Manufacturing Today Europe issue 118 July 2015

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BEST PRACTICES FOR INDUSTRY LEADERS

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EUROPE

118 July

MANUFACTURING

The benefits of

integration Accurate information across the supply chain is essential to enable managers to make timely, balanced, fact-based and traceable decisions

Also in this issue:

A switch in time

As industrial sectors have developed, so too have the range of demands and possible applications where limit switches can be used

Connecting the strands

Manufacturing competitiveness will rely progressively more on the ‘Digital Thread’ to interpret data gathered by connected sensors, machines and networks

Editor’s Comment

Celebrating the

Chairman Andrew Schofield Business Development Director David Garner Editor Libbie Hammond Design/Art Editor David Howard Staff Writers Jo Cooper Andrew Dann Ben Clark Production Manager Fleur Daniels Production studio@schofieldpublishing.co.uk Advertising Administrator Tracy Chynoweth studio@schofieldpublishing.co.uk Head of Research Philip Monument Editorial Researchers Laura Thompson Jeff Goldenberg Mark Cowles Tarj D’Silva Emily Claxton Advertising Sales Joe Woolsgrove - Sales Manager Tim Eakins Dave King Darren Jolliffe Gareth Stevens Mark Cawston

machines

I

still remember the first time I went to a big machine tools exhibition and the awe I felt when I saw the amazing innovation and technology that was on show there. A lot of time has passed since then (let’s not dwell on quite how much!) and today’s machines are even more inspiring than ever.

It is so rewarding to me when I see the stories in the pages of Manufacturing Today Europe of manufacturers who are embracing this technology, and investing serious amounts of money in order to be able to remain at the top of their game.

I doubt the average consumer or car driver has any comprehension of the amazing machines that create their car or bathroom cabinet – but I think they would share my own sense of wonder if they did.

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118 July

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of

integration Accurate information across the supply chain is essential to enable managers to make timely, balanced, fact-based and traceable decisions

Also in this issue:

A switch in time

As industrial sectors have developed, so too have the range of demands and possible applications where limit switches can be used

Connecting the strands

Manufacturing competitiveness will rely progressively more on the ‘Digital Thread’ to interpret data gathered by connected sensors, machines and networks

©2015 Schofield Publishing Ltd Please note: The opinions expressed by contributors and adver tisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effor t is made to ensure that the information published is accurate, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the proper ty of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

www.manufacturingtoday-europe.com 1

Features 6 The benefits of integration

4 News

12 Connecting the strands

Updates and announcements from the manufacturing arena

It has been suggested that the ‘Digital Thread’ is the next great step change for manufacturing – but what is it and are you ready to embrace it?

6 The benefits of integration Information vital to fulfilling customer needs is often not sufficiently linked to the value chain, and sometimes not available at all. Integrated planning deployment offers a range of key success factors

12 Connecting the strands

10 A shared view The benefits of an industry-wide database of component reliability extend far beyond just manufacturing – they apply equally to any process-intensive industry

14 A switch in time Every industrial application has its own demands and feature considerations, but providing more choice in limit switch communication allows end-users greater flexibility in how they plan and lay out their plant

10 A shared view

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CONTENTS

Profiles

17 Brafe Engineering 20 Drallim

17 Brafe Engineering

23 SPTS Technologies

42 WaldrichSiegen Werkzeugmaschinen 46 ZincOx Resources 48 Deutz 51 MรถllerTech UK 55 Dams International 58 R. Stahl 61 Baxi 64 Spirotec SDR Group 67 Diamond Box 71 Faltec Europe

29 Special Metals Wiggin

75 Svedbergs

29 Special Metals Wiggin 34 norelem UK 36 Rotpunkt Kuechen 39 ESBE

36 Rotpunkt Kuechen

81 Essentra 42 WaldrichSiegen Werkzeugmaschinen 78 Tec Systems 81 Essentra 85 Porvair Filtration Group 90 Fanuc 94 Farrel 98 Ferrum 100 Tronrud Engineering 102 Polar Manufacturing 104 Plextek Consulting www.manufacturingtoday-europe.com 3

o

New partnership

Top gears A new range of planetary gears has been launched by gearing specialist Harmonic Drive UK. Targeted at users that require accuracy and low backlash, the new HPN range is designed for applications including packaging, printing, machine tools, and pharmacy management as well as pick and place robotics.

Available in five sizes with eight gear ratios between three and 31:1, the new HPN series of planetary gears offers repeat peak-torque from nine to 752Nm. Combined with a backlash of between just five and seven arcmin for single and double-stage ratios respectively, the HPN delivers exceptional accuracy and repeatability.

Featuring helical gear teeth, the HPN range of planetary gears run more smoothly and produce much less noise than equivalent gears that use spur teeth. Less friction also reduces operating temperatures, improves lubrication life and is supported by two ball-type output bearings minimising sideways movement. “Most automation applications don’t require the aerospace level of accuracy provided by our Harmonic Drive strainwave gears,” explained Graham Mackrell, managing director of Harmonic Drive UK. “At the same time, applications like packaging, printing and robotics, still need a lightweight, cost effective, low-backlash gear that provides high torsional rigidity and high output-torque.

“We’ve taken a lot of care to ensure that the HPN series is designed and tested to the same high levels as our Harmonic Drive strainwave gears.” www.harmonicdrive-precision.co.uk

Managing massive data Bit Stew Systems, a leader in Software Defined Operations for the Industrial Internet, has raised an additional $17.2 million in a Series B funding round. The investment round, led by GE Ventures, includes existing investors Cisco Investments and Yaletown Venture Partners, and brings new investment from BDC Capital and others, affirming confidence in Bit Stew’s technology, leadership and market opportunity.

A catalyst in the formation of Software Defined Operations, Bit Stew’s MIx solutions have turned massive industrial data sets into data-driven automation for better operational efficiency, improved asset performance, and greater uptime.

“Securing significant investments from technology giants GE and Cisco supports our market-leading technology and will allow us to scale our business into new industries and additional geographic markets,” said Kevin Collins, CEO of Bit Stew Systems. “Our investors recognise how Bit Stew’s MIx Core platform improves operations by minimising the complexity of managing massive data sets in industrial environments.” www.bitstew.com

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Manufacturing and distribution businesses looking for instantaneous fast transactions from the shop floor now have a wider choice of mobile solutions after K3 Syspro announced a unique partnership with software automation expert AfriSoft.

The partnership has made K3 Syspro a key reseller of TransLution mobile software for the UK and Europe, adding to its already impressive mobile product range. The product complements K3 Syspro’s existing SYSPRO Espresso product, which was introduced with the recent SYSPRO 7 upgrade.

Said K3 Syspro Managing Director Cathie Hall: “Mobility is a core lean enabler allowing manufacturers to extend mobile data right to the point of activity. With SYSPRO Espresso and TransLution as part of our product range, we are able to facilitate reliable, ruggedised access to ERP and provide a more streamlined mobile platform for data analysis, enabling all types of SYSPRO user to achieve a new level of efficiency and profitability.”

TransLution software enables SYSPRO users to simplify and accelerate their production processes by capturing, processing, and analysing production data with a mobile solution for the shopfloor.

It integrates mobile scanners, touchscreen devices, and other plant equipment seamlessly into SYSPRO, allowing traditional manual tasks such as stock taking or production records to be automated and streamlined. www.k3syspro.com

Image makeover Widely perceived as a sunset industry in perpetual decline, plagued by plant closures, off-shoring and frequent negative media coverage, the need to revitalise UK manufacturing is paramount to UK economic success, says the latest Institute for Policy Research (IPR) policy brief.

The UK now produces more manufactured goods than ever before and the maker economy, which includes creative sector, industrial design, a renewed interest in craft, 3D printing, and the manufacture of digital mobile applications, among others, is at an all-time high.

Professor Michael Beverland, Director of the School of Management’s Centre for Research in Advertising & Consumption at the University of Bath, who led the research, said: “Enduring perceptions of manufacturing as a factory production line plagued by plant closures and media headlines that frame it as a sunset industry in perpetual decline have led to a poor public image which is based more in myth than reality.

“Advocates for the sector need to reframe their messages around manufacturing’s positives, including the diverse range of employment opportunities, enduring success, powerful brands, sustained export performance and high value added products.

“We need new government policies to ensure that manufacturing can maintain and build on its success and to enable the 800,000 new employees needed in the sector by 2020.”

