Glass International October 2018 by Quartz Business Media

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October 2018â&#x20AC;&#x201D;Vol.41 No.9

WOMEN IN GLASSMAKING KAMMANN COMPANY PROFILE SIVESA FURNACE OPENING I N T E R N A T I O N A L

A GLOBAL REVIEW OF GLASSMAKING

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Contents

www.glass-international.com Editor: Greg Morris Tel: +44 (0)1737 855132 Email: gregmorris@quartzltd.com

Designer: Annie Baker Tel: +44 (0)1737 855130 Email: anniebaker@quartzltd.com

October 2018 Vol.41 No.9

Sales Director: Ken Clark Tel: +44 (0)1737 855117 Email: kenclark@quartzltd.com

Editor’s Comment

International news

AGC Glass: AGC Glass celebrates 120th anniversary of French plant

Subscriptions: Elizabeth Barford Tel: +44 (0)1737 855028 Fax: +44 (0)1737 855034 Email: subscriptions@quartzltd.com

Company proﬁle Kammann: Making the most of digital printing

Published by Quartz Business Media Ltd, Quartz House, 20 Clarendon Road, Redhill, Surrey RH1 1QX, UK. Tel: +44 (0)1737 855000. Fax: +44 (0)1737 855034. Email: glass@quartzltd.com Website: www.glass-international.com

Company profile Sivesa: Sivesa benefits from energy efficient furnace

Women in Glassmaking: Female perspectives on the industry

Industry 4.0 Stoelzle: Digitising the production process

Batch Vidrala: Does the use of calcined lime help solve the batch caking problem?

Inspection Heye: Next generation of inspection

Forming OCMI: High speed production for vial lines

Overview: North Africa: North Africa’s glass industry

Environment cm.project.ing: Holistic concepts for CO2 reduction

MAVSA MAVSA improves press machines

Inspection Ermi: Latest inspection technology to be unveiled at glasstec

Sales Executive: Manuel Martin Quereda Tel: +44 (0)1737 855023 Email: manuelm@quartzltd.com

Managing Director: Steve Diprose Chief Executive Ofﬁcer: Paul Michael

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Member of British Glass Manufacturers’ Confederation

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Printed in UK by: Pensord, Tram Road, Pontlanfraith, Blackwood, Gwent NP12 2YA, UK. Glass International Directory 2017 edition: UK £206, all other countries £217. Printed in UK by: Marstan Press Ltd, Kent DA7 4BJ Glass International (ISSN 0143-7838) (USPS No: 020-753) is published 10 times per year by Quartz Business Media Ltd, and distributed in the US by DSW, 75 Aberdeen Road, Emigsville, PA 17318-0437. Periodicals postage paid at Emigsville, PA. POSTMASTER: send address changes to Glass International c/o PO Box 437, Emigsville, PA 17318-0437.

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Editorial Assistant: Sheena Adesilu Tel: +44 (0)1737 855154 Email: sheenaadesilu@quartzltd.com

1 Glass International October 2018

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International News

2018 DIARY

GREG MORRIS, EDITOR

October

FRONT COVER IMAGE: WWW.SORG.DE

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Comment

We’ve changed the layout of the comment and news pages a little this month. It means readers should get more glass news and less of me, which hopefully you agree is a vast improvement. We focus on the role of women in glassmaking in this issue and have interviewed a variety of people from different aspects of glassmaking. Women contribute an awful lot to the industry and each individual brings their own ideas, flair and expertise to the role. While many of them have forged successful careers in the sector - a glance at some of our interviewees proves this - the top jobs still remain elusive to women. The table on page 22 is a snapshot of some of the leaders in the industry. It lists a glassmaker’s CEO and/or Chairman. Most of the companies listed are container glassmakers but as you will see, there are only a handful of women who have reached the highest echelons of the sector. It is true that glassmaking is not the first career that comes to mind for many young people, particularly young women. But for the handful that do decide to choose this path it must be disheartening to see so few females at the top of the tree. With the use of digital and AI technology, glass is making huge strides to ensure it appeals to the next generation of potential glassmakers. But it must make sure that these people are both young men and young women.

SGD Pharma in Chinese investment

23-26 glasstec Biennial event encompassing all sectors of the industry. Düsseldorf, Germany www.glasstec-online.com 29-31 4th International Glass Fiber Symposium A meeting of advanced glass fiber technologists. RWTH Aachen University, Aachen, Germany https://www.igs.rwth-aachen. de/index.htm

November

05-08 Glass Problems conference Annual conference devoted to the technical issues facing glassmaking professionals. Columbus, Ohio, USA www. glassproblemsconference. org 23 ATIV conference Annual conference that will focus on flat and hollow glass furnaces. Parma University campus, Italy www.ativ.eu

January SGD Pharma has completed a €7 million investment at its Zhanjiang, China site. The investment included a rebuild of its furnace and installation of new automation and production equipment. It included the renewal and reorganisation of the equipment for the production lines, the clean room and the resorting, as well as the automation of the decoration workshop. The energy supply for the furnace was modified. The new furnace is natural liquid gas based compared to the previous fuel-based, which has reduced the plant’s carbon footprint. This change has brought

the furnace into compliance with China’s new environmental regulations. In addition to this reduction, the plant reduced in non-carbon emissions (SO2). The furnace components have also been transformed to obtain a more precise refinement that improves the quality of the glass. The rebuild took 40 days and the overall production has increased by 11%. For the hot end, one of the six production lines was renewed. Two lines were also upgraded with new equipment. In the cold end, the ISO 8 clean room was redesigned and increased in size.

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30-31 Glassman Asia Combined exhibition and conference focsusing ion the latest developments in the container glass industry. Jakarta, Indonesia www.glassmanevents.com/ asia/

April

2-5 Mir Stekla Annual exhibition for companies involved in all aspects of glassmaking. Moscow, Russia www.mirstekla-expo.ru/en/

May

14-15 Glassman South America Combined exhibition and conference focsusing ion the latest developments in the container glass industry. Sao Paulo, Brazil www.glassmanevents.com

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International News

Heinz-Glas acquires Saverglass’s Flacon business

BASF has developed enhanced thermocouple designs that use 20 – 40% less precious metal than their traditional equivalents. These designs use high strength materials that allow for the use of less precious metal without sacrificing, form, fit or function of the thermocouple. These novel designs can be used in Forehearth, Crown and Bottom applications.

Novaxion and Xpar Vision end partnership

ket. In June this year it opened a glassmaking facility for these markets in Guadalajara, Mexico. Saverglass said that HeinzGlas was the one glass manufacturer in Europe for the perfume and cosmetics range. The existing Saverglass customers are in good hands with

Heinz-Glas, Saverglass Director General, Mr Jean-Marc Arrambourg, said. Mr. Carl-August Heinz said that the Heinz-Glas team felt a responsibility to serve customers in the future at least as well as Saverglass did in the past.

Glass recycling plant for Oman A 650t/d glass recycling plant is to be built in Sohar, Oman. The fully automated facility will be the first glass recycling site in the six countries that comprise the Gulf Cooperation Council (GCC). It will be named National Glass Recycling Co (NRGC). It will be operational by the end of 2019 and is designed to meet the needs of varied glass manufacturers within the GCC region in terms of specifications, volumes and pricing. The glass recycling technology is an exclusive and patented technology from GlassScan Technologies. It said it has the proprietary know-how and strategic industry partners to arrange and operate waste glass collection, build and operate a recycling glass

BASF launches thermocouple

France’s Novaxion and Xpar Vision of the Netherlands have jointly agreed to end their relationship together. Novaxion will continue to market its swabbing robot through a combination of itself, agents and IS machine suppliers such as Bucher Emhart Glass and Bottero. Xpar Vision has taken development of robotics in its own hand and is launching the so-called Blank Robot at glasstec. In a statement, Xpar said: “Like any relationship, ending is the most difficult part. Nevertheless both companies agreed to act as true professionals in this case.” The partnership ended in June.

Vice Presidents elected by GIMAV

plant and control and manage all relevant data. The facility’s equipment will be manufactured and supplied by the Austrian recycling company, Binder. The National Glass Recycling has secured long term import agreements for the broken and export sales agreements with glass manufacturers, which has ensured the pre-booking of the capacities

well in advance. The NGRC is headed by Mr. Ramesh Mani (pictured), who will be CEO and Managing Investor Partner. The project is supported by Sheikh Hilal Humad Al Hasani, CEO - PEIE (which comes under the Ministry of Commerce and Industry) and has investors both from the Government and Private sectors.

GIMAV elected Nicola Lattuada and Nancy Mammaro to assist its President Michele Gusti in the meeting of the Governing Board on September 5th. Nicola Lattuada (Adelio Lattuada) and Nancy Mammaro (Mappi International) will assist the President Michelle Gusti (OCMI-OTG) with his duties during the 2018 - 2020 term. Other members of the GIMAV Presidential Committee are Aldo Faccenda (Bottero), President of the Hollow Glass Section and Dino Zandonella Necca (Adi), President of the Accessories Section and Vitrum.

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French container glass manufacturer Saverglass has sold its Flacon business to Heinz-Glas. The flacon business is based at Saverglass’s Feuquières site in northern France. The companies agreed the deal on Friday September 28th. Germany’s Heinz-Glas produces bottles and jars for the perfume and cosmetics industry and offers finishing technologies for the glass products. It has 16 locations in 12 countries on three continents. Saverglass has built up a portfolio of customers and range of its own glass designs in the perfume, cosmetics and home fragrance sector since 1997. Saverglass will continue to focus on the super premium spirits and wine bottles mar-

NEWS IN BRIEF

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International News

Top 10 stories in the news Our most popular news over the past month, as determined by our website traffic All full stories can be found on our website, www.glass-international.com/news � 1. Heinz-Glas acquires Saverglass’s Flacon business � 2. O-I launches Expressions digital glass printing � 3. Sisecam plans fourth furnace at Mersin glassmaking plant � 4. Horn repairs 300tpd furnace for LAV � 5. SGD Pharma completes €7 million investment at Chinese site � 6. Oman to build glass recycling plant � 7. Novaxion and Xpar Vision end partnership � 8. Henry F. Teichmann unveils $3 milion upgrade � 9. Gerresheimer launches Decoration Centres in Germany and Belgium � 10. Verescence celebrates environmental award

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Horn repairs Turkish furnace Horn has completed the repair of a 300tpd furnace for Turkish tableware manufacturer, LAV. Horn had to form an overall perspective of the situation and use the existing parts of the furnace to repair, rebuild and change some of it. The melting area was enlarged by a metre in width and two metres in length. Therefore the burner ports had to be enlarged by a metre too.

Another characteristic was the redesign of the regenerator system and waste gas channel. The combustion system was upgraded and included an extension of the reversing station and six new natural gas Dualflame AC burners. Due to the enlargement of the melting surface Horn had to install two additional cooling fans to the existing ones to cool the melting tank.

Another cooling air fan was added to the throat. The electrical measurement and control system was reused and adapted to the new designs and forehearths. The new electrical devices required an additional cabinet which were connected to an existing CPU. All this was accomplished by Horn for an optimum glass pull rate in respect of energy consumption and glass quality.

Xpar Vision and FAMA agreement Xpar Vision has signed a strategic supply agreement with Mexico’s FAMA (Fabricacion de Maquinas) group. FAMA will integrate Xpar Vision’s products into its newly introduced IS machines and sell them to its market. Fama’s President Mr. Juan Farias said: “We have

many reliable actuators in our portfolio, that can be used to control the forming process in closed loop applications. But when it comes to sensors, we are not interested in re-inventing the wheel and starting from scratch. Instead we seek strategic partnerships with companies that offer mature and reliable tech-

nology to the glass industry.” Paul Schreuders, CEO of Xpar Vision, said: “The more we are able to bind forces with glass manufacturers and also with peer suppliers, the more effective we will be giving glass a better position in the field of packaging materials.”

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International News

NEWS IN BRIEF

Reckmann appoints GTC

German thermocouple producer Reckmann has appointed Glass Technology & Ceramics (GTC) as its sales representative for Poland and Thailand. The new partnership means customers in Thailand and Poland now have a direct support service for all thermocouple requests and requirements for furnaces. Its products include thermocouple types S, R and B, as well as platinum thimbles, sheathed thermocouple assemblies and resistance thermometers as well as all necessary accessories such as cables.

SmartMelter videos

Paneratech has released a website which explains its Smartmelter furnace health concept in more detail. After listening to prospects and customers for more than a year, the new website addresses the most pressing questions in video and print, with detailed images of 3-D reporting in XSight software. The new website can be viewed at smartmelter.com.

Anchor Glass executive

Anchor Glass has appointed Arlo Sims as Executive Vice President of Operations. Mr Sims has a B.S. in Product Design Engineering and a Master of Science in Management. He has joined Anchor Glass after several years as operations leader for automotive and packaging companies.

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Hegla appoints MD

Hegla has appointed an additional Managing Director and authorised signatories. Hegla, based in Beverungen, Germany, appointed Dr Heinrich Ostendarp as Managing Director. He joined the existing Board of Management members, Jochen H Hesselbach and Bernhard Hötger. Dr Ostendarp will be responsible for Technology Production, Supply Chain & Logistics and IT.

Ardagh launches forming Development Machine Ardagh Glass has launched a Development Machine which it said allows brands to unveil new or redesigned products in glass packaging much faster than ever before. The machine is located in its Port Allegany, Penn., plant and is a flexible forming system capable of quick changes, which, Ardagh said, has contributed to a 30% reduction in new product lead

times. Ardagh said the technology is available to customers globally and can simulate nearly every manufacturing condition to make glass bottles and jars of all shapes and sizes. It also incorporates the latest design features such as unique textures and embossing. Ardagh’s overall approach includes a team of in-house

designers that collaborate with customers in early design phases to create conceptual designs, technical drawings, 3D renderings and prototype models. The addition of the Development Machine to this process makes it seamless for brand owners to create custom bottle designs, launch new products, or unveil limited edition releases.

