO M OT I V E M A N U FA C T U R I N G | F O C U S
Four key areas where manufacturers can improve productivity and reduce downtime
unyielding, and plant managers are tasked with getting more out of their plants than ever before. By focusing on four key areas for optimisation on the plant floor, you can address these challenges and drive continual improvements in productivity and uptime.
Workforce Whether you are launching a new plant or adding a new vehicle on an existing line, don’t overlook worker preparedness. Auto makers too often focus on the mechanical, electrical and control issues involved in a vehicle launch, which means that worker-induced downtime issues are frequently left unchecked. With this in mind, worker preparedness should be addressed well before your launch. Ensure workers are empowered with all the knowledge sets they’ll need regarding the machines, tools, procedures and processes that they’ll be using. For a new facility launch, set baseline skills goals for workers. For a new vehicle launch on an existing line, conduct an assessment to see where skills stand today and then implement a training program that works toward your goal. Your workforce also should be equipped with the latest technologies that can help maximise their productivity. When downtime events occur, for example, plants notify workers through some form of alarm system. In most cases, lights flash and bells ring. Maintenance workers are sometimes paged, or screens may display messages. But what’s the quality of the information that you’re relaying to workers? Do they immediately know what they need to do? Or are they being left to figure it out on their own? Delivering detailed diagnostic information that is role and location based to the right people can significantly help reduce your mean time to repair. Instead of taking the time to drive to the machine,
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diagnose the problem and determine if the right spare parts are in stock, all of this information can be immediately delivered to workers when an event occurs, so they can take faster corrective action. The information can also be directly sent to workers’ tablets or smart phones using mobile technology. An electrician, for example, may receive the following information in a downtime event: t The machine location t The specific error(s) t What tools/parts are needed t Where those tools/parts are located You should also have tools in place that allow you to manage for part and software obsolescence. For instance, if a line goes down and you need a spare part, do you know that the spare part in your crib is still the right one for the machine? Or if you plug in an I/O module, do you know it will work because the software has been revised and is, therefore, compatible with the system? Proactively managing for this upfront will help prevent it from becoming an issue during a downtime event. On-site support services can help with start-ups, line commissioning, preventative maintenance and more. In many cases, support technicians and service providers no longer even need to be on-site 24/7. Just as an organisation’s IT staff can monitor systems across multiple sites from a central location, support service providers can remotely monitor your plants’ systems and machines around the clock from an off-site location safely and securely. Remote support personnel can notify you when parts or components are reaching the end of their life cycle to stay ahead of downtime events, direct your local resources to an alarmed event, remotely connect to a machine to take corrective action themselves.
EM | Nov 2015
ADDING VALUE THROUGH THE PARTS CLEANING PROCESS Dürr Ecoclean develops and markets products, systems and service solutions for technical cleaning applications. Automotive industry customers and their suppliers, as well as part and component manufacturers from the wider industrial market – from the medical and optical equipment sectors to aircraft construction – appreciate our technology and our services.
Minio 85C: the compact, low-cost industrial cleaning solution that takes up minimal space As highly effective cleaning media non-halogenated hydrocarbons allow safe and economical use of solvents for removing oils, greases and swarf between or after manufacturing processes. Both small companies, with comparatively low production capacities, and large companies, with decentralized cleaning stations benefit from the sophisticated process technology of the Minio 85C. Many different processing options are available with immersion, vapor degreasing and vacuum drying providing optimal conditions to meet the requirements expected of modern manufacturing processes in terms of quality and functionality. This small system, with a suitably sized basket, is generally performed with double filtration (flood tank – working chamber and working chamber – flood tank). The system with German engineering is locally manufactured in India.
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Always close to you – cleaning trials in Pune In order to find the right solution for your cleaning task and parts, we offer cleaning trials on a range of Dürr Ecoclean systems with different media (aqueous, hydrocarbon, polar solvents and chlorinated hydrocarbons) at our local Test Center in Pune.
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A U TO M OT I V E M A N U FA C T U R I N G | F O C U S
Your workforce also should be equipped with the latest technologies that can help maximise their productivity
Processes The very nature of modern auto manufacturing is driving a tremendous amount of complexity into your processes. It begins on the plant floor, where a flexible, demand-driven manufacturing model means your production schedule varies not only day-by-day, but minute by minute. On the business side, you’re striving to gather data from dozens, if not hundreds of systems, while also interpreting, sharing and reporting it across multiple levels. You have the daunting challenge of trying to unify these disparate processes and data to build a more cohesive and efficient operation. On the plant floor, one solution is to incorporate model predictive control (MPC) technology. This technology can compare current and predicted operational data against desired results to provide new control targets, which helps reduce process variability and inefficiencies, while also improving consistency and part quality. A paint shop serves as a good example. Also, workers can spend inordinate amounts of time gathering, assessing and presenting data from their business systems. There are also problems of inconsistent data between teams and an over reliance on a manual handling of the data, which can lead to human errors, such as the wrong parts being ordered. Automating these systems as part of a manufacturing intelligence strategy can help you automate reporting and provide you with production data, KPIs and other critical analytics in easy-to-understand dashboards. This data can also be shared through a scalable and flexible manufacturing execution system (MES), so you can integrate your plant-floor production systems with your enterprise resource planning system to optimise manufacturing across multiple facilities. Achieving a truly
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connected enterprise that can get data securely to and from machines and people – at every level, in any location and in the right context is vital.
Equipment Equipment is one of your largest capital investments and opportunities for continuous improvements throughout the manufacturing operations lifecycle. During the design phase, consider how your equipment will support flexible manufacturing. And when in full production, identify opportunities for improvements. There are several low risk improvements you can make over the lifecycle of your equipment to be more efficient and help speed overall operations. Equipment improvements can be as simple as component migration to take advantage of features and functions at the right level of the architecture to deliver better performance. You can also apply a systematic, staged migration approach, allowing you to upgrade equipment over time, thereby, reducing your upfront investment and ultimately achieving a better ROI. It is also important that you are proactive in managing product obsolescence that could result in downtime and lost productivity. This includes pinpointing any obsolescence risks and planning ahead to ensure you have access to parts, particularly for those that may be hard to find. Embedded diagnostics can help reduce unexpected machine downtime and lower your mean time to repair. Today’s machines often provide little detail as to what’s wrong or what specifically needs to be repaired. Advanced diagnostics technology is changing that, so workers can diagnose problems more quickly and know exactly what to repair. Ideally, this
EM | Nov 2015
F O C U S | A U TO M OT I V E M A N U FA C T U R I N G
technology is used for predictive diagnostics to help identify a potential problem before it becomes a downtime event. This would allow maintenance personnel to rectify issues during planned maintenance downtime. Increased machine data and advance diagnostics empowers your personnel with greater visibility into plant-floor equipment, helping to ensure they have accurate and timely data on current machine performance. This allows them to make more informed decisions on asset utilisation and can help identify production barriers to improve OEE.
Safety Safety is intrinsic to your workforce, processes and equipment. It shouldn’t, however, be viewed as a single, separate element within each of these different components. Instead, safety should be viewed holistically, across your operations. Most plant operators associate safety with
downtime. But recent research says otherwise. Best-in-class manufacturers (defined as the top 20% of aggregate performance scorers) have been able to achieve higher OEE, less unscheduled downtime and significantly lower injury rates than average performers using a common set of best practices that fall into three categories: culture (behavioural), compliance (procedural), capital (technical). From a capital standpoint, too many auto plants today are forced to shut down their machines for safety reasons when they have a problem on the line. But new technologies allow you to keep a machine running at a designated safe speed even when the safety door is open. Similarly, manufacturers increasingly are using integrated safety controllers, which allow safety and control systems to work in concert with each other, to improve machine diagnostics and help reduce downtime. � Courtesy: Rockwell Automation
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INDUSTRIAL BEARINGS | TECHNOLOGY
The true cost of bearing lubrication By eliminating lubrication systems where possible, OEMs can reduce production costs, while at the same time, make their equipment more marketable and less expensive to operate for the end users. The article highlights a lower cost, easier-to-maintain machine component that eliminates the total cost of bearing lubricants: high-performance, dry-running plastic bearings. Today, machine and equipment manufacturers are feeling more pressure than ever to reduce costs without sacrificing machine performance and this balancing act can be difficult to achieve. Original equipment manufacturers (OEMs) often overlook a simple solution that can have a positive, long-term impact on profitability for themselves and their customers: the elimination of bearing lubricant. What are the issues with bearing lubricant? According to a major ball bearing company, 54% of bearing failures are
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Matt Mowry Product Manager igus Inc
lubrication related. In a study by the Massachusetts Institute of Technology, it was estimated approximately US$240 billion is lost annually (across US industries) due to downtime and repairs to manufacturing equipment damaged by poor lubrication. Improper bearing lubrication or re-lubrication accounts for up to 40 to 50% of machine failures. By eliminating lubrication from machinery, OEMs can minimise the costs and risks associated with maintenance for the end user. At the same time, costs related to the proper disposal of oil can be
EM | Nov 2015
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INDUSTRIAL BEARINGS | TECHNOLOGY
Types of lubricant-related bearing failures
eliminated and the initial expenditure for ancillary components and processes (grease lines, grease nipples, manifolds, etc) can also be decreased.
Hidden costs of lubrication Proper lubrication delivery is critical for the operation of ball bearings, and most require continued maintenance for relubrication. The re-lubrication process typically requires scheduled machine downtime, which increases maintenance costs and causes a loss of production time. In addition, relubrication maintenance practices often fall short. While some processes are automated, the majority of re-lubrication is performed manually using a grease gun. This seemingly simple task actually involves a number of critical steps to ensure proper lubrication delivery, including correct amount of lube, the right grease gun, proper cleaning, and careful storage and handling conditions, just to name a few. In addition, it is critical to use the same grease for the entire lifespan of a bearing. The technical training division of Life Cycle Engineering conducted a study that found 80% of maintenance workers surveyed scored less than 50% when it came to the basic technical skills needed to perform their job; and bearing lubrication was noted first on their list of tasks. The main reasons re-lubrication maintenance practices fall short include lubrication not being properly or consistently administered; lubrication points not being easily accessible; maintenance personnel not being properly trained and incorrect or improper quantity of lubricant being used.
Extra costs for ancillary components Using lubricated bearings can increase manufacturing complexity and expenses. They often need to be fitted with grease zerks and manifolds, oil lines, and sometimes oil reservoirs and pumps. Not only are there extra costs associated with purchasing these components, there are also
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manufacturing costs associated with the machining and assembly of the mating parts. There are also additional parts required to protect them from contaminants. According to McNally Institute, the leading cause of bearing failure is due to contamination of the lubrication by moisture and solid particles. If as little as 0.002% water gets mixed into the lubrication system, it increases the probability of failure by 48%. Just six percent water can reduce the lifetime by 83%. Ball bearings require seals to keep oil in and unwanted water and liquids out, as well as wipers / scrapers to keep dust and debris out. Seals only last so long and do not perform well in dirty and dusty environments and can also increase friction in the application. In agricultural machinery and lawn mowers, where dust and debris are prevalent during operation, seals and wipers may require frequent replacement.