The full Policy Brief can be seen at: http://www.bath.ac.uk/ipr/policy-briefs/uk-manufacturing.html

MANUFACTURING NEWS

Passed the test Newtec, a specialist in designing, developing and manufacturing equipment and technologies for satellite communications, has announced the successful completion of a trial campaign for its Newtec Dialog multiservice platform and Mx-DMA technology at the Vodafone Innovation Park Lab in Germany.

The tests leveraged multiple mobile traffic patterns, which were delivered with exceeding quality of service made possible by Newtec Dialog. The trial also stressed the dynamic possibilities of Mx-DMA to accommodate potential fading conditions due to choice of satellite, environment (rain & dust), shadowing effects or interference and always ensuring the highest throughput and efficiency.

Mx-DMA is a Newtec patented return technology that incorporates the best features of MF-TDMA and SCPC technologies and at the same time solves the difficult choice to select one or the other. Mx-DMA on the Newtec Dialog platform adjusts the frequency plan, the symbol rate, the modulation, coding and power in real-time for every terminal in the satellite network.

“The tests with Newtec further confirm the adequacy of satellite for mobile backhaul,” said Andreas Dorstel, head of Vodafone Innovation Park Environment.

“The results of these tests validate the strong traction in the market encountered by Newtec Dialog today,” said Newtec’s CEO Serge Van Herck. “They demonstrate that our equipment can provide high quality and profitable 2G, 3G and 4G services to mobile operators as well as ensuring a strengthened future-proof path.” www.vodafone.de

Digital customer interaction The digitisation of everything is fundamentally changing the way customers engage with brands. In its new Accenture Interactive Innovation Centre in Sophia-Antipolis, France, Accenture demonstrates to clients how new opportunities are emerging as a result of increased digital customer interactions and how they can apply the latest digital technologies to capitalise on these opportunities.

Inspired by the duality of the human brain, the centre is designed to focus on both the emotional and analytical implications of future digital experiences. Accenture clients will be invited into the centre for one-day innovation workshops that will be tailored to the industry they operate in, the particular company’s needs and the business challenges the company faces. During these workshops, Accenture will showcase the impact of several factors, including, social media, the Internet of Things and artificial intelligence on marketing, sales and customer service.

Topics and digital technologies covered in an innovation workshop can include: The impact of digital assistants and robots capable of detecting customer moods by analysing voice and facial expressions on customer interaction; and opportunities for integrating existing customer relationship data with a customer’s social media activity – to generate early-warnings of customer dissatisfaction and enable customer service responses in real time. www.accenture.com

Technology ‘first’ Technology developers at SICK have built powerful new functions into everyday sensors to deliver a glimpse of the future for manufacturing automation.

Smart Sensors are a complete step forward in sensing performance, equipping photoelectric, magnetic and proximity sensors with powerful on-board processing capability to optimise machine technologies and automation on high-speed production lines.

As chip technology has enabled more functionality to be packed into ever more miniature devices, SICK has identified opportunities to integrate advanced automation capability into the sensors themselves.

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“By building advanced intelligence into standard sensors, SICK has made sensors ‘smart’ and achieved a world first,” says David Hannaby, Product Manager for Presence Detection at SICK UK. “Smart Sensors perform complex process functions locally moving them away from the PLC to the sensor itself.

“Real time events can be locally processed, without waiting for the raw data to be uploaded to the central PLC program, processed and information extracted before action. Speed restrictions due to heavilyloaded networks are avoided and demands on the central computing functions are massively reduced.”

Advanced functions that have already been developed by SICK for Smart Sensors include a high-speed counter, timer, false tripping suppression, a speed and acceleration monitor and time-based measurement function to track and identify products for sortation and picking.

“Smart Sensors take processing load away from central control systems and deliver huge potential in additional flexibility, reliability and throughput for automated production tasks, as well as reducing costs and quality issues,” adds David. “The customer response to date has been excellent, and SICK are already extending Smart functionality into a wider range of sensors, and introducing more functions.” www.sick.com/gb/en

www.manufacturingtoday-europe.com 5

The benefits of

integration Roswitha Tertea, Martin Laub and Martin Bunk offer advice on the need to attack the ‘just-in-case buffer’ phenomenon

As organisations have become global, an increasing number of leaders are frustrated with the long response time of their supply chain when market conditions change. Costsavings originally achieved by introducing long-distance sourcing strategies, offshoring, outsourcing, multi-national distribution networks or cheaper delivery channels, have now partly translated into additional costs, due to express delivery of raw materials, stock-outs or overnight services for customers. Companies have to respond faster to rapidly changing and more sophisticated customer demands and demonstrate flexibility and agility within volatile markets.

Yet what we usually find, is that information vital to fulfilling these customer needs is not sufficiently linked within the value chain, and in many cases not available at all. Instead of having truly integrated planning activities across the organisation, we often observe a phenomenon we call ‘just-in-case buffers.’

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D

ecision makers at any level of the organisation usually lack the full information required to make timely, balanced, fact-based and traceable decisions in their respective roles.

To avoid jeopardising sales numbers or customer orders, planning parameters get inflated, leading to the rise of ‘just-in-case buffers’ across various operational functions of an organisation. They are called ‘just-in-case’ because poor data quality, complexity, and uncertainty make people build safety measures into their daily work in order to cover all scenarios.

These buffers become visible in various dimensions, most notably in four areas: 1 Inventories: Non-prioritised buffers of raw material, work in progress (WIP) or finished goods.

2 Lead time: Unreliable lead times from suppliers due to frequent changes of requests; manufacturing throughput times impacted by changing priorities; distribution lead times impacted by global networks.

3 People: Resource buffers in all functions, since staffing decisions are based on peak demands, and the desire to cover all ‘what-if ’ scenarios.

4 Equipment: Equipment capacity is over-dimensioned for maximum volumes or supposedly ‘moving bottlenecks’, which in reality are not solved but circumvented.

These symptoms of ‘just-in-case buffers’ can often be traced back to the various planning levels of an organisation that are poorly integrated. We differentiate four levels of integrated planning, which normally show causally related deficiencies: ■ Corporate planning: We often see a disconnect between financial budgeting and planning and the SI&OP (Sales, Inventory & Operations Planning) process.

Integrated planning from company to company, but we have identified three major reasons and the specific approaches to overcome them.

Reason for failure 1 Conflicting targets: Targets are often contradicting, or roles and responsibilities for target achievement are not clear. Classic examples of conflicting supply chain targets are: 1.

2.

3.

Inventory vs cost Asset utilisation vs demand driven flows Low cost country sourcing/ manufacturing vs flexible supply

When a production manager is measured by production output, a supply chain manager by inventory levels and customer service and factory managers by cost savings, there is an obvious mismatch in targets. The same holds true when efficiency of non-bottleneck equipment is measured (and improved) which is counterintuitive to a lean production flow.

Targets can also be conflicting when, for instance, the purchasing department is measured by the rate of long-distance (supposedly ‘low-cost country’) sourcing, and manufacturing is measured by production volume flexibility.

■ SI&OP: Commonly, the outcome of the SI&OP process is not one consensus plan but one forecast that competes with other forecasts or plans in the organisation.

■ Operations planning: Usually operations planning is out of line with an agreed consensus plan and/or not done with a standard processor within a common system.

■ Production planning / shop floor execution: System-generated plans are often not trusted.

Individual plans (usually created in silos) are then made even when pull systems would not require a plan at all.

These deficiencies can be addressed individually, often only leading to marginal results. However, the highest impact will be achieved with a holistic approach, addressing all dimensions and their interdependencies by building and deploying an integrated planning system.

Root causes for integrated planning failure vary

Solution: Cross functional shared targets: Integrated planning needs to aim at balanced decision making. If long-distance sourcing is required for cost reasons it should be aligned with manufacturing flexibility targets and by establishing supplier consignment stocks.

To evaluate the trade-offs between short lead times and additional cost for this, a total cost of ownership (TCO) model covering all aspects of the transaction (e.g. purchase price, internal cost of capital and inventory holding cost rate) needs to be used to balance targets.

We also strongly encourage establishing crossfunctional, shared targets for those teams that need to collaborate to achieve the desired results.

If they can jointly influence a KPI they should have the same targets and their bonuses should also be tied to them.

You typically get what you measure and reward.

So you have to make sure those KPIs and targets are unambiguous, aligned, and broken down to the people who can actually influence them.