Air Products to supply equipment to South Korean plant Air Products will supply oxygen and oxy-fuel combustion equipment to KCC Corporation in Sejong, South Korea. The industrial gas equipment will be used for a new glass fibre production line at the Sejong site, scheduled to come on-stream in 2019. Kyo-Yung Kim, President of Air Products Korea, said: “We

have been supplying different offerings to KCC’s various production lines, including the Sejong site. “It is our honour to have its continued confidence in our oxy-fuel combustion technology and integrated solution to support its growth plans.” The integrated solution will encompass long-term gaseous

oxygen and oxy fuel combustion equipment, including its Cleanfire burner. It will support the glass manufacturer’s glass fibre used in electric vehicles and lightweight automobiles. Air Products will also install a Prism vacuum swing adsorption (VSA) oxygen generator at Sejong for on-site gas supply.

Verescence environmental award French perfumery and cosmetics glassmaker Verescence has been awarded for its social and environmental practices. It was awarded Gold level by the environmental rating agency EcoVadis, which is the highest recognition from the company.

Verescence ranks among the top 1% of the companies assessed by EcoVadis in 2018 across all industry sectors. The group and all of its manufacturing sites located in France, Spain and the USA obtained the gold award. It is a first in the glass packaging

industry for Perfumery & Cosmetics. Thomas Riou, Verescence’s CEO said: “This recognition rewards the efforts of our group and our plants in CSR, an area to which we have been committed for many years.”

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International News

NEWS IN BRIEF

Stoelzle award

Stoelzle Masnieres Parfumerie received a heritage award for 200 years of industrial excellence. The plant in northern France is celebrating its 200th anniversary this year and marked the event with a reception in Paris. There, it was awarded the the Entreprise du Patrimoine Vivant (EPV, or Living Heritage Enterprise) label granted in recognition of companies that have achieved excellence in industrial expertise. Owner Dr Cornelius Grupp, and Etienne Gruyez, CEO of Stoelzle Masnieres Parfumerie, received the award.

Lattimer secures Queen’s Award for its export record UK engineering firm Lattimer was officially recognised as a world-class exporter after being presented with the 2018 Queen’s Award for Enterprise,

International Trade. The precision-machinist manufactures around 30,000 products for container glass manufacturing plants in more

than 60 countries. It was recognised by the Government office in charge of honouring ‘outstanding achievements by UK businesses.

All set for Glass Focus

British Glass is set to host its annual Glass Focus event on 22 November 2018 at Sheffield’s Millennium Gallery, UK.. The theme of this year’s event is Driving manufacturing productivity with digital technology and will welcome keynote speakers Professor Graham Hillier, Strategy and Futures Director at the Centre for Process Innovation (CPI) and Chris Sorsby of Glass Technology Services. Graham will also join a panel of industry experts including Industrial CTO, Siemens PLC Alan Norbury and British Glass Chief Executive Dave Dalton.

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SGT conference

Society of Glass President Bill Brookes hailed an ‘eclectic and interesting’ successful annual conference. Approximately 100 people attended the three-day event which took place in Cambridge, UK. The second day’s Industry session was devoted to energy and how it is delivered to and used by glassmakers. The session contained 12 presentations which included two keynote papers: one from Richard Hulme and Rob Ireson of the Glass Futures organisation and one from FIC UK’s Stuart Hakes.

Guardian starts Polish work Construction has started on Guardian Glass’s second Polish plant. The float glass manufacturer held a groundbreaking ceremony in Czestochowa, Poland. The new facility location is adjacent to the company’s ex-

isting plant. Preparation and execution of the project has already begun. The new facility is expected to begin operations in early 2020, and will create more than 150 new jobs. Guus Boekhoudt, Vice President of Guardian Glass

in Europe, said: “Further evidence of our commitment to Poland is that our existing float line in Czestochowa just went through a repair project, which increases its production capacity by around 25%. “With both furnaces, we are tripling production.”

Gerresheimer decoration centres Gerresheimer launched two Decoration Centres at its factories in Tettau, Germany, and Momignies, Belgium. The two Decoration Centres use modern techniques to customise sophisticated branded products for the cosmetics

market. The concept forms the Centre of Excellence building block at both plants and illustrates the same production and process structure. Bernd Hörauf, CEO of Gerresheimer in Tettau, said: “We

want to reduce the complexity for our customers.” Mr Hörauf considers decoration to be anything that can be offered to customers as added value, including screen-printing, colour spraying, acid etching and pad printing.

Zignago selects Vertech’ system Vertech has installed its SIL system in its 29th country. Italian glassmaker Zignago Vetro installed the Manufacturing Execution System at its

Garwolin, Poland plant. The system has been installed on the plant’s three lines, producing both food and cosmetic containers.

Vertech’ has already equipped Zignago’s Portogruaro and Empoli, Italy plants and the Vieux-Rouen plant in France.

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AGC Glass

AGC Glass celebrates 120th anniversary of French plant Flat glass producer AGC Glass Europe has celebrated the 120th anniversary of its Boussois plant in France. Sheena Adesilu spoke to its Plant Director, Alexandre Coppens, to find out more.

� Aerial view of AGC Boussois factory.

� AGC Boussois anniversary ceremony (Left to right) Jean-Michel Dupuis, Human Resources Director at AGC France; Philippe Bastien, Regional President of Building & Industrial at AGC Glass Europe; Benjamin Saint-Hulle, President of Community of Metropolitan area Maubeuge Val-de-Sambre; Corine Deroo, Regional Advisor at the Hauts-de-France region and assistant to the major of Maubeuge; Alexandre Coppens, AGC Boussois plant manager; Jean-François Heris, President of AGC

AGC

Glass Europe customers, staff and dignitaries celebrated the 120th anniversary of the Boussois plant recently. An anniversary ceremony took place at the northern France plant which included the local mayor, customers, partners, museum organisers, managers, AGC staff and technicians. A 180 x 40 cm float line cake was baked to mark the occasion. The Plant Director Alexandre Coppens talked about future plans to transform the plant and its 120year history. Mr Coppens said: “As a float producing plant, the next logical step for us would be to evaluate the possibilities of expanding our activities to new types of products. We would like to be a plant of transformation. “This will of course depend on market evolution and the strategy of our group,

but we are convinced that we have a bright future ahead.”

Boussois The float glass plant consists of two float lines and has a total capacity of more than 1,300 tonnes per day. Its B1 float line specialises in hot oxygen technology and produces 650 tonnes of glass per day. The B2 float line is a regenerative furnace that produces 700 tonnes of glass per day. The storage capacity of the plant is 47,000 tonnes. In total, 223 employees operate the plant and 20 staff are based at the AGC France headquarters. The plant specialises in clear and extra clear glass production for the construction and indoor furnishings market. Mr Coppens explained that the plants strength was extra clear glass. “We also have a hot oxygen furnace,

which is for sure something very special. “The plant produces a high quality of glass, it is well located and perfectly controls different colours. “This plant is known for its extra clear glass.” AGC Boussois manufactures products such as Planibel Clearlite, which is the normal glass. It also produces Planibel Clearvision, which is the extra clear glass with a high light and energy transmission. Its special feature is the side of the glass, which is perfectly clear instead of green. The glass is used for architecturally outstanding buildings and has low iron content. AGC Boussois has also recently started producing XXL glass sheets at the request of a German client, which required it for a special project. Continued>>

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Building & Industrial Glass.

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Environment AGC Glass

� Batch operators. The glass is also usually used for prestige architectural projects. The plant produced a 16-metre-long XXL glass for the first time at the end of last year. This is 2.7 times the industry standard of six metres.

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Innovation Boussois previously demonstrated its innovative capabilities in 2008, when it introduced hot-oxy-combustion into its process. This means that the process recovers heat from the flue gases to save energy at the melting furnace. This system leads to a reduction in energy consumption by around 27%, along with reductions in atmospheric emissions. In total, it means 20% less carbon dioxide (CO2), 38% less sulphur dioxide (SO2) and 80% less nitrogen oxides (NOx). Mr Coppens said: “The main advantage of the oxygen-combustion furnace is to significantly decrease the energy consumption needed to melt the glass. “This is due to the fact that you do not need to heat-up the nitrogen present in the air used for combustion in the aircombustion furnaces. “As a consequence of the lower energy needs, the CO2 emissions released into the the atmosphere decrease as well. “In addition, due to the lack of gaseous nitrogen in the combustion flame, the NOx emissions are extremely low and can respect the stricter emissions limits without flue gas treatment or catalyst for this pollutant.” Instead of being fed with ordinary air, the furnace operates with 100% pure oxygen. Since ordinary air contains only 20% oxygen and 80% nitrogen, oxycombustion prevents burning nitrogen, which only wastes energy and does not contribute to the process.

� Guests visiting line at anniversary ceremony The process consists of hot oxygen and hot gas combustion. It is energy efficient and environmentally friendly.

Crisis AGC has faced its share of challenges with the Boussois plant over the years, one of which was the financial crisis in 2008. Mr Coppens said: “Several actions were taken during the crisis. In the case of Boussois, we had to stop the B2 float line, which we then restarted in 2010, and then the B1 float line for three years, which we restarted last year. “The years of partial activity were frustrating. But now we finally have two lines operating and all our workers are working. So it’s the end of a long, difficult period.” The repairs were financed by an investment from AGC’s General Management. The French state also supported the company.

History Architect Georges Despret of the Belgian company, Glaceries de Charleroi, built the plant in 1898. Charleroi is a city in the south of Belgium, which is historically well known in the glass industry. It is the origin of the glass producers Glaverbel (a former name of AGC Europe) and the Société des Glaceries de Charleroi. The company decided to extend its activities to the south along the Sambre River, which flows from France to Belgium. The river was important in the 19th century for glass production and other industries. This is because it was an important communication way to transport sand and coal. Down the Sambre river, towards the north, glassmakers can reach the AGC

Moustier float plant, which is close to Namur city’s three float lines in Belgium. In 1898, the Belgian company ‘Société des Glaceries de Charleroi’ founded the ‘Compagnie des Glaces et Verres Spéciaux de France’ in Boussois. This included the plants Boussois, ‘Manufacture des Glaces de Jeumont’ and ‘Glacerie de Requignies’. All three plants were destroyed during World War One, and only Boussois was reconstructed. In 1955, the site was named ‘Les Glaces de Boussois’ and in 1966 it joined the BSN group (Boussois Soiuchon Neuvesel). In the same year, BSN also acquired the Belgian company Glaverbel. In 1982, the Boussois plant was sold to PPG company. In 1998, PPG sold its flat-glass European activities to Glaverbel, which became part of AGC in 2000. During its long history, the Boussois plant has produced polished, printed and moulded glass, as well as glass security for the automotive, rail and aeronautics. This included the windshields for the supersonic airliner Concorde. The factory has also produced fibreglass, neon lighting tubes, stained glass (including the Sydney Opera House), and continuous and float glass since 1966 thanks to the lines B1 line and the B2 line from 1979. Mr Coppens concluded: “The greatest asset of our site is certainly the competence and involvement of our employees, technicians and engineers who have worked in ‘their’ factory for several generations.” �

*Plant Director, AGC Glass Europe, Boussois, France www.agc-glass.eu

12 0 Glass International October 2018

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strategy before they invest in the new equipment. “If you look back three or four years when the first solutions were launched in digital, our company has made great strides in that time. We have launched some interesting concepts and as a company we have learnt a lot.”

Family origins

Making the most of digital printing

Koenig & Bauer Kammann Managing Director, Matthias Graf, met Greg Morris at its German headquarters to discuss the rise of digital printing.

www.glass-international.com

igital glassmaking and the efficiencies it brings to manufacturers has been well documented. Glass decorators have also embraced the technology revolution and the use of digital decoration has become more commonplace. One such company is Koenig & Bauer Kammann, based in Bad Oeynhausen, Germany. Its revenue from digital printing machines sales has increased over the past four years and this year will account for 30% of revenue – its highest ever. This figure is expected to rise to 50% within four years. Its Managing Director, Matthias Graf, has been with the company for 13 years and said: “Digital printing is the most important printing application in the past few decades. “I think that digital printing will be a must when we have a look at the machine range of the customers in the future, everybody must have a digital solution.” Mr Graf believes digital brings advantages – but warns that companies should have a digital

� Mr Matthias Graf has been MD since 2005.

� Digital printing allows for photo-realistic images on a bottle.

Kammann is a well-established glass decorator that started producing printing machines in 1955 in the town of Bunde in the Nordrhein-Westfalen region, Germany. It was a family-run business until 2004 when it was taken over by a private equity investor. It moved to its current location in 2010 and was acquired by Koenig and Bauer in 2013. Today the company employs 160 staff at its German headquarters and also has subsidiaries in the USA and China which employ a further 40 people. It supplies the glass, plastics and metal packaging sectors, with glass making up 65% of its revenue. The company supplied conventional printing equipment, such as screen printing machines, for many years, but has embraced digital culture. “It has been a big investment on our side, we need a lot of manpower and expertise from our employees but that makes it successful from our point of view,” he states. It has spent the past five years honing its digital expertise and learning about the process. The company’s philosophy is to work with a prototype customer which is willing to take a risk. The two will learn together - and sometimes fail together on the journey. “Sometimes you have to go a step back to go two steps forward. The customer knows that if this application works, they will be the first to be able to offer it. This has always been a successful scenario for us to work in this way.” It is building a new factory near its existing structure. The factory will increase its capacity by 30% and include assembly and logistics halls and office space. The company’s revenues have increased by 40% in the past five years and it needs more room to create new machines. The 11,000m2 site will open at the end of next year and will have room for the company to manufacture 16 machines parallel, with the opportunity to increase to 24 machines if need be. It currently manufactures 12 machines parallel at its present location.

Manufacturing procedure The procedures to make a digital machine are different to a conventional printing machine. “When you sell digital machines you must have the right one for the application, you have to think about the printing process, you have to train the customer and think about everything around the machine. A successful process begins a long time before the printing machine actually starts to run. Continued>>

14 Glass International October 2018

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Company profile: Kammann

“There is a much more of a focus on how you prepare your artwork, how you run it to the prepress, how you run it into the machine and make it printable to get the best results, for example.” He describes the company’s three USPs as its investment in digital hardware, its investment in staff training and know how in the new process, and its range of solutions to make digital printing possible. It also has the experience now of using digital machinery. The digital process is still evolving and Mr Graf expects many more developments over the next 15 years. But thanks to its investments the company will remain at the forefront of the digital revolution. “A lot of people in the market are looking at those using digital to see if they are successful or not. It has taken a while, but we have the experience and I can say now it is a proven printing technology that has been accepted by the market. “A company cannot just say ‘I can print digital’.