Self-lubricating plastic bearings Self-lubricating plastic bearings are made of highperformance polymers and, unlike rolling-element bearings, slide instead of roll. They consist of a base polymer, which is optimised with fibre reinforcement and solid lubricants. The fibre reinforcements increase load-carrying capabilities and wear resistance, and the solid lubricants are transferred from the bearing to the microfinish of the shaft in order to reduce friction. No external oil or grease is needed for their operation; self-lubricating bearings operate completely dry. They are an ideal solution for applications in labs and food processing machinery that require clean, oil-free operation. Plastic bearings also perform well in dirty and dusty environments since there is no oil to attract dust and dirt. They can be used on softer shafting, even anodised aluminium, which has excellent corrosion resistance and is usually less expensive and easier to machine than case-hardened material or stainless steel. Due to these advantages, self-lubricating plastic bearings do not require any extra cost of ancillary components. Other
EM | Nov 2015
INDUSTRIAL BEARINGS | TECHNOLOGY
Comparison chart between ball bearings and self-lubricating plastic plain bearings
costs not required for self-lubricating bearings are as follows: Labour: A major oil company studied the time required to manually lubricate a single grease point. The results showed manual lubrication takes an average of three minutes per point. The average machine has 20 grease points to maintain. This correlates to a total labour cost of $7300 annually for maintaining 20 grease points on one machine, every day, seven days per week. Another source claims that the average plant employs 2196 bearings and spends $60,000 in relubrication costs per year; of that $60,000, $57,000 is used for labour alone. Downtime: Improper bearing lubrication or re-lubrication accounts for up to 40 to 50% of machine failures. When a bearing fails prematurely, a number of actions may need to be taken. Replacement of the bearings, shafts, and even motors and other parts can be very costly. If the machine needs to be taken offline, expenses can potentially skyrocket. In a sixsigma lean manufacturing guide, it is estimated that the average cost for downtime is $500 per hour, and in some automotive and other high-volume production factories, downtime costs are considerably higher. In addition, unplanned downtime can cause a ripple effect that impacts a plant’s production schedule. Disposal costs: Proper disposal of lubricants by a process management company can amount to approximately 20% of the cost of annual lubricant expenditures. This means if a plant spends $50,000 per year on lubricants, they will spend approximately $10,000 in disposal costs. In addition, the cost of the lubrication itself can impact overall expenditures, as it is normally petroleum based and directly linked to the price of oil. Eliminate maintenance costs: Using high-performance, self-lubricating plastic bearings can significantly reduce maintenance costs, as well as reduce unplanned downtime due to bearing failure. OEMs that use self-lubricating plastic bearings are able to deliver a maintenance-free system that increases their end customer’s production throughput and the overall marketability of their product. In the event that a selflubricated bearing does need replacement, the replacement
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part (a small, inexpensive plastic sleeve) can be purchased for a fraction of the cost of an entire recirculating ball bearing. Lower production costs: Plastic bearings do not require the machining and other processes required to install ball bearings. They are less expensive and do not require grease fittings, lines or pumps. Plastic bearings also can be used on less expensive shafting, such as aluminium or cold-rolled steel. Some companies offer online calculators to predict bearing lifetime to ensure it is ideal for the application; this eliminates the need for testing and saves time and errors in material choice.
Field applications Not all applications are conducive for self-lubricating plastic bearings. Examples of situations in which they are not appropriate are: t Applications with high loads and high speeds—these lead to excessive frictional heat build-up and wear. t Highly cantilevered loads—since self-lubricating plastic bearings slide (unlike ball bearings that roll), linear applications with higher coefficients of friction may result in uneven movements for highly cantilevered loads or drive forces. t Extremely precise applications—plastic bearings have a higher running clearance than ball bearings, sometimes 0.025 mm to 0.055 mm, and, therefore, are not ideal for applications needing extreme precision. t Extreme temperatures—plastic bearings are not recommended for applications with long-term temperatures exceeding 250°C. Self-lubricating bearings are ideal for: t Harsh, extreme environments - dirt, dust, agriculture, outdoor equipment t Sensitive, clean environments - biotech, lab machines, medical equipment t Washdown applications - packaging, food processing t Weight-sensitive applications (aimed at reducing fuel consumption or lowering the inertia of moving parts) ☐
EM | Nov 2015
I M A G E C O U RT E S Y: Shutterstock
ENERGY MANAGEMENT | TECHNOLOGY
Maximising ROI on energy management Once an organisation has made investment in an energy management system, it is important to ensure that the system is managed in a way that maximises the company’s return on its investment. The article discusses the most common reasons for EMS system failure and recommends for the resolution of these issues through a properly executed System Management Program. One of the primary objectives of an EMS is to reduce costs through improved operational and energy efficiency. To achieve that objective, one must invest the time & resources necessary to ensure that the EMS is performing properly. System Management Programs provide an effective strategy to ensure EMS value is maximised without creating an extra ordinate drain on resources. These strategies include reconciliation of system changes by store level personnel, maintenance of long-term performance, and protection of the decisions and investments initiated on behalf of EMS programs.
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Bob Zak SVP, Facility Solutions Ecova
Challenges to achieving maximum ROI t
t
System overrides: Given that the primary focus of local site managers is to maintain store operations and comfort, overriding the system settings for temperature and lighting controls is often the quick fix to a complaint. Lack of documented standards/enforcement: Standard configurations may not be well documented or enforced; therefore, the optimal settings, staggered start times or other energy saving program parameters may not be properly configured in the EMS programming.
EM | Nov 2015
ENERGY MANAGEMENT | TECHNOLOGY
A good re-commissioning program can be of great value, particularly at those sites where EMS has not been properly maintained
t
t
t
Sensor location: Proper sensor locations within the facility can have a huge impact on the performance of EMS routines. Sensors are often found to be in less than optimal locations within facilities that are not performing efficiently. Nuisance alarms: When any of the above or other issues exist, an excessive number of nuisance alarms can occur. It is easy for site managers to become complacent and ignore these nuisance alarms. Failure to actively monitor and prioritise system alarms can result in missed opportunities to take the proper corrective action in a timely fashion, resulting in increased energy costs, unnecessarily reducing asset life, and causing other important alarms to go unmanaged. Improper maintenance: Periodic re-commissioning of the EMS is not always performed at a reasonable frequency; therefore, proper configuration settings may have been altered. Energy saving control algorithms can become out-of-date and out-of-sync with current operating standards of efficiency, or out-of-sync with actual site conditions. These all lead to a higher cost of operation.
Manage user interaction & permissions A properly commissioned EMS is designed to optimise the balance between human comfort and energy savings, but what happens when human interaction inhibits system capabilities? Consider the daily routine of onsite managers. In addition to their many daily tasks and responsibilities, they are the recipients of any facility related issues or complaints. When a building feels too warm, or too cold, they are the ones who receive a notice or call. Given the pressure to respond, these onsite managers often take it upon
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themselves to override system settings and adjust temperature controls. To avoid these costly changes from adding up, close management of user permissions and a plan to systematically restore proper settings are essential. The best practice is that site-level management significantly impacts EMS performance. It must limit access to authorised personnel only, and ensure that systems are set properly through continued monitoring and management. When manual overrides are identified, quick corrective action should be taken and system settings must be brought back to standard levels, according to business rules. Education & training of site level personnel on proper EMS management should be supported.
Prioritise system alarms A key function of an EMS is to monitor energyconsumption and notify users of potential issues as they arise via alarms. These can include simple alarms, such as a dirty filter or occupancy mode change, or more critical alarms, such as a chilled water pump failure. In any given day, a single site in the portfolio could produce 50 to 100 alarms, depending on the amount of equipment being controlled. While system alarms play a critical role in supporting quick identification of potential building and equipment issues, it is not uncommon to see EMS performance degrade as site personnel become less responsive to these alarms. Similar to the previous concern of unwanted human interaction, the inaction of site-level personnel can also degrade EMS performance. System notification alarms can be so numerous as to become unmanageable, eventually being considered nothing more than a nuisance to building managers. Excessive alarms may cause building personnel to ignore or
EM | Nov 2015
ENERGY MANAGEMENT | TECHNOLOGY
simply turn off system alarms, rather than respond to them. The best practice here is smart monitoring and documented process for alarm triage. These are essential to manage EMS alarm notifications and ensure that corrective action is taken in a timely fashion. There are varying levels of operational, financial, and efficiency impacts dependent on the severity of the alarm. It is important to develop & maintain a protocol that escalates the most critical alarms and prioritises less critical alarms that require different response time.
Pinpoint sensor location Picture a site after an extensive heating, ventilation, and air conditioning (HVAC) renovation. A new HVAC unit should be operating at peak efficiency, but a cursory review of EMS data suggests otherwise, perhaps indicating that the unit is not running at all. This leads to a costly maintenance visit, which only concludes that the HVAC unit is fully functional. If supply air is blowing directly on the sensor, it registers cold air and causes the HVAC equipment to turn off. This in turn causes a false alarm, an unnecessary truck roll, and an uncomfortable environment for building occupants. Similar instances often occur as renovations take place; sensors are knocked off a wall or repositioned to an improper location, or interference-causing equipment is installed nearby without any thought to relocation of the sensors. Best practice here is to review and verify that system sensors are placed in optimal locations, and are reflective of actual conditions being controlled. There should be regular test & maintainence of EMS sensor calibrations to ensure that integrity of sensors is not compromised and that equipment & sequences will perform as expected.
Perform periodic system backup Configuration settings and EMS program files should be backed-up at every site. The consequences of not performing backups are obvious when a failure occurs. These situations can arise when a local uninterruptible power supply (UPS) fails and the battery goes dead, or when a controller fails and previous programs are no longer accessible. The best practice is to implement a schedule for periodic backup of the configuration and program files for the EMS at every site.
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Re-commission energy management systems Improper maintenance and failure to conduct timely recommissioning can cause suboptimal operation and lead to increased maintenance costs & energy usage in comparison with similar sites. A good re-commissioning program can be of great value, particularly at those sites where EMS has not been properly maintained, users have been able to compromise the EMS settings and renovations or the addition of new system technologies have changed the building design. Re-commissioning services not only correct existing problems, but also optimise system operation, so EMS functions perform as effectively as possible according to business needs. These efforts are often cost justified based on energy savings alone. In some cases, one can apply for utility incentives to provide additional financial support. A recommission of the EMS typically includes complete audit and testing, repair & recalibration and re-programming. The best practice here is to implement a schedule of periodic EMS recommissions. This is critical to preserve the life of the system. Other benefits include improved energy efficiency, more comfortable environment with fewer occupant complaints, reduced operating costs, and an overall improvement in EMS & equipment performance.
Conclusion While compliance with the mentioned best practices standards can take a significant amount of work and resources, active management will pay for itself. At opposite ends of the spectrum, one can choose to adopt either a complete PM program or subscribe to a run-to-failure philosophy. Over the past two decades, PM programs have fallen out of favour due to resource constraints. Many companies have reduced maintenance labour due to budget cuts and instead implemented a run-to-failure philosophy. In the short term, running-to-failure can reduce maintenance costs. Often, it also leads to higher energy costs. Over the long term, equipment failures become more frequent. This, combined with higher energy costs, results in a higher total cost of operation. So, implement a cost-effective system-monitoring program inclusive of these best practices. �
EM | Nov 2015
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MACHINING | TECHNOLOGY
Need for speed The owner of CNC-Bearbeitung Jürgen Buss GmbH, a thriving subcontractor in southern Germany, is a lover of all things American, including classic cars, motorsport (especially NASCAR), and Haas machines. An application story on how the company made impressive progress with investment in several Haas CNC machines, including a UMC-750 five-axis universal machining centre. Located around 40 km north of Stuttgart, CNCBearbeitung Jürgen Buss GmbH (known locally as Buss Toolmaking) has earned its reputation as a competent and reliable partner in CNC machining and toolmaking to industries such as automotive, medical, environmental, and agriculture; the wisdom of not allowing more than 10 to 15% of turnover to be spoken for by any single customer demonstrates astute management. Indeed, this ethos is applied similarly to its machine tool investments, exploiting the industry leading, price specification ratio of Haas machines to ensure the company can compete in a highly competitive subcontract arena.
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Overseeing the company is owner and founder Jürgen Buss. Buss ended his employment with a local engineering firm at the age of 26, about 23 years ago, opting instead to use his CNC machining background to begin his own company milling plastic components that formed part of systems for chimney gas measurement. The systems were successful, and as well as had several contracts for steel components. He had the beginnings of his business, and he hasn’t looked back since.