Reason for failure 2 Opacity & lack of correct data: Complex supply chain networks cannnot be controlled any longer by applying historically grown control mechanisms. Decision makers in organisational entities often use the resulting opacity to cover problems originally caused by several reasons, such as uncontrolled IT systems,

wrong data and reports and unclear roles and responsibilities.

As information gets extended or consolidated within hierarchy levels, decision makers lose even more sight of what the actual facts are. The consequences and implications of decisions across a global supply chain are no longer obvious.

Typical situations are data overflow or information disconnect. In many cases, either information arrives ‘filtered’ to decision makers, or automated planning systems manipulate relevant information upfront. Sales projections change quarterly and are not covered within supply planning.

Type-mix-changes left unconsidered harm efficient capacity planning, and phase-in/ phase-out approaches are not considered in the volume mix.

Solutions: ■ Strengthen the position of decision makers: Integrated planning needs to be an instrument to deliver a basis for decisions at every involved organisational level, at any time and at any stage. Ideally, integrated planning triggers reaction and pulls for transparency to support the right decision taken from a flood of information that includes sales and financial planning as well as operational execution regarding performance decisions.

■ Empowering decision makers requires some major clarifications. What is the right level of required detail to build the base for a decision?

Can a fact-based KPI be clearly allocated to the decision made? Was the decision-making process owned by a cross-functional team across planning units? Has the decision process (base) covered presence, diversity and cause and effect? And finally, does a feedback loop inform the decision maker about the outcome?

Integrated planning as such is much more than just providing plans; it is the great art of providing transparency to build a trustful base for decision makers.

Reason for failure 3 Complexity of processes and organisational structure: Overcomplicated and disconnected processes and organisational structures have often grown historically, as a response to new external requirements. Thus, additional layers were built into the organisation, multiple interfaces were created, and processes ended up meandering through various departments with little clarity on end-to-end accountability.

A heterogeneous IT-landscape that evolved through the years often leads to data fragmentation, inconsistent information, delays in KPI generation and difficulties in making fact-based decisions, causing mistrust among departments.

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Integrated planning

Client Success Story Effective integrated planning has had substantial business impact at a recent project Hitachi Consulting team conducted for a global automotive supplier, achieving: ■ More than €15 million operative cost savings ■ Inventory vs. shipments reduced by 10% - 20% ■ Service level (availability and OTIF) optimized by 10% - 60% ■ End-to-end lead times reduced by up to 30% ■ Optimised procurement and production planning (resulting in OTIF improvements above) ■ Improved production plan stability and plan attainment (resulting in OTIF improvements above)

Planning processes are often designed by people who are working in other departments - like corporate - and don’t take best practices and pitfalls known to the people ‘in the trenches’ of daily planning into consideration. Quite often, new functions or even whole departments are introduced as a response to new requirements or to act as an interface between departments that do not seem able to cope with the complexity.

As a result, we see the emergence of supply chain planners from the global to the factory level, including maintenance planners and schedulers.

These functions usually emerge from a need to co-ordinate activities but fail in doing so since they add complexity to the information flow and process.

Solutions: ■ Common fit of systems, rules and structure for purpose: At a basic level, companies should re-focus on core processes, simplify and harmonise the IT landscape and streamline the organisational structure. Ensuring end to-end accountability for processes, clear responsibility for KPIs and well-defined targets enables people at all levels to make real-time, fact-based decisions.

■ Seamless information flow: Since integrated planning can be seen as the nervous system of the company, it is important to have an IT landscape that ensures seamless information flow based on reliable data and unequivocal definition of KPIs, thus building transparency, enhancing decision-making, and reflecting operational reality.

“For the past five years we had been improving functional planning (in Production, Purchasing, etc.) with some positive impact, yet only aligning these planning activities under the umbrella of integrated planning brought the significant impact we were looking for, as well as the transparency required for quick decisions.”

- VP Supply Chain Management, Major Automotive Supplier

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Simplicity and accessibility are key to gaining acceptance among various end-users. Strive for one master plan, which can be broken down into relevant plans for the individual functions.

■ Simple rules: Develop and establish simple rules and guiding principles that have to be followed by all.

This will empower people at all levels to make decisions fast. For instance, in a lean environment, rules that have proven to provide guidance are ‘Input = Output’; ‘When a production batch starts, it never stops in the process’; or ‘No overtaking of products allowed’.

Ensure that the rules are accepted and connect them to performance indicators and incentives.

■ Clear structure / responsibilities: Remove functions, departments, or layers that have only an interface function or where the value add cannot be clearly determined. Assign clear responsibilities and owners to the different plans, forecasts, and for execution. Establish cross-functional meetings to ensure clarity of tasks and constraints across the value chain.

Conclusion If senior executives are wondering why numerous improvement projects aimed at better service, lower inventories or better capacity and resource flexibility have only marginal or even no results, we highly recommend close investigation of integrated planning.

Investigate the symptoms deriving from ‘justin-case’ buffers and understand the relationship and dependencies of them. Put effort into improvement initiatives steered around building transparency and data reliability while breaking down the walls of conflicting targets to reduce complexity in structure, systems and procedures.

Key Success Factors for Integrated Planning Deployment ■ Shared x-functional targets (e.g. lead time, cost, service, inventory) ■ Balanced decision making to enable strategy deployment ■ Foundation in place and dependencies considered ■ Effective performance management (closed loop mgt. system) ■ Full network view and optimisation ■ Act early on resistance and fears (e.g. loss of power, lower bonus)

Roswitha Tertea is vice president, Martin Laub is senior manager and Martin Bunk is senior manager at Hitachi Consulting. Hitachi Consulting is the global management consulting and IT services business of Hitachi Ltd., a global technology leader and a catalyst of sustainable societal change.

Hitachi Consulting is a catalyst of positive business change, propelling companies ahead by enabling superior operational performance. www.hitachiconsulting.com

www.modernutilitymanagement.com 9

A shared

view

A growing number of manufacturing firms are gathering valuable business intelligence from mining the vast volumes of data generated by their production processes. If such data was shared securely industrywide, the benefits could be much greater, says Dr Liane Smith

M

cKinsey & Co (2011) defines big data as ‘datasets whose size is beyond the ability of typical database software tools to capture, store, manage, and analyse.’ Big data promises greater levels of speed and efficiency for almost every type of business and in every industry.

There would be great benefit to the transport industry for example, if the different ‘data stacks’ across rail, aviation and roads were pooled to create a shared view. Transport for London (TfL) has committed to syndicating open data to third parties and to engaging developers to innovate using its open data. More than 200 travel apps are helping millions of customers make optimal use of the transport network. The economic value of time saved has been estimated at up to

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£58m per year, according to the International Association of Public Transport.

Meanwhile, the Airport Collaborative Decision Making (A-CDM) initiative developed by Eurocontrol, enables airlines, ground handlers, air traffic control and airport staff to share the latest and most accurate information about the status of flights for better-informed decision-making.

A-CDM has been fully implemented at 15 European airports handling the equivalent of 480 million passengers a year. According to Airports Council International, this is delivering tangible benefits – including lowering their airline partners’ operating cost base by over £44m annually.

Hearts and minds TfL’s open data and A-CDM are just two

examples of the types of initiatives discussed recently at the ‘Connected Data’ workshops held by the UK’s Royal Academy of Engineering (RAE).

Further workshops in 2015 have focused on other sectors such as manufacturing, healthcare, energy and the built environment. Although data models and systems could be managed and maintained as assets, the RAE believes that a change in ‘hearts and minds’ is necessary to capitalise on the opportunities that improved connectivity provides.

One of the barriers to realising the benefits of shared data is that individual organisations perceive value in the proprietary data they hold.

Any firm that has invested time and money in recording a large dataset is more likely to make it available if they have confidence in the quality, security and anonymity of the shared dataset

Big data

Sharing data on the use and incidence of failures on specific parts could be a key way to achieve improvements across the industry and prevent sub-standard components finding their way into products across the globe from many diverse sources presents technical challenges, while queries can take too long to return an answer unless the right technology is in place.

Component reliability data applications

Nevertheless, connecting data presents a significant opportunity. Cisco Consulting Services values this opportunity, what it calls the ‘Internet of Everything’ (IoE), at $19tn over the next decade. This is based on two studies conducted during 2013-14 that identified $4.6tn in potential bottom-line value for the public sector, and $14.4tn for the private sector.

The high-tech, telecom, and financial services industries ranked highest in potential IoE value in Cisco’s private sector study, while the retail, energy, and manufacturing sectors ranked lowest, but were found to have the highest potential upside for growth.