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It must have a digital philosophy and a business plan. There have been some companies who have gone digital but cannot handle the machines or have been unable to create a successful market.” The advantages of digital printing include the personalisation of bottles, photo-realistic printing and it allows the glassmaker to create special edition bottles, such as Christmas and summer bottles. It allows the machine manufacturer to print on the embossing, on the debossing, and on the conical part of the article. “You can print something without contact with the article surface, so it offers more possibilities than other applications,” states Mr Graf. “We create attractive packaging to make it stand out from other items on the shelf.” But what has caused this digital revolution? According to Mr Graf, the ideas among designers, brand owners and creative were always there but they did not have the technology to implement it. As well as the hardware equipment to make acceptable quality printing, a company requires specialist software knowledge and trained operators. “We have gained that knowledge and it means we can print the whole range of article shapes, but it has taken a long time to master this knowledge. We have had to learn over the months and years and you only learn by actually doing the process. So it was important for us that when we started we had a pioneer customer to test everything around the digital before we could widen our market and be successful with other customers. “It has been a steep learning curve but we have a really motivated team who are at a high level and that has made it easier. Continued>>

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Company profile: Kammann

“But we are still learning today. It is completely different if you are printing for the cosmetics industry or the drinking glass industry or the bottle industry. “The quality testing and the reaction of the substrate is slightly different so you have to have different parameters in the machine and process. “The machine can run everything at the end of the day but to run it at the highest output and best printing quality you need these fine parameters in the machine and you have to be prepared. That’s the learning curve.” Kammann is divided into four groups: Most staff work in R&D, while a further 60 work in engineering and assembly. It has a number of sales agents, supported by an administration team. It has specialist digital workers, with six working in R&D on digital applications and also its own software department. “We have our own software department, which is not typical of our competitors,” states Mr Graf. “But we understood early in the process that you need this knowledge to have a USP to compete with other companies.” Most interest in digital applications has been from Europe and North America. The company serves several industries and has seen the most interest from the plastics sector. “There has been a bigger push because it is easier to print on plastic. It is much more complex to print on glass and to find the right process compared to the other substrates.”

� The company employs 160 people at its headquarters.

The future

www.glass-international.com

Mr Graf believes future developments will take place within the hardware machine, within printing components, in ink, and in the handling of the machines and implementing it on online work flows.

“There are so many things possible that were not possible in the past that there will be many changes in the next years.” Despite the rise and publicity surrounding digital printing, Mr Graf is keen to highlight that conventional printing remains an important part of the business. “Screen printing and other conventional applications still exist. Customers will mix between conventional and digital printing machines. There are arguments for the conventional machines in the future and we are still developing solutions in this area. There are potentials to optimise and offer special solutions to customers.” Digital manufacturing will continue to evolve in the future – and Kammann intends to remain at the top of the digital learning curve. “We always try to be near the market and understand the requirements of the customer and find the right solutions, whether it is in digital or conventional printing or an entirely new process. That’s our philosophy,” concludes Mr Graf. �

Koenig and Bauer Kammann, Bad Oeynhausen, Germany www.kammann.de/en/

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Company proﬁle: Sivesa

Sivesa beneﬁts from energy efﬁcient furnace Mexican glass container manufacturer Sivesa undertook a furnace modernisation at its Orizaba plant in Veracruz, Mexico earlier this year. Its Engineering Manager, Isaias Valencia (pictured), talks about the project, which involved several international suppliers.

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he investment included a Recuperative Furnace and new equipment. The new equipment included the complete replacement of the 412 tonne steel structure and two complete recuperators. The work also required the complete replacement of 1500 tonnes of refractory and the replacement of the utilities and services devices including the hot air pipes, electroboosting bars and a newly designed combustion system and gas skids. The work also included the replacement of the forehearth channels, which were redesigned and the replacement of the combustion and control system. In addition we installed a SpeedLine IS Machine 10 sections, 21 inspection machines in the cold end and two packaging machines, including a whole conveyor system.

� The team involved in the furnace project (left to right) Guillermo Yonca, Furnace Repair; Isaías Valencia, Engineering Manager; Rogelio Jimenez, Plant Manager; Eduardo Larios, Project Facilitator; Víctor Rios, Project Coordinator; Oscar Alamillo, Furnace Maintenance; Jorge Carrasco, Supervisor; Dieter Mostert, Horn Supervisor.

Continued>>

18 Glass International October 2018

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Company proﬁle: Sivesa

The economic and technical decision to invest in a new furnace was derived from the fact that the old furnace had ﬁnished its useful life so it was necessary to conduct a major repair. Also, a furnace with efﬁcient energy consumption will drive important cost-reductions. The planning phase started in July 2016 with conceptual engineering to be ready with the basic engineering and start the procurement of the longest-delivery time materials and have everything ready in place before the planned date of furnace shut down which was February 2018. The project involved the exchange of its existing furnace B. Germany’s Horn Glass supplied a new, larger 165m2 recuperation furnace with a nominal capacity of 360 tons. A third line was installed due to the increase in capacity. Heye International provided a 10-section double gob IS Speedline, Italy’s Antonini supplied an annealing furnace, cold end

Production increase Furnace repair took 59 days and the packing of bottles started the day after that, so production ramp-up was good. One important topic during the discussions about the furnace was smart manufacturing and Industry 4.0. One important requirement was to have a real-time monitoring system to control the combustion parameters of the furnace locally and remotely.

� Its strategic location in Orizaba means Sivesa can supply Mexico and Central America.

penetrate the Central America beverage market. Located in the south of Mexico gives us a strategic advantage because it allows us the opportunity to supply products to not only Mexico, but also to do business in Central America. In regards to our history, SIVESA was part of a nearby brewery company for more than 40 years where it was separated to be an independent brewery business unit in the mid-1980s. In the 1990s, it consolidated its presence as part of the FEMSA group as part of the Empaque business unit. This continued until 2012, when it was acquired by the Heineken Group. It was bought by the global packaging group, Crown, in 2015. �

Sivesa, Orizaba, Veracruz, Mexico www.crowncork.com

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equipment came from France’s Iris Inspection Machines and from Heye, while Italy’s Zecchettti provided the transportation and palletiser. Brazilian construction management company ak Engenharia e Projetos supplied key personal for the project involved in structural steel, installation of the recuperators, the combustion air piping as well as commissioning and start-up support at the furnace. This is now the second project for ak Engenharia e Projetos in Mexico after Vichisa in Meoqui, Chihuahua this year.

The Sivesa plant manufactures soda lime glass containers for the soft drink and brewery markets. It has three recuperative furnaces each with three lines producing around 3.5 million bottles a day. There are approximately 750 staff who work on site who are involved in processes such as, maintenance, purchasing, legal, human resources and logistics, and engineering. Our daily production capacity is 1,010 tons. We have nine lines of production, of which seven are double and two are triple. Our outstanding points that make a clear difference between competitors are our good quality products at competitive prices and great business relations with core suppliers and key providers. Our main market is the domestic market (Heineken, AB InBev and KOF), while the remaining production is dispatched to Chile and Puerto Rico. SIVESA has also recently tried to

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Women in glassmaking

Female perspectives on the industry Talk to anyone in the industry and a recurring theme is how to attract more young people to glassmaking. Whether you’re a glass technology supplier or a manufacturer there is a headache that young people, on the cusp of starting their careers, are lured away by alternative, seemingly more appealing sectors such as automotive or aerospace. The industry has reacted to that and set up several schemes to attract more young talent to the sector. But is there another, equally as talented, sector of the community that the glass industry is not appealing to? Women, of course, make up 50% of the population yet they are under represented in the glassmaking industry. Has enough been done to appeal and retain women in glass? Anecdotal evidence suggests there are plenty of women who work in roles such as marketing and finance, but very few on the shop floor. As one of our respondents states, a recent McKinsey report in diversity in the workplace concluded that companies with more gender diversity were 21% more likely to experience above-average profitability. Women are only slowly breaking through the so-called glass ceiling. The Table below

Erica Jaspers,

Pril Konuk, Gurallar

Adeline Farrelly,

O-I

Dura Temp

Cam Ambalaj

FEVE

Julie Watson, Ardagh Glass

Marie Luquin,

Tara Lynch, Pennine

SGD Pharma

Industrial

is a snapshot of the leaders of prominent glassmakers around the world, with women highlighted in orange. There are very few females. This needs to be addressed if the glass industry wants to appeal to a wider variety of people looking for their ideal career. Over the following pages we chat to some of the women involved in different aspects of

glassmaking and ask for their thoughts on what the industry can do to appeal to more women. One of the respondents suggests there needs to be more female role models in the industry. Hopefully, the following pages can provide inspiration for any aspiring female glassmakers.

*This table is not exhaustive and there are many other glassmakers in the world not included in this list. We are unaware of any other female CEOs in the glass industry though.

Pochet du Courval Irène Gosset, Group President,

AGC Europe

Jean-Marc Meunier, CEO

Gurallar Cam

Allied

Alan Henderson, CEO

Ambalaj

Riza Güral, Chairman of the Board of

Tristan Farabet, Group CEO

Anchor Glass

Nipesh Shah, President and CEO

Directors and Esin Güral Argat,

Saint-Gobain

Pierre-André de Chalendar, Chairman

Arc International

Tim Gollin, CEO

Board Deputy Chairman

and CEO

Ardagh

Paul Coulson,

Heinz-Glas

Carletta Steiner-Heinz, Owner

Saverglass

Loic Quentin de Gromard

Chairman and Chief Executive

Hindusthan National

Schott

Dr Frank Heinricht, Chairman of the

Arglass

José Arozamena, CEO

Glass

Management Board

BA Glass/Vidro

Sandra Maria Santos, CEO

Company (HNG)

Sanjay Somany,

SGD Pharma

Laurent Zuber, Managing Director

Bangkok Glass

Mr Vapee Bhirom Bhakdi,

Chairman & Managing Director

and COO

Chairman of the Board of Directors

Huta Czechy

Paolo Giacobbo, President of the

Sisecam

Adnan Bali, Chairman and Prof Dr

Basturk Cam

Muhammed Yalcinkaya,

Management Board

Ahmet Kirman, CEO

General Manager

Libbey

William A. Foley, Chairman and CEO

Steklarna Hrastnik

Peter Cas, General Director

Beatson Clark

Jeremy Clarkson, CEO

Majan Glass

Mustafa Ahmed Salman, Chairman

Stölzle Glass Group DI Georg Feith, CEO

Belstekloprom

Dubovets Nadezhda Anatolievna,

Mulia Industrindo

Tony Surjanto, President Commissioner,

Verallia

Michel Giannuzzi, Chairman and CEO

Director General

Mrs. Joanne S. Tjandranegara

Verescence

Thomas Riou, CEO

Can-Pack

Nico Nusmeier, Chairman of the Board,

Nampak

Tito Mboweni, Chairman

Verreries Brosse

Paolo Giacobbo, Chairman

Dr hab Małgorzata Podrecka, Vice

Noelle + Von Campe

Vetreria Etrusca

Andrea Bartolozzi, CEO

President

Glashutte

Vetri Speciali

Mr Giorgio Mazzer, Managing Director

Consol Glass

Mike Arnold, CEO

President

Vetrobalsamo

Luca Guglielminotti, Vice President

Corning

Wendell P. Weeks, Chairman and CEO

Noritazeh

Saeed Kalafchi, Director

Vetropack

Johann Reiter, CEO and CR Cornaz,

Ekran

Pavel Boboshik, General Director

Ocean Glass

Mr Chakri Chanruangvanich, Chairman,

Chairman

Encirc

Adrian Curry, Managing Director

Ms Jariya Sangchaiya, Managing

Vidrala

Carlos Delclaux, President

Gallo Glass

John Gallo, Vice President, Glass

Director

Vitro

Adrian Sada Cueva, CEO

Gerresheimer

Rainer Beaujean,

O-I

Andres Lopez, CEO

Waltersperger

Stéphanie Tourres, President

Speaker of the Management Board

Orora Group

Nigel Garrard, Managing Director and

Wiegand Glas

Oliver Wiegand, Owner

and CFO

CEO

Zignago Vetro

Paolo Giacobbo, Chairman and Chief

Ghani Glass

Zaid Ghani, Chairman

Park Cam

(Owned by Ciner Group. Ciner Group’s

Executive Officer

Glashütte Freital

Hans-Bernhard Führ, Managing Director

Vice President Glass and Chemicals,

Zoujaj Dammam

Guardian Glass

Kevin Baird, CEO and President

Sinan Solaklar)

National Factory for

Groot Glass

Simon Kapenda, CEO and

Piramal

Ajay Piramal, Chairman and Dr Swati A

Glass Bottles

Rachel Kapenda, Executive Vice

Piramal, Vice Chairperson

Chairman

President.