Investment in Haas machines Buss acquired his first Haas machine in the mid-1990s as
EM | Nov 2015
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MACHINING | TECHNOLOGY
The high speed machining option works by analysing the change in vector direction, or change in angle, from one block to the next
a cost-effective, high quality alternative to the established German, Swiss, and Japanese makes prevalent in the local market at the time. Several Haas CNC lathes were acquired to run alongside four Haas CNC super mini mills. And, although the global downturn of 2009 meant the company had to restructure and sell some of its capacity, the revival of the economy at the turn of the decade soon saw Buss back on the Haas investment trail. “The latest arrival is a Haas VM-6 vertical mouldmaking machine,” he says, “which joins a VF-2 vertical machining centre, a VF-2SS super-speed vertical machining centre, a DT-1 drill/tap centre, and a UMC-750 five-axis universal machining centre that was installed in January 2014. The Haas machines, which run for 10 to 12 hours a day, process all kinds of materials, ranging from plastics and aluminium castings, through brass and steel, to stainless steel and hard alloys. Batch sizes are anything up to 1000-off.” Buss admits he has a soft spot for American engineering. He owns a Ford Mustang and a Jeep, as well as the obligatory Harley Davidson. Of course, he has already visited the Haas factory in Southern California to see where his machines are designed and built.
Modular machine tool system “The story of Haas is very interesting,” he says. “The company’s history was explained to me, and I have total admiration for what Gene Haas and his colleagues have achieved. The idea of creating a virtually modular machine tool system based on low cost, but high quality was a
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masterstroke. The success of the machines is mirrored by the success of the company’s NASCAR team, Stewart-Haas Racing. In fact, NASCAR racing was definitely a highlight of the trip; a unique experience. Utter madness! The whole world is now curious to see if this success can be replicated in Formula One.” Buss’s love of racing is repeated in his machine shop. As well as mounting several vises on each machine to give high throughput – the UMC-750 houses a pair of vises, the VM-6 has three vises, while the DT-1 has four – the high speed machining option in the Haas control also features on every machine. The high speed machining option works by analysing the change in vector direction, or change in angle, from one block to the next. When the change in vector direction is very small, as with code produced by using a small cut tolerance value, the control can interpolate the motion at a higher feedrate than when the change in vector direction is greater. Impressively, the Haas high speed machining option can process at a speed of up to 1000 blocks per second – that’s one block every one-thousandth of a second! Today, the ISO9001 accredited company run by Buss has customers as far away as 100 km, securing new contracts largely through recommendation. Buss concludes, “Put simply, the speed and precision of Haas CNC machine tools – tolerances are often in the realm of 0.005 to 0.01 mm – have made our company the envy of the German subcontract machining industry.” ☐ Courtesy: Haas Automation
EM | Nov 2015
MACHINING | TECHNOLOGY
Winning at titanium machining Whether profiling on large gantry machines or milling on smaller machining centres, processing tough material like titanium is a constant challenge. An application story on how machine builder Fives Cincinnati finds Kennametal’s KM4X™ spindle connection, a key to achieve new levels of metal removal on industry-leading ‘super-profilers’. What does production superiority mean to aircraft manufacturers? In a word: billions. In the land of the giants, US-based Boeing beat European rival Airbus in net new orders and deliveries in the first quarter of 2015. While the first quarter is the traditionally slow quarter for new orders, it’s deliveries that generate the most revenue, and Boeing handed over a record number of jets for the period. For manufacturers of all sizes and types of aircraft, and their entire supply chain of components and parts suppliers working in difficult-to-machine materials, production delays can mean order cancellations, and cancellations can mean shifts to better-equipped builders. One technology provider that knows this better than most
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is Fives Cincinnati, whose Hebron, KY, plant produces Cincinnati machining centres, composites fibre-placement systems, and multi-spindle Cincinnati profilers. With over 650 profilers in the field all over the world, there isn’t a commercial aircraft flying that hasn’t been touched by a Cincinnati profiler, the company says. Available in three- and five-spindle gantry configurations, the latest-generation of these powerful giants, the Cincinnati XTi Profiler, is impressive on many scales. Designed for manufacturers that process multiple materials, 7000 rpm spindles can cut aluminium and steel and high-torque (2523 Nm) spindles are available for processing titanium and other hard alloys. Called ‘the only multi-spindle platform
EM | Nov 2015
TECHNOLOGY | MACHINING
TECHNOLOGY | MACHINING
available for titanium roughing,’ company literature states the XT sets the MRR (metal-removal rate) record for machining titanium at more than 100 cubic inches per minute. These massive machines, with 4267 mm of X-axis travel (expandable in increments of 3658 mm), 3683 mm in Y, and 711 mm in Z, now are setting new records with optional KM4X100 spindle connections from Kennametal.
From weakest link to strongest feature Whether profiling on large gantry machines or milling on smaller machining centres, processing tough material like titanium is a constant challenge. Machining hard alloys while adding the pressure of improving production efficiencies means maximising metal removal in the face of low cutting speeds and significant cutting forces. Machine tool builders like Fives have responded with specialty milling and profiling centres that feature improved stiffness and damping on spindles and sizable machine structures, all to minimise undesirable vibrations that deteriorate part quality, throughput, and tool life. Although these advances have added to greater productivity, the weakest point historically has been the spindle connection. The tool-spindle connection, the ‘handshake’ between the machine tool and the cutting tool, determines how much material the machine can remove on a given operation. This is because this interface must withstand high loads and yet maintain its rigidity until tool deflection is too high or the onset of chatter is reached. Spindles may be able to transmit a considerable amount of torque, but cutting forces also generate bending moments that will exceed the interface’s limits prior to reaching torque limits. This becomes obvious in end-milling applications, where projection lengths are typically greater – the limiting factor is the spindle interface’s bending capacity. As an example, an indexable helical cutter with 250 mm (9.84 in) projection from spindle face, 80 mm (3.15 in) in diameter generates 4620 Nm (3407.5 ft lbs) of bending moment and less than 900 Nm (663.8 ft lbs) of torque when removing 360 cm3/min of Ti6Al4V at RDOC of 12.7 mm and an ADOC of 63.5 mm. By combining high clamping force and optimised interference levels, Kennametal’s next-generation spindle connection KM4X provides a robust connection, extremely high stiffness, and bending load capacity. For titanium processors, this means greatly improved performance in machining high-strength alloys and other materials, enabling extremely high metal removal rates and more completed parts per day.
EM | Nov 2015
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MACHINING | TECHNOLOGY
The Fives Cincinnati XT profiler with five spindles for titanium milling
Adds more to machine design
Achieving greater efficiency
Together with Mike Malott, Senior Account Manager, Kennametal, and Robert Snodgrass, Applications Engineer, Fives Cincinnati, began evaluating KM4X approximately four years ago. “The engineering is impressive – it definitely allowed us to start thinking that there’s more to machine design, that a stiffer spindle helps meet customer demand for more effective metal cutting and increased throughput” adds Snodgrass. “Remember, typical aero structure components start out as forgings with much of the material being removed to achieve finished part specifications,” says Mark Huston, Vice President, Kennametal. “The ‘buy-to-fly’ ratio – the weight you buy in raw material vs the weight that flies in finished form can be 4:1, 8:1 or more depending on the component.” First-generation Cincinnati profilers achieved an MRR of four cubic inches per minute in titanium, due to machine structure and tool-spindle connection limitations. With the XT-generation of Cincinnati profilers and face-contact HSK 125 spindle connections, the MRR increased to 50 cubic inches per minute. With the KM4X100, the MRR doubled to 100 cubic inches per minute. “Even at a 100 cubic inches per minute, our benchmark testing for the XT profilers using the KM4X were well below the machine’s theoretical limits for bending moment resistance,” Snodgrass adds. He noted that previous-generation tests employed large CAT60-taper toolholders that, when compared to 50-taper versions are like driving a tank versus an SUV. The KM4X achieved double the metal removal rates versus the 60-taper toolholder. Compared to CAT50, HSK100, or KM4X100 the CAT60 is almost twice the weight.
“This changes spindle and machine design a tonne,” says Ken Wichman, Product Manager, Fives Cincinnati. “Many gantry machines have manual tool exchange even though automatic tool exchange/storage is available. The enhanced bending moment resistance of the KM4X allows lighter tooling when compared to a CAT or HSK tool with an equivalent bending moment resistance. Ergonomically, this is a huge benefit to the operator. For customer’s choosing automatic tool exchange/storage, the smaller KM4X can accommodate more tools in a given footprint.” “We pride ourselves in keeping customers productive,” adds Mark Logan, Vice President, Fives Cincinnati. “Not only is a more powerful spindle connection like KM4X changing new machine design, it also can be a significant boost for existing machines in the field. This gives us the chance to offer a notable upgrade in retrofits while still pushing the limits on profiler models to come.” “The industry needs to set new standards for producing titanium parts at the lowest cost per piece, and the XT Profiler provides that capability and more,” says Chip Storie, Executive Vice President, Fives Cincinnati. “With a massive cross-rail, robust spindle design, dedicated foundation, and high-pressure coolant system, we expect to exceed 100 cubic inches per minute metal removal. This is going to change the way the industry approaches titanium machining.” ☐
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Courtesy: Kennametal
EM | Nov 2015
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WORKHOLDING & FIXTURES | TECHNOLOGY
Clamping devices take charge in machine shop Rather than using conventional clamping devices, a modular system is the need of the hour. An application story on how Hainbuch’s modular clamping system help Mori Seiki NZ 2000 machines offering several adaptation possibilities for automation with right tools. With a converted Mori Seiki NZ 2000 machine, HeBa Fertigungstechnik was reliant on an all-round, no-hassle clamping device. 3-jaw chucks were too big, and they could not be called set-up friendly. So, a different system was required that would be smaller, more flexible, and easier to set-up. The company ended up with the modular system and the many adaptation possibilities offered by Hainbuch. Jürgen Balting, CEO, HeBa, is extremely pleased and meanwhile has converted the complete shop to Hainbuch clamping devices.
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Jürgen Balting, Plant Manager at Paul Henkel, says, “If you have a leased car and then you are asked if you want to buy, i.e. own, the car, then you know whether it had problems in the last three years and whether it would be worthwhile to take it over.” This was the starting signal for the new beginning. However, the company did need to be turned completely inside out and adapted to the requirements of the market. Balting progressively invested in new machines, new clamping devices, and new employees. Today, the firm has approximately 20
EM | Nov 2015
WORKHOLDING & FIXTURES | TECHNOLOGY
With its modular system and the many adaptations, Hainbuch has succeeded in getting into the machine rooms of HeBa
employees and a manageable, ultra-modern machine shop, By summer 2011, the machine was equipped with the size consisting of eight turning centres and three machining centres. 100 hexagon Toplus collet style chuck on the main spindle For a small manufacturer, this level of automation is extremely and sub spindle, so that manufacturing could immediately important, to counter high employment costs and to remain take full advantage of the Toplus chuck, the Mando Adapt flexible. It requires the right tools and clamping devices. [mandrel] adaptations, as well as the clamping heads were purchased at the same time. For Balting, set-up with the clamping heads is easier than it was with the jaws. “Even if Exploring various possibilities the jaws are cleanly serrated, you always have to re-machine Jürgen Balting ordered his first new machine in 2010, a when you remount the top jaws. And then, we also no longer Mori Seiki NZ 2000 DL T2, and had it specified to be totally had any problems with the interference contour, because the flexible. A fully automated machine that can do everything, Toplus chuck has a far smaller profile than the large 3-jaw bar work, or robot loaded, in short a “jack of all trades”. The chuck. The only short coming with the clamping heads was two spindles on the machine can work autonomously. This that we could only clamp to diameter 100 mm, and we also means that spindle one can make parts that are completely had larger parts,” he opined. different than the parts made by spindle two; however, the We were also able to solve this problem with the jaw two spindles can also work together. The machine is adapter, so there was no longer anything stopping us from programmed, so that it can be quickly switched over unmanned machining. All machining steps, from milling depending on capacity and the part required. In April 2011, the contour, inserting transverse bores, diagonal bores, the machine was delivered, and due to the 80 large capacity to inner and outer turning and turning outer contours, on the main spindle, the company specified a 3-jaw chuck. the full program, was now possible without major However, when the firm went into production, it turned workholding changes. out that the chucks were not ideal. “The chuck was too big for a lot of the tooling. Also set-up was difficult and time Achieving large throughput consuming,” according to Balting. The most important thing All difficulties were eradicated with the Hainbuch was that it was accurate and provided various adaptation possibilities. Also, there was not enough room in the machine clamping devices. The set-up time was significantly reduced, to get a crane in. “So, we ended up at Hainbuch with its the interference contour was improved, and large throughput modular system and the different adaptations. The advantages was achieved. Also, short-notice program changes are no were clear: clamping from outside, inside or in front of the longer a problem, thanks to the modular system, as changing chuck with the modular system elements, fast set-up, and from OD clamping to ID clamping is quick and simple. In easy handling. No other clamping device manufacturer had addition, there is less scrap and the quality of the parts has improved. This was another challenge for the clamping device, this amount of possibilities”, explained Balting.