Certainly, firms must be prepared to find smarter ways of managing and extracting value from the data they collect. The sheer volume of data, and the speed at which it is collected

Manufacturing companies capture vast volumes of data on a daily basis in order to monitor the quality and reliability of manufactured components. Accurate and precise information is essential to demonstrate a certain level of reliability of a vendor’s products, as performance in the market can vary significantly from controlled, pre-despatch testing. This informs business-critical decisions such as the warranties offered for certain products, the sampling frequency for quality control checks and the scale of manufacturers’ in-house repair capabilities.

Accurate reliability data could also allow manufacturers to identify the social and environmental factors that affect higher returns of products. However, these are hard to detect in isolation and therefore a large and appropriately structured dataset is required to identify trends.

Getting accurate reliability figures for components and sub-components requires access to a statistically significant database. Although most manufacturers collate component reliability information from their own operations, having access to industry-wide data would mean they could identify the best performing components, and benchmark the performance of components within their own organisation against industry averages. They could also extract reliability and availability metrics to support a range of costsaving decisions based on facts.

While the industry recognises this need, a key challenge has been the reticence of manufacturers to share their data externally.

Manufacturers may simply constrain the data to their own dataset in order to track the reliability of products with specific sub-components sourced from different suppliers. For example, a bolt manufacturer may detect issues with bar stock sourced from different suppliers based on feedback of failures from customers.

This information would be highly valuable in pinpointing the root cause of failure, and the speed and validation of the root cause analysis may be greatly enhanced by sharing the data across other industry sources.

Sharing data on the use and incidence of failures on specific parts could be a key way to

achieve improvements across the industry and prevent sub-standard components finding their way into products across the globe.

Realising industry value In response to industry demand, Wood Group Intetech has launched a global database of component performance data. This online experience database utilises a reliability analysis tool, iQRA, and is already in use in the oil and gas industry where it is providing operators with access to global well and oilfield component performance information.

However, the benefits are equally applicable to manufacturing, where insight into component performance could result in a more reliable component selection. Suppliers too, could improve component performance by highlighting areas for existing product modification, or developing new ones.

Wood Group Intetech has developed iQRA to ensure that data sources are kept strictly confidential. Sensitive data is anonymised and access to system functions is protected, using password strength gates and a robust set of user roles and privileges.

The benefits of an industry-wide database of component reliability extend far beyond energy and manufacturing – they apply equally to any process-intensive industry, and where cost pressures and increasing regulatory requirements demand informed decision-making based upon a risk evaluation approach.

Dr Liane Smith Dr Liane Smith works at Wood Group Intetech.

Wood Group is an international energy services company with over $7bn sales and operating in more than 50 countries. The Group is built on Core Values and has three businesses – Wood Group PSN, Wood Group Kenny and Wood Group Mustang – providing a range of engineering, production support and maintenance management services to the oil & gas, and power generation industries worldwide. For further information visit: www.intetech.com.

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Connecting the

strands

Jeff Pike asks: Are you ready to join the Digital Thread revolution?

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any would argue that the Digital Thread (DT) is the next major disruptive technology, but what exactly is it? Digital Thread in the manufacturing world is now an integral part of the US ‘Advanced Manufacturing Enterprise’ championed by the Digital Manufacturing and Design Innovation Institute1. DT in the Aerospace and Defence (A&D) industry is the idea of seamlessly integrating information through the value chain, from initial capability planning and analysis, through design, manufacturing, testing, and on to final sustainment and disposal phases. All of these functions are able to share contextualised,

digital information, and the DT allows dynamic, contemporaneous assessment of the system’s current and future capabilities. This means that specialists throughout the process can work on the item simultaneously to inform decisions throughout the life of a system or product.

In 2013 Christine Furstoss, Global Technology Director for manufacturing giant GE’s Global Research division suggested that it was the next great step change for manufacturing after Henry Ford’s perfected assembly line and Toyota’s Lean Processes. DT forms an integral part of their ‘Brilliant Factory’ concept, where GE envision “a self-improving factory that can continuously improve products and processes in the plant. With a seamless digital thread that can gather, analyse and transmit data real-time to different parts of the supply chain”.2

1 DMDI is managed by the US government’s interagency Advanced Manufacturing National Program Office (AMNPO), hosted by the National Institute of Standards and Technology (NIST).

2 http://www.geglobalresearch.com/blog/ge-partner-manufacturing-innovation-institutes. http://www.cioreview.com/ magazine/Digital-Thread-Creating-A-SelfImproving-Brilliant-Factory-DSDM672049974.html.

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The quick wins of DT The benefits of DT in the design, manufacturing and maintenance arena, across many sectors including aerospace and defence, are clear to see. CAD designs can be digitally transmitted to manufacturing engineers who can test them to ensure they can be produced using virtual models. Designs can be optimised for production ability, usability and maintainability by exploiting a common database and physics-based models.

Manufacturers can reduce the cost of ‘hard tooling’ because the tolerances that can be incorporated during this ‘collaborative design’ process mean that less external tooling is needed to position components during assembly.

Manufacturing competitiveness will rely progressively more on DT to interpret data gathered by increasingly connected sensors, machines and networks with intelligent feedback loops to adapt and incorporate manufacturing and maintenance needs right back into the initial

design stage. But can DT manage supply chain risk?

But what of the wider supply chain process?

Can DT help to manage supply chain risk? One of the greatest internal supply chain risks comes from misalignment across the chain – which in turn is becoming less linear and more of a network.

Internally, supply chains comprise three elements: physical, informational and financial. Within the supply chain functional stovepipe, DT has a clear role to play in bringing these elements together, but it also offers the opportunity to integrate it into the wider business or, in the case of defence, organisational enterprise.

Normally, successful internal supply chains are driven from above by a Supply Chain Strategy that aligns with the overall enterprise

Digital Supply Chain

business or organisational strategy. While it must serve the higher strategy, it must also be reactive to feedback from the subordinate supply chain network, comprising infrastructure, human resources, technology development and procurement structures. Even at this high level, it can be seen that the volume and complexity of data is liable to swamp even the most dynamic supply chain director!

Fixing the Internal Supply Chain Alignment doesn’t stop there though. The supply chain network must drive and be responsive to feedback from the processes of inbound logistics, operations, outbound logistics, marketing & sales, and service. These in turn drive resource requirements - hard infrastructure and people – a key factor in the bottom line. Network, processes and even human resources each has their own driving factors and risks. To manage these risks, there is a surfeit of stove-piped performance measuring metrics such as sales performance, inventory availability, OTIF, but an enterprise-wide picture that allows good decision making at all levels cannot be built unless the base structure

and connectivity is right, and this is where DT comes to the fore.

Big bang or iterative change?

As with core design and manufacturing processes, it can be seen that misalignment of the supply chain and poor feedback can lead to a lack of coordination, predictability, resilience and consistency.

Internal supply chains are often intermittent and disconnected processes with a mix of manual, automated and virtual elements. They need to be replaced with a continuous, interactive, holistic and integrated process, but this is not always possible with a ‘big bang’ approach because no

burning platforms such as profit warnings or major disruptive technology lead to revolutionary change. Iterative, evolutionary change is often required, and the challenges this brings often leads to inertia.

Iterative change is, however, possible for those who are unwilling to take the radical and major steps that GE appear to be considering. Innovative Boards of Directors can drive forward change in a more progressively measured manner by first of all aligning strategic goals with supply chain plans and operations. Subsequent steps include ensuring full visibility of the physical, financial and information supply chains and identifying and allocating costs throughout them. This may be challenging, but they must ensure that a financial viewpoint is embedded in the planning and execution processes of such change. This will enable them to quickly examine alternative scenarios and evaluate the financial impact of

their proposed actions. The end result will deliver a 360-degree insight that will allow the business or organisation to make informed decisions.

Evolution not revolution This sounds easy to say, and difficult to do; however, it is the first step on the road to bringing a Digital Thread to the supply chain. A bespoke whole-enterprise solution is probably what the major system vendors would suggest as the only way ahead, but this is more revolution than evolution and such large programs bring their own risks of failure. Introducing a ‘wall of capability bricks’ as each step of the iterative change is

undertaken may offer a less risky alternative, and will work. This option may be more comfortable for all concerned, from top to bottom, in such a fundamental change program. We at IFS provide such capability with a solution based on modular building blocks that can be scaled to match business needs – from giants such as GE who use IFS Aerospace and Defence products to smaller manufacturing and supply chain enterprises and defence organisations.