Thomas Köhler, Executive Director/

Riadh Mohamed Al Humaidan,

www.glass-international.com

Leaders of the glass industry

Sylvie Dobrzynska,

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Environment Women in glassmaking

Sylvie Dobrzynska, Procurement & Logistic Leader at O-I 1. How long have you worked in the industry for? 18 years. I got the opportunity to work in France, Switzerland and the USA and to get rounded through different experiences in procurement, pricing, new products development, glass recycling, continuous improvement and logistics.

www.glass-international.com

2. What do you enjoy about the role? What I really enjoy at O-I is the opportunity to work on projects, going from one challenge to the next one. I like to develop a vision, rally a team around key objectives and work together to achieve expected results. Meeting stakeholders from various areas and cultural backgrounds and influencing the outcome is very energising and exciting. I’m also happy to provide support to initiatives driven by others. 3. In your experience, what has been the ratio of male/female employees in the industry? Traditionally in the glass sector and, specifically operations, the workforce is largely masculine. Yet, in functions like finance, human resources, sales, marketing and information technology, women who decide to join O-I naturally find their place in our organisations and have the chance to advance their careers and obtain rewarding positions. Within O-I’s Global Leadership Team two women are officiating as senior vice presidents. In France and Spain, female leaders represent one third of the Country Group leadership team and based on succession plans, the parity is at reach within one to two years. In my team, 54% of the staff are women, versus 22% three years ago. However, it is more difficult to attract and retain female talents in manufacturing positions but O-I is actively encouraging them. 4. What can be done to make glassmaking and the glass industry more appealing to women? First of all, as an industry, we may have to get rid of some limiting beliefs. True, some plant jobs require more physical strengths

than others. Although when you think about it, jobs traditionally thought of as jobs for women, like nursing jobs, can be really tough too: working in shifts, carrying people’s weight and emergency rooms for hours in a row; all this for a relatively low salary. Women want to live purposeful lives. The new generation wants to be inspired. On the sustainability front, I think we still have some untapped potential to touch people’s hearts and put them in motion. O-I has strong values and women should know they will benefit from advancement opportunities based on their own performance. This meritocratic approach, applicable to gender, country of origin and educational background, is one of O-I’s genuine strengths as a company. If we want to be more appealing to women as an industry, we need to go out and meet with potential candidates to showcase who we are and sell our value proposition. 5. How can the industry retain more women in the sector? We need to invest in young female leaders, train them and inspire them to stay with us. We also need to highlight examples of successful women’s career development paths at the plant level. From compensation and benefits

perspectives, women are equally paid at O-I. This is already a reality. Flexibility through homeworking from some locations / positions is definitely an asset to reconcile professional and family commitments. Mentoring strengthens the meaningful relationship you have with your boss. Human values. In my personal case, I’m very grateful to O-I, my bosses and colleagues for all the support I received, facing a personal hardship. It happened to be the loss of a parent for a colleague of mine or a temporary health issue for another. Loyalty grows from such experiences. 6. Do you think women bring alternative skills to the glass industry compared to men? The question itself is triggering a genderbased type of answer. I think every individual brings different natural strengths, that can be identified and put to good use. Competencies can be developed through training. At O-I we value diversity because we all grow from bringing our uniqueness to work. I think that we all have within ourselves a feminine yin energy, rooting our heartfelt values. One can’t lead from the heart without connecting emotionally to others, whether it is to serve customers or develop coworkers. �

O-I, Perrysburg, USA ww.o-i.com

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Environment Women in glassmaking

Erica Jaspers, Vice President, Sales & Marketing, Dura Temp 1. How long have you worked in the glass industry? I’ve worked at Dura Temp, which supplies hot ware handling solutions, for 14 years. Over the years, I have been involved in many aspects of the business. My background is in Marketing and International Business and I am fortunate to be able to apply both specialties to the different positions I’ve held within the company.

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2. What do you enjoy about the role? The people - those I’ve worked with in the industry and in the company. I like having the opportunity and challenge of working with people from different countries, cultures and backgrounds on a daily basis. Even more so, I enjoy working with my colleagues at Dura Temp in an environment that promotes team and individual success. We’ve had a number of recent accomplishments that have come from hard work and dedication and it’s very fulfilling to see these results for the company and our team. I also find it rewarding to be part of an organisation that provides a lot of value to glassmakers, helping them solve problems and reach production goals. 3. What can be done to make glassmaking and the glass industry more appealing to women? First, it is a matter of knowledge about potential career opportunities. Women need to be introduced and encouraged to enter into science, engineering and manufacturing fields from a young age so they know the full range of options that exist for future career choices. Then it also takes a commitment from organisations in the glass industry to ensure that they are promoting a culture of inclusion for women at all levels. And this must be visible to those who consider entering the industry. At Dura Temp, women hold a number of key positions and I think we set a good example of how diversity and inclusion can help a company be successful and competitive.

4. How do you think encouraging more women to enter the glass workforce can help advance the industry? I think the answer is rather simple. The more open the glass industry is to diversity in its workforce, the larger the talent pool it can draw from, the more likely it will be to bring in and retain the best people. If highly-talented people are entering the industry with bright ideas and new innovations, it will be the push forward the industry needs to remain competitive. An industry that is still using some very old machines to manufacture its products certainly would benefit from drawing from a large pool of candidates with forward-thinking ideas.

5. How would you like to see the industry evolve over the next ﬁve to ten years? Of course, given the subject of this interview, I would like to see the glass industry evolve to include more women in the workforce. I think a diverse workforce at all levels could lead to some positive impacts in an industry that has a reputation of being slower to change. I would also like to see the industry evolve to become more innovative and responsive to end-user preferences through flexible manufacturing methods. Glass has many advantages over other packaging materials, but to remain competitive the industry will need to find ways to more quickly adapt to changing consumer preferences. �

Dura Temp, Holland, OH, USA www.duratemp.com/

24 0 Glass International October 2018

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Environment Women in glassmaking

Piril Konuk, Business Development Manager, Gurallar Cam Ambalaj

www.glass-international.com

1. How long have you worked in the industry for? I have been in business for 11 years and worked within the glass industry for four years. I have worked for Gürallar Cam Ambalaj (Gürallar Group’s glass packaging business) as its Business Development Manager for a year. Before this, I worked as Brand Development Manager for Gürallar Group of Companies. I had also worked within the Customer Development and Sales departments in the fast moving consumer goods industry for five and a half years and within a finance department at a construction industry for one and a half years. I believe the experiences I had in various positions at different companies during my professional career prepared me for my current leadership position. I feel contented and fulfilled for working at the company and performing the duties required for my position. I have the opportunity to find out new projects and ideas that let me improve myself, my company and our industry in general. I cannot imagine a day where the progress for this business and industry would end. 2. What do you enjoy about the role? This line of work requires me to be innovative, constantly open to learn new things and to push myself and allow my business to foster. These are the aspects of business development that I like the most. There is never a status quo. Although it may seem that there are some restrictions in production and design in glassmaking, we work in an industry in which you can make continuous improvement and innovations in terms of product, service and production processes. You have to improve yourself and invent new things. The fast pace of global transformations leads our lives to develop and flourish. As professionals we also need to adapt to these changes. For me, one of the most enjoyable parts of the job is having the opportunity to work with each of the departments within our company while developing new projects. This enables the enrichment of the project and development of authentic and innovative perspectives. The combination of knowledge and

experience facilitates the formation of new ideas and processes. The results obtained develop into something satisfactory and motivating for everyone. The precondition for a clear success in the business development department is that top management should be visionary and supportive. Equally, the biggest factors that help me succeed in my job and projects are the value and support given to innovation by our top management. This boosts my continuous motivation and energy. It enables me to always push the limits and take down the walls when required. On the other hand, the employeefriendly administrative policies of our company also support my personal advancement and contribution to my work. We have an equalitarian working environment in terms of duty and responsibility distribution. Thanks to personal development programmes

such as the Gürallar Academy training portal, individual leadership training and personal coaching programmes; while I improve myself and evolve my work, I can also observe the contributions I make to my company as well as feel the value given to me. 3. In your experience, can you give an indication of how many male/ female employees there are in the industry? Since we operate in heavy industry manufacturing, the number of male employees is larger than the number of female employees. We may list the reasons for having the smaller ratio of female employees within total employment and this is not just a fact for our line of business, company or country but a common global situation. Continued>>

Gurallar Cam Ambalaj, Istanbul, Turkey www.gca.com

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Women in glassmaking

industry cooperation activities, we conduct programmes to attract female students’ attention in order to increase the number of female students visiting our corporate booth. We also feel it is important to have our female employees accompany us to career exhibitions. In 2018 we had a substantial increase in the number of white-collar female employees compared to previous years and we try to continue this progress in the new opening positions. We added talented female engineers to our engineering teams at our LAV glass tableware manufacturing facilities, and our GCA glass packaging manufacturing facilities in 2017 and 2018. Not only in our strategy development workshops but also in our personal and professional development training, the attendance of female engineers is high. Parallel to this, the number of bluecollar female employees working in our glass manufacturing quality processes is equally high. 4. What can be done to make glassmaking more appealing to women? In general, a higher female participation rate into employment is significant for companies and the general economy. This situation is not only true for the glass industry but also for all economic areas. It is important to make the workplace more comfortable and suitable from the aspects of starting a family and having children, for men and women. As it is expressed more all over the world, we have to progress to ensure men and women develop themselves, only on the basis of whether they have the qualifications required for the job or not, without imposing definite social responsibilities and prejudgments. It is important to train people under equal conditions without making any sexual discrimination and have a balance on the ratio of men and women leaders in top management. In parallel with global changes, the views of young people around the world and in business life have changed. Common goals among youths without any gender difference are self-fulfillment, creating and producing as well as becoming a leader. We, the millennials, as the new generation, and the Y and Z generations before us have a more equalitarian and modern perspective in this sense. I think it is important to revise the rules of business life as it is a requirement for our world in which access to knowledge has become easier and people more qualified.

Success in business life and the feeling of self-fulfilment depend not only on the decisions taken by companies but also on balancing the social regime. The balance of distribution between mother and father responsibilities within the family, as well as sharing the tasks and duties related to society, larger family and home are also significant. I think every party should embrace such a vision, not only for the glass industry but for all the economic sectors, initiating from the core family, all the way through educational institutions and corporations. As all of us accept there is not a single type of intelligence, and intelligence might develop in different dimensions and all these intelligence types are beneficial for the corporate institutions, we should accept from the same perspective that STEM-A branches (Science, Technology, Engineering, Mathematics and Art) should not be genetically dominated by a single gender. A person is shaped and evolved, beyond their gender, under the influence of their education, their personal and professional experience; their own personality traits and personal life goals and vision. The first thing is to accept the fact that women can be as successful as men in the current social order. What comes after is that, workplaces should be arranged in an employee-friendly fashion and rules have to be modified to give the necessary support to women to get promotions on the way to higher executive roles. 5. How can the industry retain more women? In this current economic and socioeconomic structure, industries are not only responsible for keeping female employees loyal but also male staff as well. During my career I have witnessed that men changed their jobs, cities or companies more rapidly than women. I also saw that the rate of female and male employees evolved negatively against women as their social duties and responsibilities increased. This actually leads us to underline the importance of the fact that companies should apply the rules at each level without making any gender discrimination. Starting a family is the responsibility of men and women. Being a parent is the responsibility of both mother and father. Instead of imposing definite responsibilities on men and women, it Continued>>

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From my point of view, the weaker motivation guiding and encouraging women towards engineering and technical education compared to that for men; the social and cultural bias regarding women to have more responsibilities for the family and the lack of efficiency of the decision makers to take appropriate actions in the workplace all can be named as main factors. Unfortunately, when you think about the words ‘woman’ and ‘glass’ together in the same sentence, the term ‘glass ceiling’ will appear in the general population’s mind. This invisible glass ceiling, whose existence can be felt more when one advances in professional life, is one of the most dangerous and insidious challenges for the self-fulfilling, peaceful, creative and productive societies we dream about for the future where people have equal opportunities. According to the article published in Dünya Newspaper in March 2018, which is based on research conducted in 33 countries by Korn Ferry, where 82.1% of the top executives employed in private companies throughout Turkey are men and only 17.9% are women. In other words, the rate of women who could break this glass ceiling is only one fifth of the total number of employees. I think we should build a future in which we do not use this term while using the words ‘glass’ and ‘women’ in the same sentence. Considering the employment rates, while there seems to be a balance in the employment rates of men and women in the first years of career, it is probable to observe a decrease in the leadership roles of women during the later stages of their professional career. This results in a lack of female role models and leaders. Apart from this generalisation, we should emphasise that the rate of female employees within our company’s departments such as marketing, sales and design is higher than the industry average. Our company is equipped with the necessary features to take skilful, knowledgeable, hardworking and intelligent individuals further via its Human Resources policies and equal opportunity aspects. In this regard, projects related to this issue have been accelerated in recent years. While we are selecting our team members to work with us in our glass manufacturing factories, to perform machinery R&D or to undertake process control roles in production, we try to reach women engineers. During university-

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Women in glassmaking

is therefore important for companies to offer equal rights and opportunities to women and men. For example, maternity leave is important for mothers to meet the needs of their newborns during the postpartum period. If fathers could have rights enabling them to take the responsibility of their children after this postpartum period, this would support the confident return of female employees to business after their maternity leave. We can see this application in Sweden where the female participation rate to workforce is 80%. Public mechanisms play the largest role in executing and expanding these equalitarian applications deployed more frequently and on a larger scale in business life. Thanks to valuable Turkish public policies that have been structured and carried out for women, the female labour force participation rate was raised from 23% to 34% and female employment rate from 20% to 29%. It is aimed to increase the employment rate of women with several projects and incentives implemented in this direction. Increasing the number of female employees in the workforce is not only the duty of women. Everyone should embrace the same vision in this regard and support next generations for further improvement. Societies can only achieve a profitable and productive growth by working together. 6. What could be the impact of bringing more women’s jobs to the glass sector? There are certain corporate roles where women are successful and have undertaken leadership roles in our industry. A few examples include design, sales and marketing, human resources and information technology positions. However, women present great potential to contribute to business and industry in engineering, manufacturing and general management. One example that I would wish to share would be of Mrs. Esin Güral Argat, Gürallar Group Deputy Chairman, who showed prime leadership and helped the company to reach great success during the rebranding and positioning of the LAV brand which is owned by our sister company. LAV has been operational for more than 20 years and become the sixth largest table glassware producer in the world. Mrs. Esin Güral Argat is also a Member of the Board of Directors of the Turkish Enterprise and Business Confederation (TÜRKONFED), is the Digital Economy Round Table Leader, Board Member of the Turkish Industry and Business People Association (TÜSIAD), and Board Member of Turkish Businesswomen Association (TIKAD). In the same manner, during the three-year process for the recreation of the LAV brand, the efforts of Mrs. Aslı Aydo, our Sales and Marketing Director, Mrs. Merve Atis, our Marketing Manager and their teams cannot be disregarded. Women’s skills in empathy, detailed thinking capabilities, successful social communications and abilities to solve complex problems are the features required for the further growth of the glass industry. According to research, companies record a stronger growth and higher profitability rates when men and women collaborate altogether. In a time where we talk more frequently about artificial intelligence, digital transformation, industry 4.0 and make use of these to develop our businesses; it is important to prepare youths for the new roles and responsibilities that the future will bring. We have to prepare women and men in each industry to guide and improve themselves as well as develop their leadership skills to be able to fit into and lead the future. �

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Environment Women in glassmaking