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EM | Nov 2015
WORKHOLDING & FIXTURES | TECHNOLOGY
because of different swarf from different material, from short chips, to stringy birds nest swarf. But, the clamping devices from Hainbuch also mastered this challenge. Balting added, “You can have the best machine and the best tools, however, if you have a bad clamping device, you can’t run. With the Mori machine, we had a top machine and the tools on it were not bad either, the 3-jaw chuck was the only issue. Now everything runs smoothly.”
Next generation – jaw module The jaw adapter combined with the Toplus chuck has performed well for a long time, and was actually good enough. But when the new jaw module came out in 2013, it was clear, the jaw adapter would be superceeded. Why? The jaw module had crucial advantages a larger stroke, larger clamping range, clean radial clamping, hard jaws and standard serrations. With the old jaw adapter, there were no standard jaws. The new jaw module can also be more easily set-up. “We were happy that the next generation jaw module came on the market, thus, we could firmly run against it”, reported Balting. From now on, the Toplus chuck with the jaw adapter is on the main spindle, and the Toplus chuck with Mando Adapt is all that is required.
Other clamping devices out of the running As Balting was absolutely happy with the Hainbuch clamping devices, and the service and support were handled in an outstanding manner, in 2012, all machines with bar work were successively equipped with size 65 Toplus chucks. Now, he saves 25 minutes set-up time, when swapping out a clamping head, and running-in the machine again goes real fast, five minutes maximum. The newly ordered Mori Seki NLX machine will also be fitted with a Toplus chuck size 100 on the main spindle and sub spindle. There is even a Toplus carbon on one machine. However, this was purely coincidental. Hainbuch was having a promotion offering the carbon chuck at the same price as the steel chuck. Since all adaptations also fit here, the company thought, why not. All the Hainbuch chucks are pull-back chucks; there is not a single dead length chuck. This is because Balting wants to use the complete modular system on each spindle and this only functions with the pull-back effect. With dead length, this is only possible under certain conditions. ☐ Courtesy: Hainbuch
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EM | Nov 2015
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M A I N T E N A N C E & M O N I TO R I N G | T E C H N O L O G Y
Adopting proactive work culture One of the major problems faced by majority of the process and manufacturing industry in India is repeated plant and equipment failures. To eliminate such problems, the article outlines the Indian perspective of maintenance planning & scheduling, and suggests proactive work culture with continuous reduction in asset failures. In India, maintenance personnel are invariably seen involved in fire-fighting most of the time. Frequent machine breakdowns result in loss of production, quality issues, increase in maintenance costs, loss of customers and higher safety incidents. Reactive maintenance takes precedence over proactive maintenance. As a result, health of the assets continues to deteriorate with no signs of revival. A simple yet most efficient, cost-effective and time tested approach to eliminate such problems would be to follow maintenance planning and scheduling. Unfortunately, a very
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Deelip Prabhudesai Asset Management Consultant dprabhudesai@maintcons.in
high percentage of the companies in India, including the multinationals, haven’t yet realised the importance of this simple methodology. Many of such companies still believe that they are following worldclass reliability and yet continue to operate in a reactive mode. While, a few have managed to introduce planning and scheduling in their plants, the quality of the process followed is far from satisfactory. In fact, the concept of planning has been grossly misunderstood. What is being practised by most of such companies in reality is more of scheduling, rather than any planning.
EM | Nov 2015
T E C H N O L O G Y | M A I N T E N A N C E & M O N I TO R I N G
Planning and scheduling Maintenance planning and scheduling is the process of identifying, prioritising and organising work so that it can be executed in the most efficient manner. The principle revolves around getting the right people with the right tools, spares, services and information at the right place at the right time so as to execute the work the right way. The term ‘planning’ deals with what is to be done, how it is to be done and where is to be done. It involves detailed analysis of the work to be performed, the sequence of tasks involved, methods to implement these tasks, drawings & schematics; resource requirements which include craft, size of the crew, labour hours, tools, spares, materials, supporting equipment etc; permits, safety & statutory requirements, etc. Scheduling is who will do the work and when. It is the documented allocation of resources for each of the jobs to be performed on the specific dates/time finalised in close agreement with operations and materials department. Once put in place, effective planning and scheduling process ensures that all the maintenance work except emergency jobs is properly planned, scheduled and coordinated well in advanced, to facilitate quality execution. Planner plays a critical role in the overall process of planning and scheduling. Hence, the planner needs to be qualified, competent and proactive with adequate practical maintenance knowledge & expertise in his domain. He must be proactive, possess good communication skills and be able to maintain good working relationship with all the stakeholders. As a thumb rule, an experienced planner can plan work for 15 to 20 crafts. However, for planning to be successful, it is necessary
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to ensure that the planner is not assigned directly to the line organisation or be involved in emergency jobs nor used as a material expeditor or a reliever supervisor.
Work management process One of the immediate benefits of implementation of maintenance planning and scheduling is ‘wrench Advt
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M A I N T E N A N C E & M O N I TO R I N G | T E C H N O L O G Y
Maintenance planning and scheduling is the process of identifying, prioritising and organising work so that it can be executed in the most efficient manner
time’ improvement. Wrench time is defined as the actual time spent by a workman doing value added work. The worldclass standard for wrench time is 60% to 62%. Unfortunately this figure is dismal and often observed to be as low as 22% to 32% as far as most of the companies in India are concerned. It is easy to find a lot of time of the maintenance crew being lost in travelling, waiting and searching spares, tools, materials, permits, services, etc. Hence, even a half hour job takes more than an hour or two at times. By following planned maintenance, the wrench gets increased well over 50% to 100% within a span of 6 to 12 months. With increased wrench time, the maintenance execution team is able to carry out all the necessary corrective, predictive, preventive, modifications, safety, etc work in time as required. Consequently, there is a momentum shift from reactive to proactive work culture with continuous reduction in asset failures. As a thumb rule, emergency maintenance work is known to cost 3 to 5 times the planned work while unplanned work costs 1.5 to 2 times the planned work. However, the benefits of maintenance planning and scheduling are much more than mere cost savings. Some of the major benefits of maintenance planning and scheduling are: t Reduced asset downtime t Reduced manpower requirements t Reduction in overtime t Reduced spares and material inventories t Improved asset integrity t Improved plant safety
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t t t t
Improved maintenance and repair quality Improved employee moral Improved work relations between departments Improved work life balance
Recommendation It is strongly recommended that the leadership of companies in India having their plants operating in a reactive mode adopt the methodology of maintenance and scheduling. An easy step in this direction would be to appoint the most technically skilled and able maintenance supervisor or craftsman as a planner. Provide him all the necessary support and training to enable him to take on his new responsibilities. Ensure that he is not drawn into day-to-day maintenance work, but plans for future, have weekly maintenance schedules published after proper planning of all the jobs; involve operations in compiling and finalising the weekly maintenance schedule, formulate & monitor KPIs to measure performance and above all, try to ensure that the people at various levels and disciplines in the organisation understand and follow the seven steps of World Class Maintenance Work Management Process. By following the concept of maintenance planning and scheduling, companies in India, be it oil & gas, mining, chemicals, power, cement, sugar or pharmaceuticals sector can reap rich dividends within a short time span, without any significant additional investment. �
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I N D U S T R I A L PA R T S C L E A N I N G | A P P L I C AT I O N
Optimal utilisation of resources For component manufacturers serving the automotive sector, parts cleaning is essential. The cleaning of heavy engine parts such as cylinder blocks and heads is a critical and important step within this field. The article discusses how Durr Ecoclean’s 178W KVI has helped to clean parts with complex geometries. On one hand, the cleaning process has to be effective as far as the removal of grease, oils, rust and any other form of contamination is concerned. On the other hand, the system has to be efficient in throughput, energy and resource consumption, reducing cleaning costs per unit, while achieving the desired high cleaning quality. A manufacturer of components for engine blocks and heads in India facing several challenges within its cleaning process has successfully introduced two new 178W KVI cleaning systems from Durr Ecoclean to meet the rising industry demands.
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The plant in India is mainly engaged in the production of components for engine blocks and heads. Component cleaning is a very critical step in production since even tiny contaminations may lead to component and performance failures and, therefore, may result in recalls and heavy warranty costs. Each day around 500 parts are washed. When the Indian manufacturer looked to invest into a new cleaning system, several challenges were to be met. On demand was a fullyautomated and compact system for the final cleaning of cylinder blocks and heads, achieving better cleaning results at
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A P P L I C AT I O N | I N D U S T R I A L PA R T S C L E A N I N G
Since the manufacturer has been dealing with a heavy chip load requiring filter changes every shift, the machine is additionally equipped with EcoCFas filters
shorter cycle times. Besides, the new machine was required to have a smaller footprint compared to the existing machine installed to save shop floor space.
Reduced cycle times at high cleanliness requirements For four and six cylinder blocks contaminations, such as burs from the previous honing process need to be reliably removed. Six cylinder heads are contaminated with residues from processes such as machining, drilling and tapping. For the different components, high cleanliness requirements between 2.6 and 30 mg were to be met. Yet, the manufacturer intended to achieve shorter cycle times with the installation of a new cleaning system. “We asked for a cycle time of 270 seconds per part in the first cleaning phase and 154 seconds in the second”, explained the plant manager of the Indian manufacturer. In order to meet the customer’s needs, Durr Ecoclean installed a 178W KVI with an external vacuum drying unit for the first cleaning phase. An additional 178W KVI machine was added in order to reach the cycle time requirement of 154 seconds per part for the second cleaning phase.
Designed for individual specifications The company’s 178W KVI machine is equipped with a
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combination of technologies for injection flood washing (IFW), blow drying and vacuum drying in a single chamber by default. It is especially suitable to clean parts with complex geometries. Both the outer side as well as difficult-to-reach inner holes and cavities within the parts are thoroughly cleaned. To meet the specific requirements of the Indian manufacturer, the machines are equipped with media tanks. In order to ensure a reliable removal of particles and chips as well as fluid residues from previous processes, the machine’s working chamber features special devices for spray cleaning, injection flood washing (IFW) and dedicated flushing. The sturdy gyrowheel designed movement, which is programmed with feedback encoders ensures optimal cleaning results for the respective parts. These are dried quickly and effectively using air blow-off drying. For reduced cycle times and to achieve a higher throughput, an external vacuum drying unit is installed ensuring a 100% drying of the parts. The vacuum drying process reduces the risk of parts rusting due to moisture inside the components. Since the manufacturer has been dealing with a heavy chip load requiring filter changes every shift, the machine is additionally equipped with EcoCFas filters. It provides fully automatic back rinsing filters and reliably operates, even under harsh conditions at a minimum grade of filtration. An integrated cyclone pre-separator ensures that even large splinters do not unnecessarily burden the downstream filter elements.
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I N D U S T R I A L PA R T S C L E A N I N G | A P P L I C AT I O N
A loading and unloading conveyor operated with a minimum of manual work and maintenance helps to reduce per unit costs for the cleaning process and to increase the machine’s availability.