Once these internal supply chain processes are right, not only will the enterprise be well on the way to engaging with and implementing DT, but it will be much more resilient and agile, enabling it to address the myriad of external supply chain risks that are likely to arise in an increasingly volatile, complex and digitally connected world. Are you ready to join the Digital Thread revolution?

Jeff Pike Jeff Pike is Head of Strategy and Marketing for the IFS A&D Centre of Excellence. IFS is a leading vendor of enterprise asset management (EAM) software to the aerospace & defense sector globally. IFS Applications supports full-spectrum enterprise, project and program-centric manufacturing and vendors serving the A&D sector. IFS underpins performance-based logistics (PBL) solutions to support, traditional, contracting for availability (CFA) through to full contracting for capability (CFC) solutions. www.IFSWORLD.com

www.manufacturingtoday-europe.com 13

A switch in

time

James MacDonald takes a look at limit switches

L

imit switches have long featured in a variety of different industrial applications where the durability of the component package has ensured it can be relied upon in even the most challenging circumstances.

In position detection, the switches are used to ensure all movable locating features are correctly seated for proper operation; in mechanical travel applications, they are incorporated within the mechanical apparatus as a safety feature to detect when operating features have reached the end of travel; and in security applications, they can be used to detect when a door or window has been moved and, because they are so reliable, they are particularly beneficial in remote locations where maintenance can be an issue.

And the use of limit switches does not end there. They can also be used to detect movement from mechanical parts to activate signals to the surrounding environment; or used in automated processes to activate a signal where a desired mass has been achieved; or

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in safety systems, to prevent a machine being operated until the safety guards are in place.

Increasing choices As the industrial sectors have developed, so too have the range of demands and possible applications where limit switches can be used.

The choice of configuration options would have typically been though the choice of switch circuitry, or through the availability of multiple actuator styles. By introducing wireless switches, however, the choice has increased.

Now, designers can choose the way that the limit switch communicates with the rest of the system.

Every industrial application, of course, has its own demands and feature considerations, but providing more choice allows end-users greater flexibility in how they plan and lay out their plant. Both the cabled and wireless switches have the durability necessary for rugged applications from using the same robust housing.

Communication options now mean that a switch can be cabled directly to the system controls,

or having wireless as an option means excessive cable runs can be eliminated, significantly reducing the cost of implementation and time spent on maintenance.

Challenges and complexities There are challenges and complexities in designing modern-day cabled and wireless switches. Historically they have tended to be over-complicated, use inexpensive technology, and suffer from issues regarding power. Many have similarly failed to take into account the global technological certifications required.

But times have changed: reliability, stability and performance have become the watchwords.

The wireless limit switch has a replaceable 3.6V Lithium Thionyl Chloride battery inside the housing, for example, which will allow approximately one year of power supply, with any drop in performance from the battery being indicated on the receiver. This method of supplying power eliminates performance issues that may arise if energy harvesting was being relied upon. The dedicated pairing system

Switches

also utilises point-to-point communication to operate independently from any wifi protocols and without the need rely on IT system considerations.

So what are the types of switches available?

And when should a cable switch be used in preference to a wireless device and vice versa?

The standard construction of the limit switch comes in a zinc die-cast housing, with a detachable head. This allows the head to be fitted at 90° increments to allow options to fit the customer’s system. The functional head styles include the choice of rotary arms with steel or nylon rollers, pin plungers or wobble sticks.

The cabled limit switch can come with a variety of conduit entry dimensions to give the customer a choice of gland to fit the system.

Alternatively a pre-cabled limit switch can have additional seal security for use in harsh wash down environments.

Switch technology can also allow for a sequential or centre neutral style, as well as having a snap action mechanism or safety focused slow-action switch.

The wireless switch is similar but with one or two significant differences. Within the same proven reliability of the zinc casing, instead of the switch output being routed by cable to the conduit entry point, the wireless switch uses an integrated RF board which connects to an antenna on the outside of the switch body.

This will communicate with a receiver installed with a PLC at the point of control up to 1000ft away. Communication is conducted using the established WPAN 802.15.4, 2.4 GHz system which is the same wireless protocol as the Zigbee communications profile. Instead of being part of a mesh network, the Limitless range, for example, works as a point-to-point system with the frequency of each switch providing a unique pairing to a receiver channel. A regular ‘heartbeat’ at 30-second intervals between switch and receiver ensures communication lines are active, and a warning will be given upon any interruption to the signal.

The strength of the traditional limit switch comes from the level of durability the housing offers and the adaptation available through the actuator choice to best fit the working environment. Three examples illustrate the point: Automated welding robot – The basic purpose is to detect that the weld material is present. When the welding rod is in place, the limit switch is held in an active state completing the circuit. However, when the welding rod in the feeding rail is empty, the switch is released which subsequently cuts the power to the welding arc. This means that there is no risk of danger to anyone in the area and also saves

on power consumption. The switch is able to endure vibration, temperature and debris, but the close proximity of the working environment means it is only a short distance to be cabled to the control unit.

Industrial mass-detection – Industrial processes require a level of control to monitor when the materials being produced achieves the required mass. As part of a paper plant, the new paper produced was wound onto looms.

As they rotate, gathering the paper, the mass of the package gets larger. Upon reaching the desired size, a rotary limit switch is activated to allow the process to stop and the newly wound paper to be removed. Within this operating environment, a dedicated cable run was available meaning an unobtrusive means of connection was available without causing a hazard.

Compactor control system – The compacting process for recycling solid waste material relies upon the items being compacted to a manageable size before further processing.

The limit switches are built into the compactors to detect maximum travel of the pressure plates in the horizontal and vertical axis. The limit switches must withstand the pressure of the process and vibration of the moving parts.

The operator interface can be mounted onto the outside face of the machine, so the cable to the limit switches can be kept routed within the package walls.

So when might a wireless switch be a more appropriate device? Wireless switches are ideal in cases where a hard-wired system is not practical, either because of the cost or the challenge of installation (and often both) especially in larger or more restrictive sites/ applications. Examples include: Crane boom detection – Large-scale cranes can cover an expansive distance from the end of the boom, down to the ground.

Wireless limit switches are ideal for detecting

if a mass in transit has come too close to the mechanical features. A durable limit switch can be installed at the end of the boom, and able to communicate the status to the operator who may be at ground level. This eliminates the requirement to run a length of cable from the operator station to the end of the jib. It eliminates what could be a costly component, as well as the possibility of a cable becoming an obstruction in the moving parts.

Safety Showers – When working with hazardous materials, an emergency shower station is often available for operators. The wireless products can quickly be integrated into the shower unit handle. Upon the shower being activated, a signal is sent to the receiver to transmit the message that an emergency situation has occurred. The benefit of the wireless product is that no additional wiring is necessary around the shower block, and the signal can be transmitted up to 1000ft aware to warn of the incident.

Retrofit requirements - A limit switch had been used successfully for many years sending the status of gate position to the security gatehouse at the opposite end of a car park.

The cable was originally routed underground but since being installed, the car park had been re-surfaced. When the cable was damaged they thought that they would have to find new ways to route the cable or close part of the car park to dig up the road surface to access the damaged portion. Instead a wireless limit switch was installed at the gate and the receiver in the security room in less than 20 minutes and the full system was operational again with no need to close the area for rework or loss of income.

Summary Limit switches are appropriate for a host of different applications, and are often interchangeable. The key determinant is often the environment. A wireless limit switch could work in the welding robot, for example, but the receiver would be more expensive than 10ft of cable; alternatively the cost of cable for the crane would be more expensive than the receiver. Having greater choice with regards connectivity, however, enables customers to decide which system best suits their needs.

James MacDonald James MacDonald is the EMEA Application Engineer for industrial switches at Honeywell Sensing and Control.

He deals with the integration of basic, limits and wireless switches into end users application and can be reached out to at: james.macdonald@honeywell.com.

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Brafe Engineering

Casting

call

O Established in 1966 Brafe Engineering is a leading UK manufacturer of high-specification, specialist alloy castings for valves and pumps

Brafe Engineering Products: Alloy castings for pumps and valves Sites: UK Employees: 117 www.brafe-engineering.co.uk

ffering full traceability and quality assurance the business has seen growth across all of its markets adding more than £500,000 to its turnover in the last 12 months.