Adeline Farrelly, Secretary General, FEVE

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1. How long have you worked in the industry for? It’s 10 years since I broke the glass ceiling and joined FEVE in June 2008 as FEVE’s first ever female Secretary General. I was new to the industry back then but was brought in to run the association to help the industry lobby in Brussels and promote glass packaging. Working in Brussels for the past 28 years for many different organisations has given me skills that I could transfer directly to FEVE and really ramp up our advocacy for glass. 2. What do you enjoy about the role? What is great is that first of all I have a wonderfully professional team around me and a fully engaged and supportive board. I think these two things are extremely important for any leader but especially a female leader. I don’t want to generalise because all women are different and there is a spectrum of behaviours and attitudes but from my work with an organisation called Women for Election, a lack of confidence is more of a stumbling block for women than men. So the support given to women is important. I love working for a great industry and a great product with a story to tell. I also love working with the hundreds of professional experts who work with us from all over Europe on our Committees and are deeply knowledgeable about glass. I have full appreciation of their science-based approach and competence they bring. At FEVE we get to create lots of new things. We started the first ever industry wide communications campaign towards consumers – Friends of Glass. Something that is a first even among other trade bodies. We built the first most comprehensive life cycle study of our industry and brought a radical new approach to lobbying and representation in Brussels, we have succeeded in bringing market and consumer insights to the industry and holding a mirror up to it so we can make big decisions to address our weaknesses and meet the opportunities. This year we created the first ever industry wide innovation group to reduce our CO2 footprint.

employees in the industry? Today we have no Europe wide statistics on the ratio between male and female workers in the glass packaging sector. Now that is a statistic we should collect. I see that many of our companies already do so as part of their CSR reporting. Another new project perhaps? Traditionally our industry is male dominated but increasing numbers of women are joining and employed not just in downstream processes but gradually in the upstream side too on the more technical roles. And in leadership roles; there are quite a few women in Marketing Director roles and they can be found in key positions throughout the industry. At

the very top, one of them is Sandra Santos who is CEO of BA Glass or Irène Gosset, President of the Pochet Group. 4. What can be done to make glassmaking and the glass industry more appealing to women? Probably, the most important thing is to engender a culture change in the industry that is open to diversity and that this is not seen as a threat. The industry can actively encourage and recruit women and incorporate women recruitment targets.

Continued>>

FEVE, Brussells, www.feve.org

3. In your experience, what has been the ratio of male/female

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At management level I think the industry leaders can also move from a more hierarchical structure and old-style control and command to a more cooperative team player approach. In my experience women working together tend to see each other as a means to get something done and generally are ready to cooperate whereas some men tend to see another man as an opportunity for confrontation. A cooperative approach helps people work together, to ask questions, to find solutions and women are more encouraged to speak up in this kind of environment. I strongly believe discussion gets much better ideas and results. I hate to generalise but will do so to illustrate a point. Men never ask for directions no matter how lost they are and women always do. It is not a sign of weakness! I also think flexible working is important. Women still do the lion’s share of unpaid work: Facilitating schedules around child care and looking after ageing parents. This should also be done for men. Most men want to be part of the family and so this flexibility should be offered to men too, as it is especially important to avoid discrimination. I am sure men would welcome such flexibility as much as women. 5. How can the industry retain more women in the sector? Well all I can advise is to do all the above. I do however believe in the power of nudging and seeing other women like yourself doing certain jobs and showing success stories is a big galvaniser. You want to get a mimicking behaviour. I am involved with the Irish organisation Women for Election whose mission is to get more women to think about running for office. Training programmes are run to equip women and inspire them to run for election and share the stories of other women who have done this. Industry could consider such an approach to getting more women to the industry. Women should help other women, often which is not the case. As Madeleine Albright, the former US Secretary of State said, there is a special place in hell reserved for women who do not help other women! 6. How do you think encouraging more women to enter the glass workforce will help advance the industry? I think it is not just about men and women but diversity in general. Obviously, bringing women’s perspectives and insights into our businesses is important - we are after all 50% of the population. But if we have more diversity it means we get more ideas and different ways of looking at things, not just binary male/female. This is also very good for the bottom line. There is money in diversity. The latest McKinsey study of diversity in the workplace, Delivering through diversity, reaffirms the global relevance of the link between diversity—defined as a greater proportion of women and more ethnic and cultural groups in the leadership of large companies—and company financial outperformance. They found that companies in the top quartile for gender diversity on their executive teams were 21% more likely to experience above-average profitability than companies in the fourth quartile. For ethnic and cultural diversity, the finding was a 33% likelihood of outperformance on EBIT margin. With results like that more companies might be encouraged to smash more glass ceilings. �

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Environment Women in glassmaking

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Julie Watson – Director of Operations, Ardagh Group, Knottingley Julie Watson is Director of Operations at the Ardagh glass manufacturing plant in Knottingley, UK. She’s responsible for making sure contracts are met, quality standards are adhered to, legislation complied with and resources are used efficiently. She monitors the performance of both machinery and her people, assessing when new investment is required to ensure the plant maintains optimum output – and keeps her team up to speed with the latest skills through an in-house continuous training and development programme. It’s a big job but one she relishes. “I absolutely love it. Every day is different and knowing that we are producing something tangible that you can pick up, is very satisfying. I get a real buzz out of that. I think it makes us all here feel quite proud”. Julie started working at Ardagh in 1984, a time when there were some three million people unemployed in the UK. “I didn’t have a career mapped out when I started, I felt lucky to stumble into the glass industry and find that not only did I like the people but that the work suited me too.” It was not long before Julie was able to start learning new skills through the company’s in-work training programme. She began by gaining a BTEC engineering certificate in glass technology, and followed this with further specific training to support each new role she took on in the supervisory and quality inspection parts of the business. The chance to step the training up a gear came when she was offered the opportunity to apply for a place on a management development scheme. She was accepted and started the course which would ultimately see her gain a Masters MBA at Lincoln University, UK. “It was very tough at times, juggling work and studies over a five year period. Also, in those days, it wasn’t really accepted that women wanted anything to do with engineering, so you had to be quite determined. I think that determination helped me stay the course”. The glass industry has come a long way since those early days, and it is now keen to attract women to the varied and

interesting careers available across areas that range from science, chemistry and IT to managerial and administration. Julie’s own career path includes former roles as Operations Manager, Finished Products Manager, Secondary Process Manager, Shift Supervisor, Quality Control Inspector, Rework Supervisor and Reworker. She is also a former Management Development Programme graduate. With so many varied roles within the glassmaking industry, what can be done to make it a more appealing workplace to women? “Changes to the marketing process, recruitment and selection need to appeal to women,” states Julie. Once in the environment they need role models who can mentor and who they can aspire to emulate. “There is an assumption within the industry that women do not

like our manufacturing engineering environment. The macho environment can have the potential to scare women off. The industry needs to remove age-old practices that exist which could suggest gender bias.” Glass is a key component in many of today’s hi- tech gadgets such as smart phones and tablets, as well as many new products that come on stream, which means opportunities are set to continue to grow. What advice would she give to someone just starting out in the industry? “Make it a goal to learn as much as you can and never under-estimate your own powers of self-development. “There are so many opportunities in manufacturing, you’ve got to just keep opening those doors for yourself. I did and I went all the way from the bottom rung to running the plant. Just go for it.” �

Ardagh Group, www.ardaghgroup.com

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History

Prof. John Parker

Fusion products

n June I described how early glass furnace builders used sintered claybased refractories or even natural (sand) stones directly. While adequate for low temperature, poorly insulated furnaces, the demand for improved glass quality at greater efficiencies and lower cost required alternatives. In the 1920s Gordon Fulcher of Corning, NY State, USA patented electric arc melting of refractory oxides in water-cooled metal vessels. This high temperature processing was a radical alternative to sintering where the bonding of grains by partial melting required lower temperatures and less energy but left higher porosities (20-30%). Fulcher’s cast blocks had almost zero porosities and coarsely crystalline structures both of which improved corrosion resistance. Most products made in the 1930s were aluminosilicates: mullite (Corhart) and α- and β-alumina blocks (Monofrax made by the Carborundum Company near Niagara Falls with its hydroelectric power generation). Vitreous silica was also produced for borosilicate melts but used a different technology. Fulcher realised that other refractory oxides could be added. Chromic oxide (Cr2O3 melting point 2435˚C) for example improved corrosion resistance although costly. Volatility issues constrained its use to glass contact applications and then only if melt colour was unimportant (glass fibres) or in critical regions (e.g. the throat) whose small exposed area limited chromium dissolution. Zirconia (ZrO2, 2715˚C) was also added. By the 1940s fusion-cast AZS refractories became available commercially and soon played a major role in extending furnace lives. Zirconium is the 18th most abundant element and makes up 0.02% of the earth’s crust, mostly as the mineral zircon (zirconium silicate, ZrSiO4, melting point 2550˚C). Zircon has been known for 2000 years. Its name has roots in a Persian word zargun, meaning ‘gold-

hued’, a reference to the colour of many naturally-occurring zircon crystals. Larger examples were prized jewels and remain a cheap substitute for diamonds. Smaller grains are abundant in sand and are easily separated mechanically because of their high density. Similar geological processes have created zircon-rich deposits. From almost nothing in 1900 a million tons of zircon are now extracted annually, two thirds from Australia and South Africa, mostly for refractories in the metals and glass industries. High temperature reduction of zircon can eliminate the silicon as volatile compounds leaving zirconia (aka the rarer ‘badelleyite’) but cost limits its use to enriching ZrO2:SiO2ratios beyond that for zircon. Being larger than silicon or aluminium, the zirconium ion can fit seven oxygens around it. Seven though is inconvenient for regular packing, so zirconia at room temperature adopts a low symmetry state which persists to 1170°C. At higher temperatures as the oxygens become more mobile and take more space, the coordination falls to six and crystal symmetry becomes tetragonal. The consequent volume change makes AZS refractories sensitive to thermal shock cracking during manufacture and any subsequent temperature recycling (e.g. in regenerators); heating/cooling must be carefully controlled and ZrO2 contents must not be too high. Fortunately, the fluidity of the silica glassy phase at the ZrO2 transition temperature aids stress release. The optimum AZS compositions identified by early trial-and-error experimentation are close to the eutectic (lowest melting point) composition in the Al2O3-ZrO2-SiO2 system (determined later) and allow a manageable 1800˚C for processing. In 1929 Corning with Saint-Gobain set up ‘L’electro-refractaire’ in France initially making mullite fused cast refractories. The first AZS (aka ZAC) refractories were made and sold in the USA during WW2 in

limited quantities (composition: 35wt% ZrO2, 53% Al2O3, and 12% SiO2). After WW2 manufacturing moved to Le Pontet, France in 1947 and sales multiplied as furnace builders reported furnace lives of three to five years, compared with six to 12 months previously. The firm became SEPR (Société Européenne de Produits Réfractaires) in 1973 and went on to acquire related firms and develop new ones in: Italy, USA, China, India and Japan. In 2001 it became Saint-Gobain SEFPRO. The Carborundum Company has extended its portfolio of fused cast products too. There have been problems. Shrinkage on cooling causes cavities to form. This vulnerability was eliminated using tailored casting techniques. One approach was to add to the blocks a lug where the cavity could develop and be removed later by diamond cutting. While ZrO2 and Al2O3 formed mechanically stable interlocking crystals on casting the silica and impurities are in an interstitial glassy phase. Control of its composition and redox state is vital to avoid it becoming a bubble source; also, if too fluid it can exude into the melt causing cord. An advantage of the manufacturing route is that non-standard refractory shapes can be cast. One revolutionary example has been the cruciform brick for regenerator packing. The bricks could be made thinner with surface profiling to improve heat transfer efficiency; this advantage was further increased by the high thermal conductivity associated with a low porosity product. The glassy phase in these bricks is though attacked by sodium containing species in the flue gases which limits their use to the cooler middle and lower sections of the chambers. �

*Curator of the Turner Museum of Glass, The University of Sheffield, UK www.turnermuseum.group.shef.ac.uk j.m.parker@sheffield.ac.uk

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Prof. John Parker discusses new materials that extended furnace life.

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Environment Women in glassmaking

Marie Lurquin, Glass Production Engineer, SGD Pharma 1. How long have you worked in the industry for? I have worked with SGD Pharma since February 2015. After I graduated as an industrial ceramic engineer from ENSCI Limoges, I joined Saint-Quentin, which was a greenfield factory. As a melting engineer, I contributed to setting up the melting department and starting the equipment. Then, in August 2016, my job changed to managing the furnace rebuilds.

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2. What do you enjoy about the role? First, I like the teamwork, with the satisfaction of delivering optimised solutions together. In my job of project manager, there are two main stages: everything that needs to be done before the rebuild and the rebuild itself. The first stage is the longest, as we must design everything, make critical decisions and anticipate the challenges we might face during the delivery. The second stage must be as short as possible to minimise the cost: it is very intense and a lot of issues must be solved very quickly. I like the construction step and the busy and fulfilling days, depending on how well we have prepared everything. Every day is a new technical and human challenge. Anything can happen and you need to be prepared and well organised!

among women. This industry is very exciting and I am sure it can attract strong female talent! 5. How can the industry retain more women in the sector? Companies must be inclusive and make sure everybody finds his or her place in the organisation. Offering good career opportunities to women and making sure men and women cooperate in a positive environment is critical. Besides, a better gender balance in the sector will help retain women!