Fully integrated in production line Before the decision of investing into the new systems, the manufacturer has conducted cleaning trials with originally contaminated parts at the company’s test centre. The harsh production conditions were simulated to define the required cleaning process and equipment meeting the customer’s specifications. The plant manager especially appreciated the service and installation support saying, “The systems were integrated into the production line like plug and play machines,
all the ground work was done smoothly and beforehand.” “In the first three years of installation, the Durr machines have significantly helped in cost savings”, concluded the plant manager. The machines take up less shop floor space. With the single-chamber operation the energy consumption is lower compared to a multi-chamber system. In comparison to the previously used cleaning system, water consumption was significantly lowered. Besides, the machine tank is smaller and, therefore, energy consumption for heating is reduced. The 178W KVI machine is easy to operate and user-friendly. Vacuum drying ensures that the parts are 100% dry, even though, they have complex geometries. “A higher availability of the machines is another factor contributing in cost saving”, said the plant head. ☐ Courtesy: Dürr Ecoclean
Advt
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I m a g e C o u r t e s y : IMTMA
EVENT | REPORT
Focussing on the north & west markets Organised by Indian Machine Tool Manufacturers’ Association, the Delhi Machine Tool Expo (DMTE) & Ahmedabad Machine Tool Expo (AMTE) at Delhi and Ahmedabad respectively concluded on a positive note. Both the exhibitions witnessed a varied display of state-of-the-art technologies, primarily focusing on manufacturing solutions across various industry verticals. A post-event report‌ Both Delhi Machine Tool Expo & Ahmedabad Machine Tool Expo experienced a wide display of state-of-the-art technologies, primarily focusing on manufacturing solutions from the industries located in the north and west India respectively. The shows had presence of industry delegations representing various sectors such as textile machinery, pharmaceutical machinery, petro-chemical engineering, agriculture implements, auto engineering, mining equipments, etc.
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Delhi Machine Tool Expo Held on August 20-23, 2015, the exhibition witnessed a footfall of over 13,000 visitors. It viewed 220 exhibitors displaying over 200 machines from 9 countries, with group participation from 3 countries spread across 4 exhibition halls. Dealer enquiries were solicited, trade leads were generated amidst a lot of learning, information sharing in a business environment, thus, culminating into a heightened
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“The show gave an opportunity for visitors to meet the small & medium enterprises” L Krishnan, President, IMTMA
euphoria for the gathered manufacturing industry. About 180 Indian and 40 overseas exhibitors displayed their technology solutions at the exhibition. Overseas exhibitors were represented from China, Germany, Italy, Japan, Korea, Taiwan, UK and USA. The machines and accessories on display focused on key industries such as aerospace, defence, railways, automotive and auto components, medical engineering, construction equipment, IT and electronics, etc. Achieving new heights: More than 40 industry delegations representing various industry sectors such as automobile, aerospace, defence, electrical & electronics, etc were present. Trade delegations from HAL, Indian Railways, Hero Motors, Tata Motors, Bajaj Auto, Maruti Suzuki, Honda Cars and Scooters, Harley Davidson, Shriram Pistons, Havells India, Kalyani Forge and various other industry chambers and associations came in large groups to the show. Speaking on his expectations from the exhibition, Ramesh Suri, President, ACMA & Chairman, Subros Limited, said, “The auto component industry is slated to take a quantum of leap from USD 38.5 billion in 2014-15 to around USD 100 billion by 2020. To enable such growth requires a strong and consistent support from the machine tool manufacturers. Regional shows like this will help auto component manufacturers to achieve new heights.”
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Elaborating on the importance of the show from a regional perspective, L Krishnan, President, IMTMA, shared, “North India has major engineering and machine tool hubs in India. Manufacturers for long had been looking for a common platform. This exhibition has provided us with the best platform to focus on manufacturing technologies in northern states of India like Haryana, Punjab, Uttar Pradesh, Himachal Pradesh, Rajasthan, Uttarakhand and Jammu & Kashmir.” Speaking on the occasion, V Anbu, Director General, IMTMA, said, “The success of first edition of Delhi Machine Tool Expo has opened avenues for penetrating into the regional markets, to enhance the manufacturing capabilities of various industry sectors and we see a huge potential for this show to grow in the future editions.” Platform for promising business: As per international exhibitors, it was a promising exhibition. “We were looking for avenues to penetrate into the markets in north India. The event has enabled us to follow the requirements of the northern regional market. We met with several local industrial giants. Our interactions with them have been fruitful. We will carry forward the relationship that has been established and are looking forward for entering into tie-ups with regional manufacturers based in north India,” said one of the exhibitors. Also, the bureau of foreign trade had organised an
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EVENT | REPORT
“There is a sizeable demand emerging in west India as a result of the foreseen growth in the manufacturing industry” V Anbu, Director General, IMTMA
event—‘Taiwan machine tools speed up a better India’, implemented by Taiwan External Trade Development Council (TAITRA). Here, Taiwanese companies like Tongtai Machine & Tool Co Ltd, She Hong Industrial Co Ltd, Chien Wei Precise Technology Co Ltd, MEGA Machine Co Ltd and Fair Friend Enterprise Co Ltd launched their products.
Ahmedabad Machine Tool Expo Held on August 24-27, 2015, the exhibition witnessed a footfall of around 9, 000 visitors. Fervent business activities transpired at the expo post-inauguration. Trade leads were generated amidst a lot of learning and information sharing in a business environment and, thus, culminating into a heightened euphoria for the industry. The show had the presence of industry delegations representing various sectors such as textile machinery, pharmaceutical machinery, petrochemical engineering, agriculture implements, auto engineering, mining equipments, etc. Creating business avenues: Elaborating on the importance of the show from a regional perspective, L Krishnan, President, IMTMA, shared, “The show gave an opportunity for visitors to meet the small & medium enterprises, who are the original equipment manufacturers and their sub suppliers. It also opened avenues to penetrate niche industry sectors as well as the untapped regional market.” Adding his thoughts on the same, V Anbu, Director General, IMTMA, said, “There is a sizeable demand emerging in west India as a result of the foreseen growth in the manufacturing industry. The exhibition has shaped up
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to be an ideal platform to initiate business in the region.” As per the exhibitors at the show, the understanding generated, will serve as the basis for solid industrial development in India and simultaneously strengthen the companies’ business, while expanding their network to a larger scale platform. Few others believed that they were quite happy to see & interact with the machine tool manufacturers. Many of them felt that the exhibitors had impressive & innovative displays and they were able to come across good innovations at various stalls. As such, the event was ideal to locate new technologies and quality suppliers. Exhibitors expressed that visitors were ready for investing on high-end technology, which is a positive indicator.
End note The first edition of both the exhibitions has witnessed a phenomenal success. The strong presence of business visitors and policymakers from India has made it a truly a major event in the region. The expos have undoubtedly mirrored the positive sentiments of the industry as evident from the number of positive enquiries generated and volume of orders received by the participating exhibitors. Being well received from both exhibitors and visitors, the shows provided a platform for the manufacturing industry to upgrade & improve productivity and quality requirements and demonstrate solutions to manufacturing industries, especially small & medium enterprise industries. ☐ Courtesy: IMTMA
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EVENT | REPORT
Leverage technology for product excellence The recently concluded technology seminar organised by DesignTech Systems in Pune showcased all the latest technologies in product design, development and manufacturing to the engineering industry. A post-event report‌ DesignTech Systems, a leading CAD/CAM/CAE, PLM and Additive Manufacturing solutions and technologies provider in India, organised a one day technology seminar on October 28, 2015 in Pune, to showcase the latest technologies in product design, development and manufacturing. This full day event saw a congregation of some of the big names in the engineering industry, along with an encouraging participation from the SMEs, which make for the backbone of engineering and manufacturing industry in Pune. While presenting his welcome note on the occasion, Vikas Khanvelkar, Managing Director, DesignTech Systems,
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expressed his views stating, “I am extremely overwhelmed to see such a fantastic response to this event. It makes me happy to see the enthusiasm among the engineering industry to learn about, understand the advantages, and consider adopting new and advanced technologies to add more value to their engineering initiatives. Pune has always been at the centre of engineering industry in India. Being an engineering hub, industry here should be among the first to adopt new technologies that will enhance their quality of productivity, augment efficiency of processes and improve the overall performance of product making them more competitive and
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bringing them at par with the global standards of engineering and manufacturing excellence.”
Leveraging technology Underlining the event’s theme ‘Leverage Technology for Product Excellence’, Khanvelkar further emphasises, “Through this seminar, we are showcasing the advanced technologies from the world leaders such as Siemens Industry Software, Altair Engineering, Stratasys & SLM to demonstrate how you can leverage these technologies to attain maximum efficiency, and excellent product quality in minimum time & costs. We attempt to make industry aware of the latest trends and technologies in the product design, development and manufacturing arena. These technologies together can make for a robust R&D set-up and will help companies achieve their desired goals of product quality, time and cost efficiency, optimisation of resources and funds, and of overall productivity of their department.” Sanjay Daga, President – Operations, DesignTech Systems, exclaimed, ‘‘Besides promoting cutting-edge technologies, we have always been a customer oriented company, determined to provide seamless customer service, training and support, thereby, making every dealing with the customer a delightful experience for them. The customer case studies being presented at this forum are a testimony to our service to them. We are thrilled and extremely grateful to all the customers who very readily and willingly agreed to present their technology usage and DesignTech support experience on this big platform.”
Highlights Being strategic business partners with world leaders such as Siemens PLM for their product design and PLM software solutions, Altair Engineering for their CAE suite of solutions, Stratasys for their Additive Manufacturing machines, and SLM for their metal 3D printers, DesignTech showcased technologies at every stage of product lifecycle starting from concept development, 3D modeling and validation, product design analysis and simulation, rapid prototyping, alternative
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production technologies, through to PLM for managing and optimising the entire product design and development data and processes. Several presentations were conducted by DesignTech professionals that share insights into Siemens’ NX synchronous technology & Teamcenter PLM, Stratasys’ Fused Deposition Modeling (FDM), Altair’s Hyperworks CAE suite and metal 3D printing with SLM. Various case studies presented by the customers also added more insight into the use, applications and benefits of these technologies and the value they add to the company’s engineering and product development initiatives. They also illustrated the customer support being extended by DesignTech, which helped them implement and use these technologies to the very best, thus, enabling them to derive highest return on their investments. Hemant Jere, Head, Design & Development, Supreme Industries, a recognised name in plastic product manufacturing, and a customer of Stratasys 3D printer, shared their experience of how Stratasys 3D printer helped them develop better products. Prakash Khot, Manager, Product Design and Suraj Kolte, Engineer Product Design, Kalyani Maxion Wheels, a leading player in wheels manufacturing and a supplier for many big OEMs and car companies, presented a case study on Altair CAE suites of solutions and how it enabled them to analyse and evaluate their product designs thus helping them develop more robust products. Sajith Chenat, Director, Matrix Tools and Solutions, an ardent user of Siemens NX solutions, spoke at length about the benefits of NX as an advanced CAD and 3D modeling software, which helped them develop even the most complex geometries and shapes effectively. After every presentation, an interactive quiz session was witnessed amongst the crowd, where the winners were rewarded by DesignTech. In addition to this, answers were tweeted with #DTTechDay from Twitter, where the winner who answered the most was awarded at the end of the event. More than 200 guests from the engineering industry being present for the seminar made this event significant and noteworthy of recognition. ☐ Courtesy: DesignTech Systems
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EVENT | REPORT
“Lets build the future machines” With the theme “Lets build the future machines”, EMO Milano 2015 drew exhibitors and visitors from all over the world to find business opportunities, while creating value for global manufacturing supply chain EMO Milano 2015, the world exhibition dedicated to the industry manufacturing machine tools, robots and automation systems, held at Fieramilano from 5 to 10 October 2015, played a pioneering role, anticipating market trends and presenting innovative solutions accordingly, in both machinery sector as well as accessories and auxiliary technologies segments. Promoted by CECIMO, European Association of Machine Tool Industries and organised by the operational structures of UCIMU-SISTEMI PER PRODURRE (the association of Italian manufacturers of machine tools, robots and automation
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Shekhar Jitkar Publisher & Chief Editor shekhar.jitkar@publish-industry.net
systems), EMO Milano 2015 registered 1,55,362 visitors over the six exhibition days, representing 120 countries. The international character that traditionally features EMO Milano is attested by the large attendance of foreign visitors amounting to 51% of the total. On top of the foreign visitors' ranking, there were the Germans (12% of the total), followed by the Swiss, the Japanese, the French, the Turks, the Chinese, the Russians, the Spanish, the Swedes, the Austrians, the Taiwanese, the Czech, the Koreans, the Israelis and the Indians.