Based in East Anglia, UK, the business provides components for end use in power generation, chemical refining, nuclear and petrochemical markets and many more industrial processes.That level of adaptability has allowed Brafe Engineering to meet the rapid changes that its customers face and further assist with future challenges as the markets fluctuate.

Recognising the growth within the nuclear sector and supported by the Manufacturing Advisory Service (MAS), the company has been able to make a number of improvements to its processes in order to better position itself to take advantage of nearly £60bn of investment in civil nuclear new build.

Commenting on the development, Andrew Dalby, managing director, was reported to say: “We’ve been manufacturing and exporting goods to ASME nuclear standards for many years, but this was almost exclusively to overseas markets, with some 95 per cent of our output exported.

“We are only ten miles from Sizewell and combined with the growing UK market opportunity in nuclear new build and decommissioning, it made sense to turn our attention a bit closer to home.”

The changes have not only resulted in an increase in sales, but also an expansion of the workforce with the creation of 16 new jobs, including seven apprenticeship roles. “Our approach is to keep all of manufacturing in England. Whilst others decided to move offshore, we preferred to focus on adding

value and securing the highest quality standards. Our base in Suffolk gives us the best chance of achieving this,” he added. Offering a complete service from consultation and design through to manufacturing, quality control and certification, its modern well-equipped facilities and highly trained staff are capable of achieving a fast turn round of critical and challenging to produce components.

Whilst the business started as a predominantly Aluminium based foundry producing fittings for oil fired central heating, it was through continued investment and technical expertise that it grew to become a leading manufacturer of precision engineered castings worldwide, with expertise in advanced grade alloys including Inconel, Duplex, Monel and Titanium. Using a vast array of alloys with exceptional resistance to cracking, pitting and stress corrosion, its products are suitable for service in conditions of intense abrasion or attrition and at the extremes of high and low temperature. Combined with manufacturing facilities that include a foundry, as well as heat treatment, welding, machining and full testing capabilities, the business is a complete service solution for a range of international customers.

Increases in Brafe’s forward order book have instilled a confidence to invest in the longer-term future, purchasing not only new machines but also an additional furnace to ensure the capacity and flexibility to meet the rise in demand. Maintaining a full range of manual machine tools alongside heavy-duty CNC machining centres, its machine shop is integrated with advanced computer-aided facilities.The core processes within its production are controlled by a computerised system that

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Brafe Engineering

gives complete control at all stages, tested against a series of general, process, melting and quality procedures and work instructions. Its ‘Magma’ computer simulation and flow analysis, combined with the depth of knowledge and experience of its engineering personnel, has enabled the company to optimise casting methods and work towards a dedicated ‘right first time’ approach.

Highly skilled engineers are able to decipher the optimal way of casting, dependant upon shape, size and material grade, and using CNC operated pattern-making equipment combined with the latest CAD/CAM software, designs are methodised to determine the most suitable method of manufacture.

The 3D CAD model, customer’s requirements and CAM systems are used to produce patterns and core boxes, wax tooling and prototype patterns, allowing castings to be produced without the need to manufacture tooling.This provides the opportunity to check a design before committing to the full cost of pattern equipment.These services have been successfully applied many times to the reverse engineering of obsolete parts and the manufacture of special one-off components.

From its specialised silicate sand foundry with induction melting furnaces, the business has the capacity to cast up to 2500kgs gross weight in over 250 advanced alloy grades. Along with the main casting process, it offers the patented ‘Repliwax’ casting option, incorporating a balance of both traditional sand and the latest ceramic casting technologies, which provides the option to cast near net shape production castings, reducing machining time and cost. Having a choice of processes and

techniques is a distinguishing factor that provides the flexibility to adapt to ever changing customer requirements. Offering a number of non-destructive and quality testing processes, its high standards are constantly maintained.

With a purpose-built NORSOK heat treatment

facility, approved and qualified to 1250°C, Brafe Engineering provides the ultimate environment to produce high quality castings. In continual production, Brafe Engineering looks to the future with confidence, taking all opportunities to further improve its production process.

Aerotech Inspection

Aerotech Inspection & NDT has provided for Brafe Engineering’s radiography inspection needs for many years. With two high energy Betatron systems (6MeV & 7.5MeV), along with comprehensive Gamma, X-ray and full NDT capabilities Aerotech is able to perform NDT on Brafe’s high density alloy castings to the highest standards.

Aerotech’s dedicated team work closely with Brafe and their clients to remain flexible and dynamic, always willing to overcome the continually changing demands of today’s manufacturing industry whilst providing confidence in NDT.

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Drallim

Stretching

out

Drallim prides itself on being an innovative and responsive manufacturer

Drallim Products: Specialist equipment Sites: UK Employees: 60 www.drallim.com

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S

ince its founding in 1958 by engineer Angus Millard, Drallim has worked tirelessly on the development of an ever-growing portfolio of products.

As a specialist equipment manufacturer, the organisation retains its reputation as a leading innovator in design and manufacturing solutions, providing engineering skills, manufactured equipment and custom built designs for the aerospace, industrial and utility markets.

“Encompassed within our business is a wealth of engineering knowledge ranging from mechanical and electrical to electronics and software. We are very much a niche manufacturing company,” says Dave Mooney, managing director.

The legendary rotary selector valve (RSV) on which the company was founded remains a product that continues to be demanded today, spearheading the contracts won through the Industrial Division including the recent manufacture of a complete suite of electro-

pneumatic control panels for a nuclear power station application. Despite being a small business, Drallim has received numerous awards, including Young Manufacturer of the Year, highlighting the drive behind its success.

“We change direction quite frequently so it is important that our employees are highly motivated, and winning awards for numerous aspects of the business opens an opportunity to celebrate our successes. We have got a wide ability in the company that stems from our founder, who left the company entrusted to the employees and it has been our ethos for many years that we wouldn’t survive as a British manufacturing company if we only made one product. It is long-term contracts and developing new products that has seen us through the recessionary periods of the past,” Dave explains.

The RSV – primarily used as a pneumatic valve - is manufactured alongside a range of

other specialist products allowing the Industrial Division to grow to a size where it comfortably responds to any manufacturing demand.

Currently undertaking a complex refurbishment project with National Grid, Drallim calls upon key suppliers such as Eldon, DRN and Chemographic to ensure quality within its production of custom manufactured items.

Maintaining strong relationships has always been at the heart of the division, and a skill that has seen it work with large clients including London Underground and Saudi Aramco. Leading advances in technology, Drallim has also been responsible for the development of the Drallim Anti-Condensation System (DACS), which eliminates wasted energy, thereby lowering operational cost, and has been sold to National Grid and other big users, to which Dave adds: “We have between 20 and 30 products and projects in consideration or at various stages at any one time. Constantly evolving our products and having good relationships with our customers is what has allowed us to develop an agile culture.”

Built on the brand name Cargo Aids, the Aerospace Division produces cargo handling equipment with a modern innovative approach to providing a quality solution, including the under slung cargo hooks for helicopters, which has been the bedrock for the business.

The division has expanded over the years to

incorporate many specialist restraints, from chain lashings to very high strength webbing restraints and specialist ground support equipment for a range of high integrity applications. Its customer base has grown to include British Airways, Rolls Royce, GE, the MoD and a number of nuclear power plants, and the business recently won an important contract to design and develop a cargo hook for a major US company. “It is a new generation of cargo hooks that we have developed inhouse, and we have also sold some variants of this around Europe, and as far away as Japan,” points out Dave, highlighting the company’s global interests.

“It is important to adapt to differing rules depending on where you’re supplying to around the world. Located in the UK, our global markets stretch as far as the US, India, and Japan, providing installation and commissioning services, for any of our products wherever required. We have over many years supplied products to industrial facilities all over the world,” he adds. Dedicated to providing leadingedge test, diagnostic and remote condition monitoring solutions to the power generation, transmission and distribution industry, Drallim also monitors oil field high voltage cables, recently designing a solution for a specific high voltage application for a client in Hong Kong.

Through its Utilities Division, the business also

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Drallim manufactures the compressor desiccator unit, a device for supplying dry air to pressurise telecommunication cables, working in the background, helping to provide a clear signal on copper cables and in waveguides.

“Over the past 12 months we have seen our economy take a sharp improvement from our point of view in terms of customers being more ready to commit to larger, longer term projects, with a significant increase in our orders, resulting in a full order book through to 2016,” points out Dave. With the aerospace sector continuing to grow Dave expresses his confidence and concerns about future opportunities: “We have seen the depression of investment in the energy industry, largely because of the political uncertainties about the future, but in contrast, we see nuclear as an area in which we would like to expand into but it is still uncertain about what the opportunities will be and when they are going to happen. On the more basic industrial side of the business there seems to be a growing trend of bringing things back to the UK, doing less abroad, and therefore optimistically, we are hoping for steady growth and hopefully some unexpected opportunities.”