6. Do you think women bring alternative skills to the glass industry compared to men? In my opinion, women and men have the same skills but a different point of view and a different way of looking at things. Women do not have the same drivers of motivation and can be less sensitive to power than men. Bringing men and women together in an organisation can make a difference. I am convinced that a good gender balance is a strong asset for an organisation: it will create a better place to work and higher performance. ďż˝

3. In your experience, what has been the ratio of male/female employees in the industry? At SGD Pharma, there are 35% women, which is quite high for the sector. But, in production there are too few women - for example, I am the only one in my department â&#x20AC;&#x201C; whereas in other departments (quality, HR, finance and EHS), the ratio can be very high. 4. What can be done to make glassmaking and the glass industry more appealing to women? Women know very little about the glass industry, and when they do, they think it is not meant for them. There is a gender gap when women decide about their study. The industry must therefore undertake a communication effort and better promote its career opportunities

SGD Pharma, Saint Quentin, France www.sgd-pharma.com/

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KAMMANN

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Environment Women in glassmaking

Tara Lynch, Sales Representative, Pennine Industrial 1. How long have you worked in the industry for? Iâ&#x20AC;&#x2122;ve worked for Pennine Industrial Equipment Limited since 2012 and I started as an apprentice studying Business and Administration at our local college. I then joined the sales team approximately four years ago and I started to learn the technical aspects of Pennineâ&#x20AC;&#x2122;s products and the glass industry as a whole. 2. What do you enjoy about the role? Part of my role is to travel and visit new and existing customers in the UK and Europe. Interaction with customers is key to the role and I really enjoy this aspect. I also enjoy broadening my knowledge and technical experience, which can be challenging but also rewarding at times.

promoted to younger people at schools and colleges. Although engineering is promoted and may be an interest to young women, they may not be aware of the glass industry and all the skills and training that is required. I can speak from experience here due to the fact that before I joined Pennine Industrial Equipment Limited, I had no knowledge about the glass industry and how products are made. I also feel that opportunities such as apprenticeships, where a full training programme is offered, would be beneficial because you can learn the

technical knowledge and different aspects of the job while working in a demanding environment. 6. Do you think women bring alternative skills to the glass industry compared to men? Yes, I think women do bring alternative skills to the glass industry because I think it is always good to have alternative inputs into situations. They may also bring new ideas and a fresh approach into a mainly male dominated industry. ďż˝

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3. In your experience, what has been the ratio of male/female employees in the industry? In my experience of working alongside engineering, I would say the ratio of male/ female employees is 1/10. However, there are many roles in the glass industry such as sales, accounts and purchasing, where the ratio will change significantly. 4. What can be done to make glassmaking and the glass industry more appealing to women? In my opinion due to the role I play in the glass industry, this is a difficult question for me to answer as the majority of my experiences so far have been working with the engineers at production level, which is very male dominated. I do not think there is an easy way to promote the hot end department to women due to the environment and conditions e.g the hot machines and heavy machinery. However, throughout my time travelling to glass factories and working alongside customers, I feel that I have been well received in all departments which I feel is important in the industry. 5. How can the industry retain more women in the sector? I feel that in order for the industry to retain and encourage more women to join the sector, the glass industry needs to be

Pennine Industrial Equipment, Skelmanthorpe, UK www.pennine.org/

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Environment Industry 4.0

Digitising the production process

The Stölzle glass group has installed new digital technology at its Austrian and Czech Republic plants.Project Manager, Markus Preisinger, discusses it. Could you explain what has happened in the past year at both of the sites?

Are you able to indicate some of the results so far of this digital strategy?

Do you think this technology will help attract young people to enter a career in glassmaking?

Everything started in our headquarters in Austria about 1.5 years ago. We decided to build a mobile application for the job change team with the German Start-Up ‘Actyx’. After finishing and implementing it into our Austrian plant, we decided to roll it out in our Czech plant at the end of 2017.

We are at the beginning of a bigger strategy. And yes, the first benefits are already visible. The application helps them in their daily work setting up the machines, which results in an efficiency increase.

Definitely, new technologies are something that attracts millennials and shows them that an traditional business does not need to be old fashioned.

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Why did you decide to introduce this digital strategy at both of the sites? Because both plants have a similar machine setup and therefore, it was the logical way to start in these two plants.

How easy was it to implement this strategy? I was surprised how open-minded our staff were when we first came up with the first ideas. The most important part of this project was to involve them from the beginning and to listen to their needs. This means the whole project was implemented from the bottom-up in a flexible process.

Are other Stölzle sites likely to have this digital strategy introduced to their plants? Our goal is to implement the same application and further digital strategies in all other Stölzle plants.

Is the technology easy to use? Yes, and it must be - if a digital solution is not easy to use, you did something wrong.

What do you anticipate Stölzle’s offering to look like in five years time?

In your opinion, are there any disadvantages to digital glassmaking (i.e cyber security, threat of hacking, too much data for a human to analyse)?

Stölzle will work hard on digital solutions in future years. We anticipate that we will not only gain more efficiency and quality in our processes, but also be able to compete economically in a worldwide market with threats from other industries such as plastics. �

If you want to be competitive, there is no other way to introduce the digital world to the glass industry. But for sure you need to be aware about threats such as cyber security, but also the fear of some employees about their future job security.

Stölzle Oberglas, Köflach, Austria www.stoelzle.com

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Duesseldorf 23-26 October Hall 16 - Booth 16 B58

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Environment Batch

Does the use of calcined lime help solve the batch caking problem? Vidrala’s Glass Technology Manager, Dr Estela Alejandro, reports on the experiments and subsequent industrial tests on the use of calcined lime to solve the batch caking problem.

nergy consumption is one of the glass industry’s largest costs, particularly the gas used for melting. This has led the glass industry to search for new energy-reducing alternatives, in technologies, raw materials and methods of batch preparation. Alternative raw materials to reduce energy consumption are well known among glass technologists: glassy materials such as slags, flux materials such as lithium oxide, calcined materials like calcined lime or dolomite. All of them have been tested on an industrial scale. The decarbonisation process of the alkaline-earth carbonates is energy demanding, so high-energy consumption is necessary to melt the batch and fine the glass. It is also a long process so long melting times are required too. Calcined lime and dolomite have been largely proposed to the container glass industry for a long time. This reduces energy consumption and has other benefits such as emission

reduction and fewer materials to be handled (smaller silos and conveyor belts). Nevertheless, the use of calcined materials has been limited due to the high cost of the materials, which are not compensated by the melting benefits, being restricted to higher value-added glass products such as fibreglass, ceramic enamels and glazes, and frits. Problems have also been reported

related to the manageability of these calcined products due to their high hygroscopicity, like dust and batch segregation. Batch caking or clogging (when the batch mix becomes agglomerated and hard) can be a serious problem in a glass plant.

Continued>>

% 98 96

� Fig 1. Calculated (blue) and measured (red) values for soda-water ratio at

94 92 90

Soda-water ratio (calculated)

Soda-water ratio (measured)

different substitution

degrees.

82 80 % 0.0

12,5

25,0

37,5

50,0

62,5

75,0

87,5

100,0

% Substitution

�(Below left and right) Fig 2. Measured values for the proportion of soda present as mono-hydrate and hepta-hydrate respectively, at different substitution degrees. % Soda as monohydrate

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% Soda as heptahydrate 18

18 16

6 4

2 0 % 0.0

0 12,5

25,0

37,5 50,0 62,5 % Substitution

75,0

87,5

100,0

% 0.0

12,5

25,0

37,5

50,0

62,5

75,0

87,5

100,0

% Substitution

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Batch

6,25% 12,5% 25%

6,25%

12,5%

4,0

Untested furnace Test furnace

Moisture (%)

3,5 3,0 2,5 2,0

/ 02

2 2/

2 3/

2 4/

/ 05

2 5/

/ 06

2 7/

2 8/

/ 08

/ 09

Normalised energy consumption variation (%)

Comparison 2 furnaces in the plant

3 2 1 0 -1 -2 -3 -4 -5 0,00

6,25

12,50

25,00

Lime substitution %

Date

� Fig 3. Left: daily measurement for batch moisture in tested furnace (red) and untested furnace (black). Right: batch moisture average values at different substitution steps.

Period with lime Variable ration soso-aqua % Substitution Cal

No ca

king

3000

2500

area

85,5 85

ing

Cak

rea

0 11

Pull variation (%)

20 Lime substitution (%)

Soda-water ratio (%)

Figure

2000

-5

1500

Period without lime

Pull increase

-10

1000

-15

500

0 1/

Seeds/kg % Pull

-20

19 20

Seeds/kg glass

0 3/

0 7/

0 9/

0 2/

0 5/

0 7/

0 0/

0 2/

0 5/

0 7/

Date

� Fig 5. Pull increase over maximum pull (red) and seed content in glass

Batch caking can generate big problems in batch plant conveyors and silos, and in the furnace chargers in factories that produce a high tonnage of glass with low cullet content and high moisture sands. If they are not solved quickly, it can prevent furnace feeding and lead to a reduction of glass levels, and, therefore, to production losses. The batch caking phenomenon is a soda ash-water ratio issue. When soda is in contact with water (mainly from raw materials), sodium carbonate forms multi-hydrates. The compositions of these multihydrates depends on the soda/water ratio and temperature according to the phase diagram of the Na2CO3-H2O system. In some conditions, these hydrates can release liquid water over a certain temperature and this liquid water release is the cause of the caking. A batch containing a soda-water ratio below a value around 84% (phase change point) can release liquid water over 35ºC and may produce the caking of the batch.

(black) during the industrial test period.

Two years ago, Vidrala saw an opportunity to use calcined lime to solve the batch caking problem. Thanks to its hygroscopicity properties, a calcined product could eliminate part of the water present in the batch, thus increasing the soda-water ratio and, consequently, decreasing the caking risk. In the meantime, there appeared the chance to verify the melting improving properties of this material. This paper shows the industrial experience when testing the calcined lime and the results obtained on energy consumption, melting rate and batch caking behaviour. Two main goals were established for the industrial test: verify a solution to the batch caking problem and verify a decrease in melting speed.

Laboratory tests Laboratory scale experiments were carried out to determine the industrial test conditions: Batch Free Time (BFT) tests and batch caking degree tests.

BFT experiments were performed using a reference batch with limestone and dolomite. In a first phase, alkaline-earth carbonates were substituted by their corresponding calcined material in three ways: 100% of limestone only, 100% of dolomite only and 100% of both carbonates. The three cases showed a decrease in the batch free time, but there was a contradictory result when substituting 100% of both carbonates, with a higher batch free time than when substituting only one. Therefore, a second phase of experiments was designed, with substitution of 50% of each carbonate and 50% of every carbonate. Again, all the cases showed a decrease in batch free time, with a contradictory result when substituting both carbonates at the same time. A 50% substitution gave a better result than 100%. Continued>>

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� Fig 4. Bath caking periods at different substitution percentage moments

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Environment Batch

Goal

Expected benefits

Results expected from calculations/ lab tests

Result from industrial test at 25% lime substitution

Verify a solution

Batch moisture reduction

18,7%

22,4%

Caking disappears

Soda-water ratio: > 84,4%

Soda-water ratio: > 85,5%

to batch caking problem

Energy consumption

0,7%

reduction (moisture) Total: 3,1% 2

Verify an increase

Energy consumption reduction

in melting speed

3,5%

2,4%

(lime substitution)

Pull increase

Tested +1,2% No affection to glass quality

ďż˝ Table 1. Comparison between the industrial test results and the expected ones for calculations and lab tests.

In conclusion, the best results were obtained when substituting only 25% of the total alkaline-earth carbonates present in the batch. This apparently contradictory result (higher degree of substitution resulting in a higher batch free time) was hypothetically related to the reaction kinetics but no evidence has been assessed yet.

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Batch caking degree tests Lab scale experiments were carried out to select the optimal conditions for the industrial test. The aim of these experiments was to determine the minimum % of carbonates to be substituted by the calcined material to eliminate caking. A reference batch was first selected only with limestone in it, with no dolomite. The reason for this decision was that limestone is a simple carbonate, so tests would be easier to perform and results simpler to interpret. Second, different batches were prepared with different substitution degrees. In these batches, the carbonates from limestone were substituted by calcined lime in different percentages: 0%; 12.5%; 25%, 50% and 100%. In each batch, the following parameters were measured: soda-water ratio (the ratio between soda ash and water from the moisture of the raw materials), the amount of soda present as multi-hydrate (mono and hepta-hydrate) and the batch caking degree. The results obtained for soda-water ratio values at different substitution percentages are shown in Fig 1. There is an agreement with the calculated ratios; the difference could be

due to, in laboratory experiments, some water can remain in liquid state. The proportion of hydrated soda as mono-hydrate and as hepta-hydrate was also measured (Fig 2). The phase transition is verified at around 12.5% of the carbonate substitution, which corresponds to a soda-water ratio value of around 84%, in agreement with the soda/ water phase diagram. The water preference for lime rather than for sodium carbonate was verified too, where the water absorption rate by lime is much faster than by soda. Finally, the batch caking degree was checked in each substitution step. Caking improvement was evident (batch is loose and unhardened) when a substitution is larger than 12.5% and soda-water ratio more than 84%.

Industrial test Based on the results obtained from the lab-scale experiments, the industrial test was designed with the following inputs: (1) Limestone in the batch would only be substituted by calcined lime in 25%. Based on the BFT tests, the best results were obtained when substituting only the 25% of the total alkaline-earth carbonates. In addition, at this value, no caking was observed in the lab-scale caking experiments. In any case, higher percentages were not desirable, as batch would become too dry and generate dust and raw material segregation. (2) A calcined lime of 0-2mm size was selected as the most adequate. With this grain size range, all the material is melted, dust generation is controlled and the grain size is similar to other raw materials present in the batch.

(3) A glass furnace with batch caking problems was selected to run the industrial test. The industrial test was carried out over a six-month period. During the test, limestone in the batch was gradually substituted by lime at three different stages: 6.25%, 12.5% and 25% (the way back was also tested). At the maximum substitution step (25%) a pull increase test was performed to measure a potential improvement in the melting properties of the batch due to the lime. In this test, the pull was increased by 1.2% over the maximum pull established for this furnace. In each substitution step, the following parameters were tracked: batch moisture and batch caking degree (to verify the first goal of the test: a solution to the batch caking problem), and normalised energy consumption and glass quality after a pull increase test (to verify the second goal: an increase in the melting speed). Some carry-over tests were carried out at the maximum substitution percentage and at the end of the test, already at 0%. During these tests, no evidence of dust increase in the regenerator was found. Batch moisture was measured daily during the industrial test and the results are in Fig 3. The batch moisture for the test furnace is compared with the one for another furnace, with only limestone in the batch. The batch moisture decreased during the substitution periods with respect to the untested furnace batch, as the batch gets drier due the lime hygroscopicity. An average reduction of 22.4% was Continued>>

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obtained at 25% of limestone substitution. See us The batch caking degree was also measured on a weekly basis (ﬁg 4). at glasstec The caking periods were plotted against the measured soda-water ratio (obtained from the Hall 14 batch moisture measurements) and the limestones substitution percentage. In the test, the caking Stand F13 disappeared completely when the soda-water ratio was more than 85.5% and the limestone substitution only at 4%. This result points to the conclusion that the substitution percentage can be tuned depending on a soda-water ratio solution to eliminate the caking. A potential increase in melting speed due to the lime effect should be observed, if the glass temperature is kept constant, in a reduction of the total energy consumption of the furnace. During the industrial test, the energy supply to the glass was adapted to keep the glass temperature constant. The energy consumption was tracked during the test, and results are plotted against the substitution percentage. As observed in the graph values, a substitution of 25% of limestone by lime leads to an energy consumption reduction of 3.5%. This value already contains the energy consumption reduction due to the moisture reduction in the batch. With an average moisture reduction of around 22.4% (the value obtained in this test), one would expect an energy reduction of 0.7%, so, the rest (2.8%) must be mandatorily due to the lime booster effect. When the industrial test was run at the maximum substitution percentage (25%) a pull increase test was carried out to verify the melting improvement due to lime. Thus, for one week, the pull was increased 1.2% over the maximum pull established for this furnace. During this week, the seed content in the glass was tracked and results plotted in ﬁg 5. No evidence of glass quality deterioration was observed, and seed content remained similar.