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Growth over the last edition
Presentation highlights
The data reported by the organisers have actually been considerably higher in comparison with the previous edition (2009). EMO Milano 2015 has presented products offered by 1,600 exhibitors, 12% more than in 2009, on 1,20,000 square metres of exhibition area, 26% more than the area covered in the previous edition. The attendance of visitors has been 25% higher than that of 2009 and the participation of foreign visitors has also grown. These figures - pointed out the Commissioner General, Pier Luigi Streparava - are confirming how appealing the Italian venue has been for the world manufacturing industry, which met in Milan to discover & learn about the technological innovations that will determine the future of manufacturing production and of work procedures inside the factories. "We have registered 1,55,362 entries from 120 countries: a great success on all fronts; also because the public was equally distributed between Italian and foreign operators, proving that even domestic demand for production systems is alive and dynamic,� said Alfredo Mariotti, Director of EMO Milano 2015. The presence of European (62% of the total foreign visitors) and Asian visitors (32%) was more than that of the previous edition of EMO Milano. On the other hand, the attendance of operators from the Americas decreased (4%), although the number of the US visitors increased. Besides obtaining consent from operators, EMO Milano 2015 captured the attention of the international press: 400 journalists coming from all over the world registered to follow the event. EMO Milano 2015 was also visited by over 400 operatorsusers belonging to autonomous and official delegations, organised by UCIMU-SISTEMI PER PRODURRE within the mission of ICE-Agenzia & the Ministry of Economic Development. Organised in visit groups, accompanied by teachers and tutors, 4,040 students, coming from technical institutes and universities, took part in EMO Milano 2015, a traditional meeting opportunity between schools and the industry world.
In the 12 completely fitted-out halls at Fieramilano, the whole production spectrum was presented: from metal forming to metal cutting machines, from robotics to automation, from tooling to auxiliary technologies, to mechatronics. The spotlight was on the machines and cutting-edge solutions to build the future, for example, innovations that automate, simplify or enhance the efficiency of the work sequences involved. The showcasing of these path-breaking production technologies has created the foundations for maintaining corporate competitiveness against globalised competition. One general trend witnessed was the incorporation of styling and operator-friendliness. Emulating the smartphones, numerous machinery control systems now feature a touchscreen. In conjunction with the design of other equipment, this combines to produce an attractive visual appearance. The same was observed in EMO Milano 2015. Additive technologies made their debut this year: they are a rapidly developing sector that may be of great interest, also for those who operate in the field of production systems. In this connection, EMO Milano confirmed once again to be an event capable of anticipating the new trends by proposing a focus upon additive manufacturing and holding the international conference dedicated to this issue, which was attended by around 180 people, among researchers, technical specialists, entrepreneurs and experts. Visitors were particularly interested in solutions for boosting energy and resource efficiency, as well as userfriendly equipment and the intelligent integration of machines – in addition to the evergreen themes of cutting manufacturing costs and increasing flexibility. On the other hand, the exhibition will also be remembered for all side events organised as a complement: institutional and B2B meetings, presentations, press conferences, conventions and technical seminars. The next edition of EMO Milano will take place in six years: from 4 to 9 October 2021.
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“Reinforcing relationship in Europe & Asia”
Dr Vishwas R Puttige R&D OSD Ace Manufacturing Systems
Overall response of our participation in EMO Milano was very satisfactory. We were able to reinforce our relationship with many of our existing customers from Europe and Asia. We were also able to meet many new potential customers who showed interest in our cost-effective products for their manufacturing. One of the trends observed in recent time is that there is a strong emphasis to retain or bring back manufacturing to Europe, especially in the component manufacturing business. About 50% of our export business comes from Europe. So, there is a huge potential for us to expand this business here through our cost-effective products and solutions. We will focus on increasing our marketing efforts in many of the smaller countries through existing and new partners. Unlike before, Indian machine tools are respected and accepted in most countries today. With increasing competition
in component manufacturing, machine buyers are forced to consider cost-effective alternatives to the existing products from Europe or Japan. This provides an opportunity for Indian machine manufacturers who are able to match international standards of quality and reliability. As opposed to European or Japanese industries, Indian manufacturers can provide affordable products, solutions and after-sales service support. Our strengths when compared to the other Asian industries are our design & engineering capabilities and flexibility in our approach. However, unlike the industries from the West, Indian machine manufacturers lack risk-taking abilities and aggressive marketing initiatives. Also, the speed at which we adapt to changing market conditions or technological trends is inferior on a comparative scale. We need to improve on these factors.
“Competing with the best”
Ravinder Chander Prem COO, Forbes & Company Ltd Engg Div
EMO always gives you new insights into the world of technology and innovations. The keen area of interest among visitors was solutions for hard-to-machine metal categories. This indeed was our thrust area with a major focus on automotive sector. From our company perspective, the response was excellent. We have got potential leads in new unexplored geographies. With the right mix of product portfolio, we stand high on the radar of European distributors wanting to extend their brand range and OEMs looking for customised solutions. We are working towards building on the leads and convert them into business opportunities. Totem brand has a good presence in Europe. To consolidate
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our position in this strategically important location, we will be focusing on industry-specific offerings. Over the immediate horizon, being nimble and flexible with opportunities is the way forward for us. India is the toast of the world. We were on a level-playing field with our European competitors in EMO. We, representing the Indian industry, looked at EMO participation as an opportunity to compete with the best. Indian industry is in a unique position now, technologically at par with the global competition yet on a strong footing in standard product range. This gives us maneuverability while dealing with prospects. There is no particular weakness, but always a scope for improvement.
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“Spurring R&D and innovation ideas”
Sameer Kelkar Executive Director, Grind Master Machines
Though EMO Milano was not fully international in terms of visitors, the technology on display was very good with many product launches. The show always spurs a lot of R&D and innovation ideas, and gives a general idea about the direction in which the machine tool industry is heading. This was our first participation in EMO Milano. We had several interactions with prospective customers, agents and business partners. Visitors from over 25 countries have been on our booth. It was good for branding & networking. Hitherto, we have been doing business in the European region mainly with non-automotive polishing products such as those required in tubes & bars, cookware and steel industries. We are planning to expand in the European region with products for automotive powertrain such as superfinishing and deburring machines. We are working towards acquiring machine tools company in Europe for
expanding our base in this important market. Perception about the Indian machine tool industry is changing very fast, with improvements in quality of Indian machine tools by major manufacturers. Indian machine tool industry can offer innovative customised solutions at competitive prices. There needs to be further branding work in this regard by associations and media. Technological innovations and solutions must be promoted and recognised for their correct value. The average perception of an Indian towards India-made products is poor, this creates a hurdle in projecting a good image. Also, lack of exposure to evolved and mature machine tool markets such as Europe, USA, East Asia is a major weakness. Most Indian products are developed for the immature markets in India – thus the product needs several refinements or entire redesign before it can be made international.
“Influencing the market in the European region”
Indradev Babu Managing Director UCAM
This edition of EMO Milano is one of the best EMOs in the last 12 years. This feeling was shared to me by many of UCAM’s European customers and other business associates in that region. The show was buzzing with activity. I also bumped into several people whom I had not met for many years. Although best of the technologies were showcased, I did not notice any new breakthrough technology. We were quite satisfied with the visitor footfalls to our booth. Several meetings were already set up before and we could agree on the next steps of action and progress. I do believe that we did strengthen our brand at the show and bring in awareness that we are building our strengths and influencing the market in the European region.
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We have a long-term strategy which we are laying it out step-by-step. UCAM GmbH, a 100% subsidiary situated near Stuttgart, holds stocks and distributes our products in Europe and we have a sales office in Milan. In my opinion, Indian machine tool industry is mainly focusing on the domestic market and does export only a smaller percentage of its output. Of late, more efforts and resources are being focused on exports. But for the industry to garner a sizable international market, quite a bit of investments are needed in marketing, matched with offerings of machines, which are needed by these markets. We need to also build a global image that India does produce high quality, reliable and productive machines.
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“The acceptability of Indian machines is increasing globally”
Parakramsinh Jadeja CMD, Jyoti CNC Automation, Vice President, IMTMA
The overall response to the booth of Jyoti-Huron in EMO Milano was fantastic. Lots of business leads as well as dealership/distributorship inquiries were recorded for some of our truly ‘Make in India’ machines. Indian visitors were few but truly genuine in accordance with the business potentiality. We are eager to expand our business network in the European region with more thrust to uplift the interest of our dealers/distributors. The end user community is targeted vigorously through constant support and motivation to dealers in this continent of opportunities. The acceptability of Indian machines is increasing globally. Global visitors have started taking Indian machine tool industry seriously. Slowdown in China may lead to shift some of the manufacturing activities to the Indian subcontinent. As per the feedback of visitors, the quality, reliability & aesthetics of Indian machines are considered
very nearer to that of Japanese or German products. Surely, Indian machine tool industry has an edge over the Taiwanese/ Chinese in terms of acceptability to the customers. Internationally, Indian machine tools industry has a great strength in terms of availability of professionally qualified manpower, plus the demographic advantage. Business friendliness and transparency are on very high level where the trustworthiness of Indian companies is at par with any leading brand internationally. The thrust of the government through “Make in India, Make for the World” campaign will enhance our strength further to compete globally. Threats are few, Indian machine tool industry has to undergo a paradigm shift to change the mindsets to produce goods not only on a cheaper cost but also to imbibe quality, reliability and technology in products and professionalism and adherence to business commitments.
“The intriguing visitors’ interest”
Kapil Dhand Director, Micromatic Grinding Technologies
The number of footfalls in EMO Milano were lower as compared to EMO Hannover. For us, it is more important to meet the distributors from around the world interested to sell Indian machines and see new technology. From this point of view, I would rate EMO Milano at 7 upon 10. The overall response for our participation was good. We intend to follow upon the various enquiries and visits by interested distributors to our booth. If required a visit to the distributors is also planned based on the interest shown. Input to our product development and marketing teams from the exhibition experience is also given based on which new or customised products are planned for exports.
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I observed the visitors’ interest intriguing. Although we still don’t enjoy a brand reputation in the global machine tool industry, I think we are getting there. The pressures of costs all over the world are pushing SMEs and even larger companies to explore sourcing from developing countries like India. The Indian machine tool industry is limited by its size & has a relatively weak supply chain. Export business requires long-term sizeable investments which only a few industries are able to cope up with in a sustainable way. The reliability & workmanship features of Indian machines still lack the finesse of a European or even a Taiwanese machine. These are some of the areas we need to work on more seriously. Being late entrants we also need to work on our brand image globally as suppliers of reliable technology & services.