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SPTS Technologies

Sophisticated

technology

SPTS Technologies is a leading supplier of etch, deposition and thermal equipment and process solutions

SPTS Technologies Ltd. Products: Etch, PVD, CVD and thermal wafer processing capital equipment Sites: Newport, South Wales Employees: 500 www.spts.com

E

ncompassing over 40 years of experience in developing and manufacturing wafer processing equipment, SPTS Technologies Limited (SPTS) brings together expertise from several companies including Watkins-Johnson, Trikon Technologies, STS, and Aviza Technology.

Although the roots of the company can be traced back as far as the 1960s the name SPTS first appeared during 2009 and continues to endure following its acquisition by Orbotech Ltd. last August. Orbotech is a NASDAQ listed company and has been at the cutting edge of the electronics industry supply chain, innovating technologies present in the manufacture of the world’s most sophisticated consumer products for over 30 years.

Today SPTS continues to design, manufacture, sell, and support etch, PVD, CVD and thermal

capital equipment, providing advanced wafer processing technologies and solutions for the microelectronics industry. End-market applications include micro-electromechanical systems (MEMS), advanced packaging, LED, highspeed radio frequency device integrated circuits (IC’s) and power semiconductors. As part of Orbotech, SPTS is able to build on its existing manufacturing strength and industry expertise to expand its reach to better serve its clients globally. Although the acquisition of SPTS by Orbotech was completed less than 12 months ago SPTS has made a significant impact on the group, delivering approximately a third of its total revenue during the first quarter of 2015.

Furthermore SPTS is dedicated to exploring the synergies between itself and Orbotech, while remaining focused on its own technology development and manufacturing processes

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SPTS Technologies

‘‘

Like any business we are looking for synergies to develop global opportunities and consolidation - not in terms of headcount but certainly for operational efficiencies and supply chain, which continue to be a big focus for us

Philtronics Limited Manufacturing Excellence.

Philtronics is a contract electronic manufacturer (CEM), offering outsource electronic manufacturing services (EMS) to customers demanding flexibility and a fast turnaround with a high level of product reliability. The company has become a strategic partner to SPTS over the past ten years and is their number one CEM supplier. Both companies have successfully collaborated on numerous continuous improvement projects. This strong partnership approach between customer and supplier has provided benefit to both organisations on delivering their required objectives, and demonstrates that close communication is key to success for all.

to ensure that it continues to remain at the forefront of an increasingly dynamic market.

“Like any business we are looking for synergies to develop global opportunities and consolidation - not in terms of headcount but certainly for operational efficiencies and supply chain, which continue to be a big focus for us,” explains Mike Hewlett, vice president of operations at SPTS Technologies. “SPTS is a technology company, and we are continuously investing in new wafer processing solutions and manufacturing techniques to make sure all

of the current and future requirements of our customers are met. To remain competitive in the rapidly evolving microelectronics manufacturing industry we have to be at the leading edge of development as new technologies emerge while being as responsive as possible with productionready solutions for our customers as they ramp to volume manufacture.”

Mike continued: “In fulfilling our customer requirements, one of our biggest strengths is in our lead-times. Our process modules and systems range from $1million to $4 million, so it is a significant investment for our customers.

At the same time, our customers also face high levels of demand from their end customers who are global brands like Samsung and Apple who are highly driven by consumer behaviour and ‘want it now’. This is a very fast moving industry and our lead-time genuinely gives us that competitive advantage to win the business.”

Supply chain management and relations are critical in ensuring short lead-times. To achieve its competitive lead-times SPTS has

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SPTS Technologies

Mike Hewlett vice president of operations

introduced increasingly efficient manufacturing processes that have allowed the company to greatly improve production ramp without compromising customer specifications or quality.

Presently SPTS enjoys material lead-times of around six weeks, which is achieved through co-operation with local suppliers. “Ideally our manufactured parts are delivered from within 100 miles of our facility, including machined

parts, looms and electrical parts,” Mike reveals.

“This allows us to not only support the local economy, but also to manage quality and engineering revision change, which in such a dynamic industry is rife.”

As the use and demand for electronics continue to increase so too has the need for delivering higher volumes of ICs at lower cost. SPTS has remained at the forefront of wafer processing solutions and this enables its customers to meet their challenging requirements by offering a range of wafer size handling systems. The integrated circuits and micro-electronic devices produced using SPTS equipment are found in every smartphone in the world and in other things that touch our lives every day, such as automobile airbags and domestic appliances.

“When I joined the company over 30 years ago, the wafers being managed at that time were 75mm in diameter,” Mike elaborates. “Today the typical wafers we manage are 300mm in diameter, so that means that you can get more

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SPTS Technologies

‘‘

We treat our customers extremely well and serve them as best as we can. We also do not simply just ship a unit and let it go into the field; we offer full support from installation through to qualification, and this is of great importance to any customer

devices onto one wafer. If you imagine a 300mm wafer, it is 12 inches of silicon moving through a machine at a very quick pace before being diced into the small ICs that you see inside mobile phones, tablets, etc, which are between 3mm to 4mm in size or smaller. This means that it is possible to fit hundreds or thousands of devices onto one wafer. The semiconductor industry is highly cost sensitive so any improvement in throughput and yield gives both us and our customer an additional advantage. Therefore process efficiency and wafer throughput are benefits we always work to improve and deliver to our customers.”

Commitment to customer satisfaction and customer success has also been instrumental in SPTS’s success. Mike concludes: “We treat our customers extremely well and serve them as best as we can. Customer loyalty is our top corporate objective and it has been key for repeat business. Presently about 70 per cent of our business is repeat business because we have very strong relationships with our customers.

We also do not simply just ship a unit and let it go into the field; we offer full support from installation through to qualification, and this is of great importance to any customer.”

The company’s combined efforts has enabled SPTS to win numerous awards, including the Queen’s Award for Enterprise in International Trade 2013, and was also named Welsh Government Anchor Company in January 2014.

More recent accolades include two awards at the Welsh Business Awards 2014 and EEF Future Manufacturing Awards Insider’s Made in Wales 2013 ‘Manufacturer of the Year’ Award and the ‘Green Manufacturer’ Award in 2014.

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Special Metals Wiggin Limited

Integrated for

success

With roots dating back to the mid 1800s with the formation of Henry Wiggin and Company Limited by Sir Henry Wiggin, Special Metals Wiggin Limited has earned a commanding reputation as a leading innovator and manufacturer of nickel-based superalloys

Special Metals Wiggin Limted Products: Special metals and alloys Sites: Hereford, UK Employees: 530 www.specialmetalswiggin.co.uk

W

ith over 100 years of experience in the nickel industry, Special Metals Wiggin has survived the challenges created by volatile market conditions and clients operating within a host of industry sectors encompassing aerospace, automotive, petrochemical power generation, thermal processing and heat treatment, chemical, marine engineering; and oil and gas extraction.

The company is presently part of the American manufacturer, Precision Castparts Corp. (PCC), which acquired Special Metals Wiggin in 2006. Following this milestone, the business has continued to provide solutions to difficult material problems through such time-tested products as its world-recognised INCONEL速, INCOLOY速, NIMONIC速,

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Special Metals Wiggin Limited

FUCHS Lubricant Group The FUCHS Lubricants Group has been a key supplier to the Special Metals Wiggin site in Hereford for over 20 years. Developing close working relationships with all of the teams, FUCHS has introduced new fluid technologies contributing to many successful cost down initiatives.

With two experienced technicians employed full time on site, FUCHS has also introduced its ‘Fluids Live’ service on site, an Intranet Web based, recording, tracking and reporting tool with integrated Key Performance Indicator Measurements to manage, monitor, and control the application and use of all lubricants and cutting fluids and services used on site. (www.fuchslubricants.com/fluids-live) New advances continue to be made in the machining and application of Nimonic alloys, the FUCHS Group will continue to work closely with Special Metals to ensure that their facility at Hereford is best in class, maintaining the relationship with FUCHS Lubricants UK and its technology at the forefront in the production of components utilising these alloys.