ANNEALING LEHRS

HOT-END COATING

Conclusions A summary of the results obtained from the industrial tests is shown in Table 1; there is an agreement between these values and the ones expected from lab tests and calculations. According to the results of the industrial test, the two goals established for the project were verified:

COLD-END COATING

(1) A partial substitution of limestone by calcined lime can eliminate the batch caking completely. The substitution percentage can be adapted to the real moisture content of the batch to use the minimum quantity and to avoid excessive batch drying. (2) The employment of a calcined material as a substitute of an alkaline-earth carbonate can improve the melting properties of the batch. This improvement can be used as an extra tool for energy consumption reduction and/or pull increase when required. *The results and conclusions of this work have been obtained thanks to a collaboration project with the company, CALCINOR.

*Glass Technology Manager, Vidrala, Bilbao, Spain www.vidrala.com/en/

MOULDS PRE-HEATING KILNS • Belt and Spindles Tempering lines • Decorating lehrs • Stackers + cross conveyors • Thermal shock test Machines • Dosing systems • Scraper conveyors • Cullet crushers Contact us: vidromecanica@vidromecanica.com

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Environment Inspection

Next generation of inspection Mark Ziegler* presents the latest glass container inspection technology from Heye International. SmartLine 2 generation starwheel inspection combines speed, reliability and ﬂexibility to deliver accurate results.

martLine 2 is the latest generation of Heye’s starwheel inspection machine series. It was developed and manufactured at Heye International’s dedicated Cold End Centre in Nienburg, Germany. The SmartLine 2 glass container inspection equipment can be conﬁgured in several different ways, with up to six inspection stations available. The Nienburg facility employs a team of experts and features a modern production layout. Importantly, the centre is close to the Ardagh Group’s Nienburg glassworks to undertake essential testing work.

Flexible inspection options

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Among the SmartLine 2’s highlights are faster job changes thanks to the equipment’s improved design and accessibility, the potential to use existing tooling sets and its enhanced user interface. Full data connectivity to all plant information systems is possible, with easy integration into existing lines. As well as featuring the latest non-contact inspection innovations, the equipment beneﬁts from outstanding control reliability to avoid downtime. Depending on the customer’s requirements, various container characteristics can be checked. These include Tightness; Finish diameters; Container height; Finish and shoulder checks.

�The SmartLine2 container inspection machine

Bottom and heel checks; Body checks; wall thickness inspection (non-contact); defects on the finish surface (LOF line over finish); out-of-round, body diameter; mould number reading (dot code and alphanumeric) and dark check inspection. In addition, the latest non-contact inspection features are integrated, as well as a self-learning system for camera-based check detection. It is essential for innovations to stand the test of time. In the case of many 21st Century developments, this requirement is achieved by the use of robust industrial electronics and a climate-controlled electrics and electronics compartment, together with high quality components. A touchscreen monitor, simplified access to all electronic components and an extricable mounting plate for frequency inverters and servo controllers enhance operational usability. Hazard-free working conditions for the operator is provided by a microprocessor-controlled safety module. The machine sets the standard in terms of reliability and robustness. The user interface has been improved and makes job changes as easy as possible. Both the mechanical design and also the control unit are extremely reliable and easy to operate.

The large hood gives optimal access to the working space, reducing job change times to a minimum.

Improved job change times The application of servo technology results in a high degree of ﬂexibility. Fast and easy changes to an item’s indexing positions and optimal use of the servo torque for up to four rotation stations are possible. Optimised motion sequences allow faster reactions to changing process parameters. The equipment’s design and its large and easy-to-open hood provide more working space between the inspection stations. The maximum article height accommodated is 400mm (up to 500mm on request), with angular, oval and round containers processed. Thanks to the servo-driven star wheel, indexing positions from six to 48 are possible. The enlarged working radius guarantees a high compatibility with many existing tooling sets on the market. The tooling range includes a body starwheel, neck starwheel, outfeed guide, centering piece, plug/gauge, stripper and infeed screw. Feedback generated from Heye International customers has conﬁrmed the SmartLine equipment’s robustness and reliability. The mechanical design and drive system in particular are highlighted for their robust design, while the control system is praised for its reliable operation. �

*Marketing Manager at Heye International, Obernkirchen, Germany Web: www.heye-international.com

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NOSCO ASIA NOSCO ASIA is one of the leading group in Asia and fast growing group in other continents since 2010. Provides excellent services of hot repairs and customer satisfaction is our main focus.

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Before Repair

NOSCO ASIA is providing service of ceramic welding repair to all kinds of glass furnaces in Malaysia, Indonesia, Thailand, Philippines, Vietnam, China, South Korea, Japan, Pakistan, UAE, Oman, India, Saudi Arabia and more.

NOSCO ASIA Services: * Endoscope Inspection * Ceramic Welding Repair * Rider Arch Welding Repair * Hanging Crown & Bottom Paving Repair * Checker Cleaning

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Environment Forming

High-speed production for vial lines Alessandro Crescentini* reports on upgrades for vial lines that are connected with continuous rotation forming machines for medium-high productivity.

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OCMI

has launched the latest technological developments for vial production lines to improve its presence in the market segment in 2018. The Italian company manufactures three models of vial-forming machines for medium-high production at its Milan headquarters. Its 20-station FLA20/S machine is an ideal solution for medium production. The main advantage of the equipment is the speed and the flexibility in the job change and the maintenance standards despite the reduction of glass processing times. The pre-forming of vial shoulders is realised with two tooling heads while the mouth finishing is performed through one independent station with two rollers and one plunger specifically made for the vial under production. All tooling stations follow the chucks rotation for their movement. OCMI is able to provide all the technical assistance required for the development of the tools to be produced by the customer according to the vial specifications, both for standard type and screw-neck vials. To gain advantages in speed and forming accuracy, OCMI has another version of the 20-station vial forming machine: the FLA20/E model is equipped with an electronically controlled carriage, synchronised with the rotation of the main machine handling two finishing heads with two rollers and one plunger each. This machine, with the same structure of the FLA20/S model, allows it to process and finish two vial mouths in the same time with a consequent output increase. Besides, the possibility to control the movement of the finishing carriage through PLC and brushless motors, allows the adjustment of the timing of forming operation according to the type of vial mouth to be processed. FLA35 is OCMIâ&#x20AC;&#x2122;s highest speed vial

ďż˝ The FLA20-S vial forming machine.

machine. The main technical feature of this equipment consists of the main forming stations that are equipped with seven tooling heads moving on a rotating chain, synchronised with the main machine. This system allows each forming head to work continuously with the same spindles. With this range of machines, OCMI can offer solutions for maximum production speeds, including between 2.800 pcs/hr. and 4.500 pcs/hr. All these forming machines can be equipped with the Optival camera control system for dimensional control of the container, before unloading for the hot-end area. All vial dimensions, except for total length, can be controlled by this system by capturing 15 pictures of the same container and calculating an average value for each value. The vial after-forming lines LF520 and LF535 has been recently upgraded with latest generation electronic components for the control of synchronisation with forming machines and the managing of after-forming operations. The last version of the annealing lehr is fed by a rotating manipulator with six mechanical grippers, to be adjusted

according to the vial length. This device picks the vial from a conveyor and places the units on the lehr belt, consisting of a drilled wire mesh with six places for each row. The vials are carried in horizontal position with the neck leaning on dedicated supports. At the exit of the lehr, a second rotating pneumatic manipulator picks up the vials by vacuum cups and places them on the packing chain. The annealing lehr consists of two heating sections where temperature can be increased to a maximum level of 600Â°C and a cooling section before the packing chain. The packing operation can be made with a traditional pneumatic vialpushing device at the end of the line or by an automatic packing machine already prepared to be connected with oven exit. The Automatic Packing machine PMV, available with four or five box filling stations placed on a rotating table, solves the problems of friction and scratches that are typically due to the traditional packing operation. There is no contact between vials, thanks to the picking from the line chain through vacuum cups, so Continued>>

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Forming

the risks of scratches or breakages occurring during packing are minimised. A presence sensor, installed before the loading point of the packing machine, detects missing vials and assures to fill complete vial rows in the box without any empty space. The number of vials per each row and the number of rows can be set from the control panel according to the dimensions of the box. Any technical issue affecting the line operation can be managed from the OCMI office, thanks to the remote assistance provided through the Internet network. Continuous rotation technology for forming machines

• Glass Melting Furnaces • Batch Plants • Engineering • Project Management • Turnkey Projects • Lehrs

� A PM-V automatic packing machine.

For more than 70 years HFT has provided world class engineering, procurement and construction services to the global glass industry. Our leadership, experience, quality focus and attention to details have given HFT a highly respected reputation worldwide.

proposed by OCMI has been chosen by several vial manufacturers, particularly in Europe, Latin America and the Middle East. OCMI believes in this vial forming technology and the feedback from the market, particularly from the Middle and Far East, which is supporting this orientation. Its vial production equipment allows OCMI to reply to any request coming from the market and to offer the widest range of alternatives to the manufacturer. The main purpose of OCMI in the future is to consolidate its growth in the vial market and its last developments are strongly oriented to this goal. �

*Spare Parts Manager, OCMI, Milan, Italy www.ocmigroup.com

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� A vial annealing lehr with pneumatic picking system.

Engineers and Contractors to the Glass Industry

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ASIA 2019 14-15 May 2019 Sao Paolo Expo, Brazil

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Jakarta, Indonesia

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Overview: North Africa

North Africaâ&#x20AC;&#x2122;s glass industry Recent investments in the food & beverage and pharmaceutical segments indicate that the region is expected to see some action in the container glass segment in the next few years reports Seema Gahlaut.

Algeria With almost 2.4 million km2 of geographical area, Algeria is the 10th largest country in the world and the largest in Africa. The abundance of natural resources such as oil and gas makes it one of the richest countries in the region. The drop in oil prices during the last three years has revealed its vulnerability to the oil and gas based economy and has forced the government to take measures enhancing non-oil economic activity. Nevertheless, economic growth is still positive at around 2% and per capita GDP (on ppp basis) reached US$$15,100 in 2017. In addition to the domestic market, the country is close to Europe and has the potential to serve as bridge between Europe, Africa and the Middle East, which are positive factors for the domestic container glass industry. The country has a population of 42 million. Most of them live in the North along the almost 1,000km Mediterranean coast and in the cities. Urbanisation in the country has reached 72% and is still growing at a rate of 2% per year. All these factors are positive for the development of the container glass industry, yet it has not been able to reach its potential.

Condor Electronics Alver, as the company is known in Algeria, is the largest container glass producer in the region. The company has been acquired by Algerian company Continued>>

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ccording to the United Nations, North Africa consists of seven countries at the northernmost tip of the continent: Algeria, Egypt, Libya, Morocco, Sudan, Tunisia and Western Sahara. The region is an economically prosperous one, generating a third of Africaâ&#x20AC;&#x2122;s total GDP, while accounting for about 20% of the total geographical area of Africa. The regional container glass market in North Africa is dominated by Egypt, which accounts for about half of the total container glass capacity in the region. For space constraints, this article does not cover the Egyptian glass industry, but instead present an overview of the container glass industry in Algeria, Libya, Morocco and Tunisia. North Africa has recovered since the Arab Spring in 2010. Real GDP growth was recorded at 4.9% in 2017, up from 3.3% in 2016, higher than the African average of 3.6% and second only to East Africa. But this improved performance stems largely from the greater than expected production and export of oil by Libya, which generated a strong GDP growth of 55.1%, thanks to an improved security situation from joint regional and international assistance efforts. North Africa has also benefited from Moroccoâ&#x20AC;&#x2122;s 4.1% growth in 2017, up from 1.2% in 2016. This was better than the previous year mainly due to improved agricultural productivity from the combined positive effects of a good rainy season and implementation of the Morocco Green Plan.

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Overview: North Africa

plant at Oran in Algeria. GGP had signed a contract with Horn Glass in February 2017 for the supply of the engineering and equipment for the 70 tonnes per day recuperative cross-fired furnace, which will produce amber and flint glass. Horn is looking after the entire supervision of the furnace construction, installation and commissioning. The German company will also provide the equipment for the furnace, distributor and forehearth, refractories, steel structure and combustion system.

Morocco Morocco is the second largest country in North Africa and has a population of 35 million. Steady economic growth in the past few years has enabled its container glass industry to register a growth rate of more than 4% in each of the last three years. Rising consumer affluence and spending on food and beverage products is expected to retain the momentum of container glass industry for a number of years to come.

Société D’Exploitation De Verreries Au Maroc (Sevam) Condor Electronics from Verallia. Alver had been operating as a subsidiary of Verallia since 2011, when the French company acquired it. Based in Oran, the company was part of the public group ENAVA (national company of glass and abrasives). The container glass producer was a governmentowned entity, before it was privatised in 2011. At the time of acquisition in 2011, Alver had an installed capacity of 60,000 tonnes per annum of container glass for the food and beverage segment with annual sales of approximately €7 million. In May this year, Verallia Italia sold it to Condor Electronics. The company’s two continuous-fire furnaces produce glass for the domestic food and beverages market. Condor Electronics primarily operates within the electronics, automotive and renewable energy sector and employs 15,000 people in 16 countries.