EM | Nov 2015
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T E C H | TA L K
Bad CNC machine and your power bill
Machines of two different makers may look the same, and we wonder why one costs so less than the other. The reason may be that the cheaper machine is badly designed and made with cheaper components. The poor build quality and design increases power consumption in spindle motor, axes motors, coolant motor, chip conveyor, etc. The below points explain on how a poor spindle drive train can result in a higher spindle load and raises power bills. t A poorly designed spindle that is heavier or has a larger diameter than necessary or having more moment of inertia, consumes more power to rotate it. t Poor bearings that result in increased friction as the spindle rotates, and need more energy to rotate the spindle. t Poor belt design and belt quality, that increases power consumption because of underbelting (belt with not enough load capacity) or overbelting (belt with too much capacity). Underbelting causes excessive stretch and increased slip, hence there is energy loss. Overbelting involves use of a thicker or wider belt than necessary that has more resistance to flexing as it moves around a pulley and more energy loss to bend the belt. Because of energy losses in the belt drive and in bearings, and the power required to rotate the spindle against its moment of inertia, the power available at the chuck in a CNC lathe or machining centre is always less than what is available at the motor. The losses cannot be eliminated fully. They can only be reduced. On a reasonably well made machine, the losses
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G V Dasarathi Director – Applications Cadem Technologies das@cncetc.in
I m a g e c o u r t e s y : Ace Designer
A very sophisticated and capable spindle design will not be acceptable on a low-cost machine tool. Consequently, an advanced machine tool design can justify the higher cost of a more capable and complex spindle package. The column talks on how a bad machine increases the spindle load and your power bill
An advanced machine tool design can justify the higher cost of a more capable and complex spindle package
will be 15 to 20%, and on a low cost machine, they can be as high as 40%. This means that on the latter machine only 60% of the spindle motor power is available at the chuck, and the power bill with the latter machine is 33% more that with the former machine. Action point Instead of deciding on a machine purely based on its low initial capital cost (a cheap machine), you can consider its running costs too, like the power consumption. �
EM | Nov 2015
TECHNOLOGY | NEWS
CNC engraving & milling machine
CNC machine simulation software
Benign Enterprise offers CNC engraving & milling machine, BMT-850SH for technical school studies. The company has studied the problems related to industrial manpower gap and designed the solution. Technical schools have limited budget for machinery tool equipment, so there are several learning issues such as high cost of machining centres prevent schools to buy more; purchased machining centres are rarely used due to safety and maintenance concerns; few students share the opportunity to perform on the machine; lack of motives because of the toughness of the machines. The company has designed the new training machine BMT-850SH for teaching purpose before using actual CNC machining centres. The machine adopts easy learning software called MACH 3, which is compatible with G codes and M codes like Fanuc, Siemens controllers, and the machine structure is light with safety design, minimising the damages during accidents. Most importantly, the price is very suitable for schools. Benign Enterprise | Taiwan
CGTech India | Bengaluru
Email: bematoco@ms11.hinet.net | Tel: +886-4-2323-3016
Email: info.india@cgtech.com | Tel: +91-080-2318-6981
Hydraulic transfer press With Dees Hydraulic Industrial’s new HD-FASTech technology integrated into various forming applications, the company’s latest engineering accolade is the completion of the hydraulic transfer press. From home appliance to automotive stamping, this transfer press is not just space saving or labour saving but also budget saving. This ‘hydraulic driven’ transfer press will boost SPM and lead to a new era of HD-FASTech hydraulic machine hydraulic stamping. The company provides a full line of large capacity high speed presses to help customers drastically cut down production cost. Its self-developed HD-FASTech technology, released in early 2012, has received excellent responses from the stamping industry. HD-FASTech hydraulic machine completely solves conventional deep-drawing’s low efficiency and elevated SPM, greatly improving production efficiency. The company’s main goal is advancing hydraulic press processing capacity. It is well regarded in the metal forming via hydraulic press machinery manufacturing industry. Its main products include deep drawing press, die spotting, press brake and related hydraulic press machine. Dees Hydraulic Industrial | Taiwan Email: sales@spc.com.tw | Tel: +886-2-26018661
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CGTech has included many enhancements in VERICUT 7.4 version of CNC machine simulation software to further maximise productivity and profitability. In addition to new features designed to make NC programmers’ jobs easier, nearly 500 customer-driven enhancements and software change requests have been completed in version 7.4. These updates utilise the latest technologies VERICUT 7.4 to enable faster processing speeds, longer tool life and increased part quality. The enhancements in version 7.4 provide the speed that organisations need to rapidly release new part programs to the shop floor, train new users, and continually optimise workpiece quality. In the latest version, the VERICUT user interface has new docking methods for enhanced usability and flexibility, the tool manager has been re-designed to enable easier user interaction, the free reviewer application is enhanced with a new MDI option and the status window is completely redesigned for better viewing, customisation and size. New interfaces are available to nearly every major CAM system.
Vertical machining centres DMG MORI offers new generation of the ecoMill V series with the highest accuracy of 6 μm in its class and cutting performance of 12,000 rpm as standard. The company has been defining a standard for users of powerful entry-level machines for many years with the ECOLINE product range. This also applies to the new generation of the ecoMill V series. The range consists of a series of machining centres that can accommodate workpieces weighing 600 kg, 800 kg and ecoMill 800 V 1000 kg respectively in the form of the ecoMill 600 V, ecoMill 800 V and ecoMill 1100 V with the traverse X – axis of 600 mm, 800 mm and 1100 mm accordingly to the machines size. The highlight of the latest ecoMill V series is the completely revised ECOLINE new design, by means of which the company has improved working ergonomics and achieved a high degree of value stability. All three ecoMill V models impress with their compact design and large working areas. DMG Mori | Bengaluru Email: ankur.agarwal@dmgmori.com | Tel: +91-080-4089-6500
EM | Nov 2015
NEWS | TECHNOLOGY
True RMS multimeter
Permanent electromagnetic chuck
Extech Instruments offers true RMS meters, EX210T, that provides a more accurate reading when measuring distorted waveforms. The RMS meters with built-in IR thermometer allows for quick noncontact temperature measurements. Its features include true RMS for better accuracy when measuring distorted waveforms, patented built-in IR thermometer with laser pointer for locating hot spots with 4:1 distance to target ratio, 2000 count large backlit dual LCD with easy-to-read digits, low current capability with resolution to 0.1 EX210T μA, max hold, input fuse protection, auto power off and data hold and is complete with test leads and 9 V battery. The AC Voltage has a range of 600 V with a maximum resolution of 0.1 mV; the DC Voltage has a range of 600 V with a maximum resolution of 0.1 mV; the basic accuracy (VDC) has a range of ±0.5%; the AC current has a range of 10 A with a maximum resolution of 0.1 μA and the DC current has a range of 10 A with 0.1 μA as a maximum resolution.
GUANG DAR offers permanent electromagnetic chucks to meet a demand for large size grinding machine. The electromagnetic chuck magnetises in 1.5 seconds and demagnetises in 1.5 seconds, increasing working efficiency. The in-built instant power outage will not damage workpieces or hurt the operator. It saves electricity and there are no heat problems. The chuck enables high-accuracy performance (within 1 μm) with no deformation. Its features include long operating life, power shuts off automatically after magnetising and magnetism is able to last a very long time. The GLI Type company offers various ranges of chucks in different types like standard electromagnetic chuck (GI), permanent magnetic chuck (GL), super powerful electromagnetic chuck (GLEA), camtype permanent lifting magnetic chuck (GP), fine-pole electromagnetic chuck (GIW), fine-pole permanent magnetic chuck (GLW), permanent electromagnetic chuck (GLI), on/off type permanent lifting magnetic chuck (GPL) and vacuum system (GJS), magnetic steel sheet separator (GS), magnetic induction block (GT), and magnetic roller (GR), etc.
FLIR Systems India | New Delhi Email: flirindia@flir.com.hk | Tel: +91-11-4560 3555
GUANG DAR MAGNET INDUSTRIAL | Taiwan Email: info@guangdar.com.tw | Tel: +886-4-24360757
Advt
Lead screw nuts igus has introduced lead screw nuts in five different high-performance plastics to enable the right product for any application in the machine tool industry. This includes nuts for trapezoidal and high helix thread, in cylindrical design or with various flange options. The matching lead screws that users can combine to the desired length are also offered by Full range of drylin drive nuts the company in steel, stainless steel or aluminium. Thus, adjustments of all kinds can be easily made. Of most interest to the machine tool industry are the materials iglidur W300 and iglidur J350 and the low cost material iglidur R. Like all plastics from igus, drylin screw drives have integrated solid lubricants, thus, enabling a lifelong operation without external lubrication. Lead screw and nut, thus, remain dry during operation, whereby no dirt can stick on them. Thus, the drylin screw drives are very well suited for use in machine tools. igus India | Bengaluru Email: vinayak@igus.in | Tel: +91-9341136381
EM | Nov 2015
109
TECHNOLOGY | NEWS
4-axis drilling head
Multi-tasking mill turn machine
Long Ger offers new 4-axis drilling head (curved arranged) that can be installed in traditional drilling machine. This type of drilling features adjustment wheelbase ranging from Ø34-Ø206 mm with steel drilling capacity of Ø5-Ø14 mm and net weight 4.8 kg. The spindle is reversed, so drilling and tapping can also be done. The company manufactures a wide variety of multiple spindle boring 4-axis drilling head heads to serve woodworking and metalworking industries around the world. Each boring head is manufactured by a series of sophisticated machining equipment, which provides a solid foundation for the high accuracy of boring heads and assure the best possible quality. No matter what type of drilling requirement might be, the customers get the most flexible choice among the comprehensive range of boring heads. Each one fully meets their requirement for high precision and high efficiency drilling operations.
Nicolás Correa introduced its Correa VH-PLUS MG-T range of multi-tasking mill-turn machines during EMO Milano 2015. The extremely robust machine enables high performance machining of all types of materials. It features a bed-type milling machine, T-structure and rotary table integrated on the longitudinal axis. The T-architecture and thermosymmetrical construction (vertical carriage centred on column) offers Correa VH-PLUS MG-T the customer tremendous flexibility and positioning accuracy, even in adverse environmental conditions. The machine has a hydraulic locking system on the X-axis to ensure smooth high-performance turning. There are two options of turning systems–accessory for turning: it is an accessory manually attachable to the milling head with a Capto C8 coupling. Designed for processes where 80-85% is milling work and a simple economical solution is required; turning head: a turning head that is automatically guided with a C8 automatic coupling. Designed for processes where 65% is milling work but a totally automated mill-turn solution is sought.
Long Ger Industry | Taiwan
Nicolás Correa | Pune
Email: longerbh@ms36.hinet.net | Tel: +886-4-25723767
Email: u.medha@correa.es | Tel: +91-20-64505152
Precision toolholders SCHUNK has developed TRIBOS polygonal toolholder technology in order to achieve precision in the sub-micron area during ultra-precision machining. The polygonal toolholders of the TRIBOS-Mini and TRIBOS RM series are available with the interfaces HSK-E 25, HSK-E 32, and HSK-F 32 starting from clamping diameter 0.5 mm, on option also ultra-fine balanced at a balancing grade of G 0.3 at 60,000 rpm. Therefore, demanding requirements in terms of dimensional accuracy and surface quality in the micro-mould making can now be met in the optical industry, the medical technology, and the watch and jewelry TRIBOS polygonal toolholders industry can be met. Compared to conventional balanced toolholders for micro machining, their tool life is longer. Since expensive cutting edges are used for micro machining, an excellent balance grade pays off after a very short period of time. Additionally, tool change of TRIBOS is processreliably done via a hydraulic clamping device within a few seconds. Schunk Intec India | Bengaluru Email: info@in.schunk.com | Tel: +91-080-40538999
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Indexable-head reaming system Seco Tools has expanded its Precimaster Plus high-precision, indexable-head reaming system to include new shanks featuring built-in floating and adjustability. These new options further strengthen the system’s potential benefits by improving hole surface finishes, eliminating run-out and correcting for misalignment without the use of special toolholders. The new PMX-FL and PMX-AD shanks use compact internal systems to providing floating and adjustability. This Precimaster Plus minimises overhang by allowing the reamers to be positioned closer to the machine spindle noses when compared to the traditional special toolholders required for these functionalities. The unique built-in floating system applies to both static and turning-machine reaming applications and is purely mechanical, resulting in higher stability than the rubber or elastomere-type technology found in other toolholders on the market that are intended to provide similar performance. The system’s diverse range of shanks and heads provides the flexibility needed to optimise a wide variety of reaming applications. Seco Tools India | Pune Email: Bharati.Sawant@secotools.com | Tel: +91-2137-667406
EM | Nov 2015
NEWS | TECHNOLOGY
Compact grinders
Tool grinding machine
Suhner has unveiled four new compact grinders with mobile battery supply to complete the diversity of drive types. The mains power tools, the pneumatic equipment, and the machines with flexible shaft and separate drive motor have now been joined by the battery grinders. In addition to the classical power tools and the machines with flexible shaft delivering up to 3500 W for an ideal combination of light weight, maneuverability, and power, also pneumatic machines are now available in many performance classes. The straight grinder ASC 9, the belt grinder ABC 7, the fillet grinder AKC 3, and the tube polisher ATC 7 can be used for all fast and professional work – without complex installations. All machines feature the company’s robust design for professional operations in the rough conditions on everyday building sites. They are fitted with powerful, state of the art battery packs delivering 4 Ah and 18 V.