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The New Chlef Glassworks (NOVER) The New Chlef Glassworks (NOVER) is a subsidiary of the National Glasses and Abrasives Company (ENAVA). Set up to meet the demand of pharmaceutical packing glass, the company has emerged as a major supplier to the country’s pharmaceutical companies. The company is located in Chlef, west of Algiers and has an installed capacity of 26,000 tonnes of glass per annum. Its major shareholders are: ENAVA (82.16%), SAIDAL (4.46%), ERCO (4.46%), ECDO (4.46%) and ENAB (4.46%). Its current output is estimated at 26,000 tonnes of glass per year.

Guesteni Global Packaging (GGP) Guesteni Global Packaging (GGP) is setting up a new pharmaceutical container glass production

Société D’Exploitation De Verreries Au Maroc, known as Sevam, is the only container glass producer in Morocco. In addition to container glass, Sevam also operates a tableware glass plant. The company’s container plant has an installed capacity of 340 tonnes per day from two furnaces. It commenced operations in 1980 and has undergone several modernisations and expansions since then. Sevam is a supplier of container glass to major beverage, food, cosmetics and pharmaceutical companies in the country. Sevam also supplies to a number of reputed food and beverage companies in the extended region. Some of its major clients are Kraft, Knorr, Shell, Nestle and Coca Cola. Sevam Glass’s tableware glass facility in Casablanca has an installed capacity of 90 tonnes per day. In fact, tableware glass has been the prime business of the company since it commenced operations in 1934. Had it not been for regulatory hurdles in 2007, Sevam would have been the largest container glass producer in the North African region. Sevam’s takeover bid for Tunisian container glass producer Sotuver was highest among the bidders. But, Sevam could not get the requisite regulatory approvals for the acquisition.

Tunisia - Punching above its weight With a population of about 11.5 million, Tunisia is third largest populated and smallest in geographical area in the North African region. Although Tunisia is much smaller than Algeria and Morocco (both geographically and population wise), it is home to the largest container glass producer in the region.

Continued>>

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Overview: North Africa

Sotuver The countryâ&#x20AC;&#x2122;s sole container glass producer, Sotuver, was government owned for most of its history and established in 1967 with an annual production capacity of 10,000 tonnes per annum for the food and beverage industry. In 2003, the company was relocated to a new location at Djebel Oust, close to the capital Tunis, with an installed capacity of 45,000 tonnes per annum of container glass for food, beverages and pharmaceutical industries. With a number of modernisations and expansions in the intervening years, the company has achieved a total installed capacity of 120,000 tonnes per annum with the assistance of two furnaces. Since then, the domestic market has limited opportunities for Sotuver and the company focuses on exports in a major way. The share of exports of container glass from Sotuver has grown from 35% to almost 50% in the past five years. In 2017, the company achieved a turnover of 66.7 million dinars, of which 34.4 million dinars came from exports. Sales in the domestic market increased by 32% compared to 2016, while export sales increased by 23%. Export performance in the new markets of countries such as Syria, Lebanon,

the United Arab Emirates, and Africa increased from 742,000 dinars in 2016 to 4.11 million dinars in 2017. The company is actively pursuing new target markets in the region to increase its share of exports. During the first half of the last decade, Sotuver was not operating very efficiently. In 2007 it was just one step away from being acquired by the rival container glass producer of Morocco, Sevam. But, post its modernisations in 2009 and 2011, the company has emerged as a clear winner among the container glass producers in the region. From 2011 to the present period has been one of the most successful periods ever for the company. Horn Glass is now the main technology supplier to the company.

Libya With a population of 6.29 million at the end of 2017, Libya is the least populated country in the North African region. The country is the largest oil producer in Africa. Hydrocarbons account for the majority of its GDP. A high dependence on the oil sector and political turmoil over the past seven years has led to the stoppage of work at both the small-scale container glass producers in the country. ďż˝

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Integral solutions for the glass industry:

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Environment

Holistic concepts for CO2 reduction Tomorrowâ&#x20AC;&#x2122;s production requires new approaches and ideas to protect the environment. The industry needs to rethink in these times of the Paris Climate Agreement to reduce CO2 as well as the global demand for climate-friendly processes, report Sebastian Pantel and Blazej Sadowski.

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he classical production of glass is a process with a high thermal energy demand and therefore a process in which large quantities of CO2 are still released to this day. In most glass plants globally, natural gas or oil serves as the primary fuel for melting the raw materials. Large quantities of CO2 are emitted into the atmosphere, which contribute to global warming and damage the environment in the long term. Germanyâ&#x20AC;&#x2122;s cm.project.ing, as an independent engineering and planning office in the glass industry, has questioned how efficient production and environmental protection can be combined and implemented today. The focus of this consideration is on reducing the climate-damaging CO2, while at the same time ensuring the highest possible production and cost efficiency. The approach of purely electrical melting with a high use of cullet alone will not do justice to the problem, since this approach cannot be implemented in all regions or leads to restrictions in furnace capacity or product portfolio. The use of cullet requires it to be available everywhere in the required quantity and quality. The most important approaches to reducing CO2 are, above all, increasing the use of renewable energies and the reuse of raw materials, as well as the holistic consideration of the production building and the production process in the area of energy saving and the optimisation of the production building to use the entire roof area for the generation of electrical energy.

Combination of building concept and renewable energies One way of avoiding the use of fossil fuels is to use a high proportion of electricity for melting in combination with alternative fuels whose energy requirements could be partially or completely covered by renewable energies such as solar, wind or biofuel. On the one hand, the city grid

ďż˝ Roof concepts for natural sunlight.

and a supplier of renewable energies could supply the plant, or it could generate its own energy locally. The large amount of space required by photovoltaic systems to provide the energy must already be integrated into the building concept. The available roof areas can be optimally used through architectural concepts. Flow-optimised production buildings are able to conduct heat specifically from the inside of the building, which reduces the need for complex roof ventilation systems. The use of natural ventilation also has the advantage of not incurring maintenance costs and increases the general working climate through more pleasant temperatures at the workplace. The free roof area gained as a result can now be used to generate energy through photovoltaic systems.

Biogas and Biodiesel Since energy production by means of photovoltaics is often unfortunately insufficient to cover the entire energy demand, the use of biogas or biodiesel is an efficient way to provide energy. Particularly in rural regions, biogas or biodiesel can be obtained from agricultural sources and is available locally. It can be used as fuel in a generator to generate electricity, or directly as primary fuel for the melting process. Compared to fossil fuel, biodiesel and biogas have a much lower CO2 balance. Tests with up to 30% biogas as primary fuel have so far shown

no negative influence on glass quality or process reliability. Other advantages of this technology are the independence from central sources of supply and the support of local agriculture, which is an advantage for the population and the development of the country, especially in developing countries.

Hydrogen Fuel The generation of hydrogen from electrical energy is a known and tested process. With the help of electrical energy from renewable energies, pure hydrogen can be produced, which can be stored, transported and converted back into electrical current. In combination with the glass industry, this results in an interesting approach as a possible source of energy. In addition, test series are underway to use the hydrogen as a primary gas in the furnace.

CO2 SNG

One of the most innovative approaches to primary CO2 reduction is the production of synthetic natural gas from the CO2 of combustion processes, such as Short CO2SNG. Through this process, methane can be produced from CO2, hydrogen and electrical energy, which in turn will serve as primary fuel or drive generators. The electrical energy required for synthesis can in turn be obtained from renewable Continued>>

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� Use of photovoltaic technology on roof structure. energies. A first pilot plant for this process is already in operation and a large-scale industrial use is being tested.

Waste heat utilisation The avoidance of fossil fuels represents an opportunity for CO2 reduction, but the efficient use of existing energies also offers possibilities. By using the waste heat during the melting process, a heat exchanger system can be used to supply heat to office buildings or workshops, for example, so that no additional heat generators have to be installed. In addition, cold in the form of cold water can be generated from the waste heat by means of an adsorption chiller system. This cold, in turn, can be used to cool and air-condition buildings, creating more pleasant temperature conditions for employees. The waste heat utilisation could also be

� New energy supply concepts for glass production combined with an ORC process in which electrical energy is generated from the heat by means of a steam turbine. Furthermore, the unused waste heat could be transferred to surrounding industries or private households instead of leaving this energy source unused.

The right strategy The local and infrastructural conditions of a plant are always decisive for the use of these technologies. In regions with strong and constant wind, for example, the replacement of wind turbines makes sense, and in regions with many hours of sunshine per year, photovoltaic systems would be a conceivable investment. In rural regions with a high share of agriculture, the use of biogas or biodiesel is worthwhile. The precise balancing of costs and benefits in terms of security of supply and availability is the key to

rethinking in the industry.

Plant of the future Although the path to CO2-neutral glass production is still long, such approaches are already showing the first signs of success towards a plant of the future that combines production efficiency and environmental protection. The combination of technologies and the testing of new avenues will bring progress to the industry and expand opportunities. Even if only partial aspects can be implemented, every reduction of the climate-damaging CO2 is a benefit for the glass industry and the planet. �

*Deputy Head of Utility Department and **Architect, cm.project.ing, Julich, Germany www.cmprojecting.de/home/

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MAVSA improves press machines M AVSA produces complete press machine lines and high quality moulds for the glass container and tableware markets. The Argentinian production line producer is highly experienced in parts manufacturing and production, as well as providing customers with reliable equipment and production knowledge. The new technologies incorporated over the years has resulted in efficient applications at a high production speed and reduced electrical consumption to help the environment. MAVSA is currently manufacturing the Servo Linear Take Out Mechanism and Servo Hydraulic Press Systems. This will result in more efficient mechanism mixing of commercial components for the big worldwide suppliers with High Level Electronics components. The producer is also working with the technology supplier Siemens AG in Germany, offering a Direct Drive Technology ‘Torque Motor’, which will

provide an alternative to the indexing of Press Machines, and continue to produce accurate Geneva Wheel and Quick Index ‘Gear Driven’ Table indexing systems. It has also manufactured the successful Cold Test of Press Machinery for a Mexican customer. MAVSA’s products include a Quick Index GDS 16-30 Press Machine (Gear Driven Press), Special Delivery Equipment and a Special Fire Polisher with an indexing spindle for a European company, according to their requirements. The production line will produce Tumblers, Chopps and free Press Plates and bowls.

� Moving Funnel � Stand Alone Installation.

MAVSA will be at Booth F63 (Hall 12) at glasstec 2018 in Düsseldorf, Germany.

Special Delivery Equipment Free Press Gob Delivery � Automatic Gob Delivery System, especially for Free Press Production to centre the gob according to the ware shape and drawing. � 11 Calibrated Regulations. � Scoop-Through & Deflector: different sizes.

� MAVSA MDP 24-34 Press Machine.

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Environment Inspection

ERMI Glass Control presents latest inspection technology French inspection company Ermi is to launch its latest carousel inspection machine at glasstec

Direction The main ERMI direction is the development of new technologies, as well as their implementation and follow-up inside glass factories. The most important sectors within the company are the Research and Development department, manufacturing department, technical and installation service/after-sales service. Due to constant contact with customers, the innovations of its technicians correspond to client needs. The most important element of its partnership is a permanent interaction between customer expectations and its technical evolution. Its activities are divided into three departments: the spare parts and tooling department; the refurbishment, mechanical modernisation and electronic upgrade department, and the carousel inspection machine-manufacturing department. The latter has helped develop its new technologies that will be displayed on its stand at glasstec.

Oculus Its new tool for cracks detection is named Oculus. The small cameras can be integrated in any carousel inspection machines and, according to the company, will take the place of standard emitters/receivers. Used as a stand-alone inspection device

or fully integrated in its PCAâ&#x20AC;&#x2122;s machines, the Oculus is a valuable instrument to detect every kind of cracks whatever the colour, shape and the size of the container. Thanks to its compactness there are unlimited configurations. It uses built-in lights or standard emitters. Our tests, based on a two-year study, show that this micro camera technology has improved the level of cracks detection particularly on the most difficult cracks due to their size or specific location on the container. The Oculus is above all, the easiest cracks detection sensor to adjust.

Thickness inspection It constantly evolves its contactless thickness and ovalisation inspection systems to provide the most convenient and reliable solutions in term of container inspection. Built-in with the PCA R2 and soon the PCA R380 or as a standalone inspection device, the CHR and the CHR+ include a range of confocal chromatic sensors. These are suitable for round and nonround containers and cover all critical areas. Sidewall and bottom inspection are available and even strongly shaped articles can be inspected. Continued>>

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MARC-OLIVIER-JODOIN

www.glass-international.com

RMI Glass Control is a family-owned company. Its expertise takes its roots in the entrepreneurship and knowhow of its founder Didier Cloarec, who has 30 years experience in glass inspection machines activity. ERMI was founded in 2004 with the contribution of engineers from the glass industry as well as from other industries such as automation and automotive. ERMI kept improving its technology and its services while maintaining a culture of proximity with its customers to detect the technical needs of each site and hence adapt its products. The quality of its products and services has enabled the company to develop a strong customer network in France, increase its presence in Europe and promote the business around the global glass industry market place. ERMI consists of three production sites located in France and in Portugal. Due to general global trends, one of the main strategies of the business today is to maximise the expansion of its market while still caring about its domestic roots. The domestic market represents today 30% of its total sales; the European market represents 50% and the rest of the world, 20%. It has more than 130 customers around the world and has machines on customer sites in Europe, Asia and Africa.

Inspection

The user’s interface is configured to be intuitive and easy to operate, and includes a colour chart and real-time visualisation of the defects. Historical data is available and can be transmitted to the machine and possibly to the factory’s network to enhance monitoring and quality control.

rate of 200 items per minute for bottles “bordelaise” (wine) type bottles. All of its settings have been optimised to ensure rapid job changes. This new carousel control solution mixes the best of the ERMI machines developed since 2008 in order to propose alternative technology to the detection of defects on hollow glass. This new machine will be premiered at glasstec 2018. �

Evolution The PCA R380 is the evolution of the PCA-R2 machine using the same PLC controller management protocol but

offering new features. A completely servo-motorised machine, the PCA-R380 will achieve a

Ermi, Nangis, France www.ermi77.com/en/

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