WALTER offers new Helitronic Vision 400 L high-performance tool grinding machine for machining rotationally symmetrical precision tools such as cutters, hob cutters, drills, step drills, profile tools, woodworking tools made of HM, HSS, ceramic, cermet and CBN. This machine is based on the globally triedand-proven Helitronic Vision highprecision tool grinding machine with linear drives in the linear axes and torque motors in the rotation axes. With an identical work area size compared to Helitronic Vision 400 L the Helitronic Vision, the new generation Helitronic Vision 400 L produces tools with a circumferential machining length of up to 420 mm compared to former 370 mm as well as diameters from 3 to 315 mm. The polymer or mineral casting machine base and the portal design for extreme rigidity translate the high dynamics of the digital drives into virtually vibration-free grinding precision. The wheel changer is capable of changing grinding wheels up to 254 mm in diameter.
AKC 3 Suhner India | Bengaluru Email: automation.in@suhner.com | Tel: +91-080-2783-1108
United Grinding India | Bengaluru Email: prabhakar@grinding.ch | Tel: +91-99-8013-8897
Vertical honing machine
Industrial LED signal lamps
Wendt India, with the technical collaboration from Delapena, UK, offers fully programmable, computer controlled vertical honing machines, E 3500. The new vertical spindle honing machine of the company’s E Series includes some of the features like variable spindle rpm, adjustable stroke speed & expansion through servo drive, Siemens NC controller with user-friendly touchpad, and precise, efficient, repeatable honing on through & blind bores. The machine performs accurate and repeatable stroking movement with programmable length and frequency of short stroking. The vertical honing machine finds application in areas of gears, valve E3500S spool, sleeves & bushes, aerospace components, fuel injection parts, gun barrels wherein precision & weight are the deciding factors. Key specifications of the machine include fully adjustable spindle speed of 150 – 3500 mm and stroking speed ranging from 1 - 25 m/min. It handles job of dia ranging from 3 - 25 mm with stroke length of 2 – 500 mm with 0.1 mm increments.
Leuze electronic offers a versatile range of industrial LED signal lamps with degree of protection IP 66 for a temperature range of -30°C to 60°C. These transducers are extremely bright, vibration-resistant, maintenance-free and energy-saving, which is typical of LED technology. Built-in indicator lamps as well as modular signaling column elements for complete stack lights provide many design possibilities for multicolored, all-round and clearly visible signaling. Continuous and flashing light variants along with acoustic signalers, as well as extensive accessories for easy mounting increases flexibility for any applications in intralogistics, packaging systems and large machines/automated modules in machinery. The signaling devices signal individual operating states as well as processes with increased hazard potential, such as muting, to guarantee safety at work. The company consistently strengthens its position as the leading supplier of electrical automation with this new comprehensive product range – from signal capture to signaling.
Wendt India | Bengaluru Email: SajuAbraham@wendtindia.com | Tel: +91-94433-27680
EM | Nov 2015
Industrial LED signal lamps
Leuze electronic | Bengaluru Email: info@leuze.in | Tel: +91-080-41219334
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H I G H L I G H T S | C O M PA N Y I N D E X | I M P R I N T
Highlights - Dec 2015 IMPRINT Publisher / Chief Editor Shekhar Jitkar shekhar.jitkar@publish-industry.net Features Writer Megha Roy megha.roy@publish-industry.net Features Writer Maria Jerin maria.jerin@publish-industry.net
» Medical machining When machining for the medical industry, what you make matters on a very personal level. Orthopedic parts, medical devices and special packaging are just a few of an increasingly complex catalog of medical parts that have resulted in remarkable medical breakthroughs while testing the limits of manufacturing complexity and efficiency. Analysing the latest technologies, the next issue will feature some of the trends in this area.
» Logistics & supply chain Top performers in manufacturing are investing in a solid basis of robust logistics and supply chain data, through ensuring that their data systems can track events, transactions, and form a strong data-based analytics foundation (ERP, 2D barcode). EM will track some of the technologies in logistics & supply chain in the next issue. » Gear cutting/hobbing Gear cutting is any machining process for creating a gear. In recent years, the demand for better productivity of gear manufacturing equipment was posed by mainly automobile industry. The next issue will highlight the latest developments in this industry segment.
» Productivity improvement tools Productivity improvement tools empower team members to optimise quality by constantly improving processes and eliminating unnecessary waste in natural, human and corporate resources. The tools influence every aspect of an organisation and include a common set of values, knowledge and procedures. They entrust employees with well-defined responsibilities in each production step and encourage every team member to strive for overall improvement. The next edition focuses on some of the presentday productivity improvement tools used in manufacturing.
Name . . . . . . . . . . . . . . . . . . . . . . .Page Forbes & Company . . . . . . . . . . . . 17, 102 Frost & Sullivan . . . . . . . . . . . . . . . . . . 97 GF Machining Solutions . . . . . . . . . . . . . 21 Gifu Enterprises . . . . . . . . . . . . . . . . . . . 4 Grind Master Machines . . . . . . . . . 12, 103 Guang Dar Magnet Industrial . . . . . . . . 109 Haas Automation . . . . . . . . . . . . 1, 14, 72 Haimer India . . . . . . . . . . . . . . . . . . . . 73 Hainbuch . . . . . . . . . . . . . . . . . . . . . . 80 Hind Hydraulics . . . . . . . . . . . . . . . . . . 36 Hyundai WIA India . . . . . . . . . . . . . . . . 59 igus . . . . . . . . . . . . . . . . . . . 58, 79, 109 IMTMA . . . . . . . . . . . . . . . . . . 67, 94,105 India School of Business (ISB) . . . . . . . . 29 Jainnher . . . . . . . . . . . . . . . . . . . . . . . 50 Jyoti CNC Automation . . . . . . . . . . . 5, 104 Kaifeng Machinery . . . . . . . . . . . . . . . . 77 KBL . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Kennametal . . . . . . . . . . . . . . . . . . 14, 76 Kim Union Industrial Co . . . . . . . . . . . . 109 Komet . . . . . . . . . . . . . . . . . . . . . . . . 16 KSPG Automotive . . . . . . . . . . . . . . . . . 42 Leuze electronic . . . . . . . . . . . . . 31, 111 LK Machinery . . . . . . . . . . . . . . . . . . . 87 Long Ger Industry . . . . . . . . . . . . . . . . 110 Mack Brooks Exhibitions (Shanghai) . . . . . 45 Marposs India . . . . . . . . . . . . . . . . . . . 27 Micromatic Grinding Technologies . . . . . 104
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COMPANY INDEX Name . . . . . . . . . . . . . . . . . . . . . . .Page Ace Manufacturing Systems . . . . . . . . . . 48 Ace Micromatic Group . . . . . . . . . . . . . . 81 Aequs . . . . . . . . . . . . . . . . . . . . . . . . 16 Altair Engineering India . . . Back Inside Cover Benign Enterprise . . . . . . . . . . . 34,35, 108 Bharat Fritz Werner . . . . . . . . . . . . . . . . 51 Blaser Swisslube . . . . . . . . . . . . . . . . . 47 Blum Novotest India. . . . . . . . . . . . . . . . 53 Bosch Rexroth . . . . . . . . . . . . . . . . . . . 24 Cadem Technologies . . . . . . . . . . . . . . 106 CGTech . . . . . . . . . . . . . . . . . . . . . . 108 CII . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Comau . . . . . . . . . . . . . . . . . . . . . . . . 12 Comsol Multiphysics . . . . . . . . . . . . . . . 39 Dees Hydraulics Industrial . . . . . . . . . . 108 DesignTech . . . . . . . . . . . . . . . . . . . . . 98 DMG Mori . . . . . . . . . . . . . . . . . . . . . 108 Drass Mechatronics & Machinery . . . . . . . 8 Durr Ecoclean . . . . . . . . . . . . . . . . 55, 90 Eaton . . . . . . . . . . . . . . . . . . . . . . . . . 12 Ecova . . . . . . . . . . . . . . . . . . . . . . . . . 64 Electromech . . . . . . . . . . . . . . . . . . . . 41 EMAG . . . . . . . . . . . . . . . . . . . . . . . . 23 Emuge India . . . . . . . . . . . . . . . . . . . . 83 Ervin Junker Maschinenfabrik . . . . . . 12, 85 FEMCO Machine Tools Manufacturer . . . . 69 Festo Controls . . . . . . . . . . . . . . . . . . . 75 Flir Systems . . . . . . . . . . . . . 15, 22, 109
Advertising Sales Sagar Tamhane (Regional Head - North & East) Contact: +91 9820692293 sagar.tamhane@publish-industry.net
Name . . . . . . . . . . . . . . . . . . . . . . .Page Milacron . . . . . . . . . . . . . . . . . . . . . . . 16 Mitsubishi Heavy Industries . . . . . . . . . . . 2 MMC Hardmetal . . . . . . . . . . . . . . . . . . 13 MotulTech India . . . . . . . . . . . . . . . . . . 57 Nicolás Correa . . . . . . . . . . . . . . . . . . .110 Omron Automation . . . . . . . . . . . . . . . . . 3 PMT Machines . . . . . . . . . . . . . . . . . . 89 Renishaw . . . . . . . . . . . . . . . . . . . . . . 16 Ricoh India . . . . . . . . . . . . . . . . . . . . . 61 Rockwell Automation . . . . . . . . . . . . . . . 52 Schunk Intec India . . Front Inside Cover, 110 Seco Tools . . . . . . . . . . . . . . . . . . . . 110 Siemens PLM . . . . . . . . . . . . . . . . . . . 48 SKF . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Suhner . . . . . . . . . . . . . . . . . . . . . . . 111 TaeguTec India . . . . . . . . . . . . Back Cover Taiwan Asahi Diamond Industrial . . . . . . . 20 Tool Grinding Technologies . . . . . . . . . . . 63 Tyrolit India Superabrasive Tools . . . . . . . 65 UCAM . . . . . . . . . . . . . . . . . . . . . . . 103 UCIMU . . . . . . . . . . . . . . . . . . . . . . . 100 United Grinding . . . . . . . . . . . . . . 19, 111 Varroc Group . . . . . . . . . . . . . . . . . . . 42 WABCO India . . . . . . . . . . . . . . . . . . . 42 Wendt India . . . . . . . . . . . . . . . . . 93, 111 Yamazaki Mazak India . . . . . . . . . . . 70, 71 YG1 Cutting Tools . . . . . . . . . . . . . . . . 6, 7
Design & Layout Jogindar J Dumde (Design Specialist) jogindar.dumde@publish-industry.net Editorial & Business Office publish-industry India Pvt Ltd 302, Sarosh Bhavan, Dr Ambedkar Road, Camp, Pune 411 001, Maharashtra, India Tel: + 91 - 20 - 6451 5752 Board of Directors Kilian Müller (CEO - Worldwide) Hanno Hardt (Head - Marketing & Business Development) Frank Wiegand (COO - Worldwide) Shekhar Jitkar (Publisher / Chief Editor) Subscription Cover Price: `100 Annual Subscription Price: `1000 em.india@publish-industry.net Tel: +91-20-6451 5754 Printing Kala Jyothi Process Pvt Ltd, S.No: 185, Kondapur, R R District, AP 500 133, INDIA Copyright/Reprinting The publishing company holds all publishing and usage rights. The reprinting, duplication and online publication of editorial contributions is only allowed with express written permission from the publishing company. The publishing company and editorial staff are not liable for any unsolicited manuscripts, photos and illustrations which have been submitted. Internet http://www.efficientmanufacturing.in Digital edition http://issuu.com/publishi/docs
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