UDIMET®, MONEL® and NILO® alloys. From its Hereford base, Special Metals Wiggin represents a major European production facility in the Special Metals Corporation group of companies, which also includes facilities in Huntington, West Virginia and New Hartford, New York, as well as Perth, Australia. Using air and vacuum melting, vacuum arc and electroslag re-melting, powder metallurgy, forging, extrusion, hot and cold rolling, and cold drawing, the business makes a comprehensive range of nickel alloys in many standard wrought forms. These include ingot, billet and bar, extruded sections, pipe and tube,

and flat products (plate, sheet and foil).

The business was last profiled by Manufacturing Today Europe in 2008, during which time Special Metal Wiggin’s parent company had approved a scheme to build a new rod mill, which was manufactured in Sweden and commissioned in December 2008.

Complimenting its state-of-the-art rod mill, Special Metal Wiggin offers a unique low-cost melting, forging and extrusion process placing it in a strong position to compete on the global market.

Although demand has been impacted by

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the current low oil price, business, particularly long-term potential for the manufacturing of specialty alloys, remains strong. As such, Special Metals Wiggin has continued to invest in its manufacturing capabilities in line with what is perceives as current market trends, as director of sales Mike Simon elaborates: “Since 2008 we have built on the development made from a new rod mill and have continued to grow our core business utilising that investment while also currently investing in new capacity to make seamless tubing. This includes an investment in another Cold Pilgering machine to increase our capacity as well as ancillary equipment. As part of this investment we are also moving and improving the layout of all our finishing and final inspection operations for operational flow improvement. A further important decision that we have taken was to close down our strip mill where we used to make cold rolled strip. We exited that business in order to use the space

Newfield Automation Ltd. Established in 1989 with a proven track record of providing integrated control and mechanical handling systems we offer a single source for the client’s requirements, from consultancy to total turnkey projects.

Our long standing partnership approach with Special Metals Wiggin Ltd has allowed the continued delivery of a variety of mechanical handling and control system solutions that meets their requirements to provide improved machine operability, process and operator safety and overall plant reliability.

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Special Metals Wiggin Limited

in that we go right from melting through to finished seamless tubes. We melt the ingots, forge and extrude them on site and go on to finish the tubes themselves. This means that we are able to control quality and generally means that we have lower lead times than any of our competitors. We can also have more flexibility,” Mike reveals.

Considering the future of Special Metals Wiggin as well as the market in general, Mike concludes: “Over the next 12 months the business will focus on the market for seamless tube manufacturing, however, we are growing other products such as our capacity in the automotive sector. With the current downturn in oil and gas there has been an impact on all of the tube market, because it affects everything from steel through to nickel alloys. There is of course still capacity within the market, and it is very competitive at the moment. However, we believe that oil and gas will recover next year and as it does that demand will come back.”

to expand our tube production.”

Commenting on industry demand for special metals across the market he adds: “Although there is a current downturn in terms of the oil and gas industry, the long-term trend in this and other industries is for increasing use of highernickel alloys for corrosion and temperature resistance. Across the energy sector for example, we perceive mid to long-term potential in solar energy, new technologies for conventional fossil fuel power stations as well as some opportunity in nuclear power.”

Further to its continuing programme of development and investment, Special Metals Wiggin maintains its leading position by ensuring that it delivers the highest levels of quality. As such, all of its facilities are accredited to quality management system ISO 9001:2000 and in addition the testing laboratories are accredited by UKAS. Furthermore, approvals from individual customers include those from Airbus, ABB, Westinghouse, Fiat Avio, MTU GmbH, Rolls Royce, SNECMA, Statoil, and VdTÜV. The company also has EN/AS/ JISQ 9100 and PRI/Nadcap Approval for heat treatment, non-destructive testing and materials testing.

Its combined facilities and industry recognised accreditation, allows Special Metals Wiggin to operate as a fully integrated nickel alloy manufacturer, whereas many of its competitors operate across several sites. “One of the things that gives us a competitive edge is that we are unusual as a tube manufacturer

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norelem

Taking hold As norelem looks to expand its global footprint, Paul Mulvey, heading up the new UK operation, expresses his positivity for the company’s future

norelem Products: Manufacture and supply workholding and clamping solutions Sites: Seven + Employees: 600 www.norelem.co.uk

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ounded in 1958, German based company norelem has established itself as a leading player in Europe supplying workholding and clamping solutions to the industrial, automotive and aerospace industries.

The company is currently undergoing a major initiative to increase its global footprint. As part of this programme, the company has established a new facility in Mexico, as well as setting up a new commercial office in Brazil and as recently as January 2015, a new commercial and technical office in the UK. norelem currently has a portfolio offering of around 28,000 products, supplying everything from toggle latches through to fully designed workholding and clamping systems. With state-ofthe-art manufacturing facilities in Germany and France the company has the ability to manufacture many of its own products with cold-forming, milling, CNC technology and injection moulding systems, amongst others, in place. “This gives us an advantage over our competitors as we are able to drive costs and quality standards within the industries,” explains UK Head, Paul Mulvey.

One of the main strengths of norelem is the service it provides. “What makes us unique is the

fact that we are able to offer, not just a product, but also the service to sit down with a customer and look at a process or application within a production facility and work out how we can reduce cost, waste, scrap and increase efficiency.

This sets us apart from being just a parts supplier, we’re setting ourselves up to be something very high quality and very solutions led,” highlights Paul.

Testifying to this are a couple of ongoing projects the UK office is working on within the automotive industry. “On one of them the company has a seven per cent scrap rate at the moment because of the way they physically hold the products in the manufacturing process. We’re looking at implementing a system that will remove the scrap rate and save them around £15,000 a week,” outlines Paul. “Another company want to automate the way they operate and we’re looking at improving efficiencies so they can redeploy six of their personnel to other areas of the plant.”

Other strengths include the widely recognised Big Green Book catalogue, which Paul says: “Is critical to our selling strategy as it is available online and via an app, which allows technicians and engineers to view a component in 2D or 3D CAD and place it into their designs to make sure

it works.” The company is also in the process of improving its online presence by optimising its SEO campaign and increasing its presence on Facebook and Twitter. “We have seen some extensive growth throughout mainland Europe by utilising that strategy, and we wish to extend this into the UK,” adds Paul.

Having established the UK office in January 2015, the brand is very new to the UK market and Paul is keen to lay out the company’s strategy for growth in the country. “Specifically what we are looking for in the UK is to generate awareness of the norelem name because it’s very well known in Europe as the number one, but has a very minimal footprint here,” says Paul. One particular industry that represents a significant opportunity is the automotive industry. “The UK industry is having a massive renaissance from where it was 15 years ago, ultimately off the back of people like Jaguar Land Rover,” he continues. “Strategically we want to work with key distributors and also blue chip organisations at OEM, Tier 1 and Tier 2 levels. ” Another area the UK office is keen to continue from norelem’s European operation is the engagement with education and universities to stimulate innovation within the industry. Over the last ten years the portfolio for norelem has expanded from 10,000 to the 28,000 it holds

at present, and continued product development is ongoing. “We are constantly looking to work with engineering schools and universities,” Paul emphasises. “We are working with a number of colleges in Germany and looking to roll that out to the UK where we effectively sponsor a project and offer technical and product support. We are keen to link in with the engineers of tomorrow and we’re happy to invest in that to help people grow. Whilst at the moment in the UK we want to support some relative projects, in the future we would like to be able sponsor a number of students through university.”

The UK arm of norelem is in its infancy, but as

Paul is keen to express it has a lot of resources behind it as it looks to gain a firm foothold in the market, visiting a number of trade exhibitions and investing in advertising. “The opportunities are availing themselves already and they are quite substantial,” he says. “It’s a really exciting time for all of us. It’s a company that is prepared to invest time, money and effort to do things properly as it looks for global footprint against a backdrop of very high quality and competitively priced products.”

Ultimately, whilst the current strategy is to raise brand awareness in the UK, the company will look to expand and create a range of employment opportunities.

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Rotpunkt Küchen

Dedicated to

service

The provision of high quality kitchens from the family owned company Rotpunkt, Rabe & Meyer Küchen GmbH & Co KG, helps to turn peoples’ dreams into reality

Rotpunkt Küchen Products: Kitchen Design Sites: Germany Employees: 220 www.rotpunktkuechen.de

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stablished in 1930 by Heinrich Rabe and Wilhelm Meyer in Bünde-Ahle, the company began manufacturing cigar boxes, building upon the history that Bünde holds as the cigarmaking centre of Germany. Later branching into wooden toys and sewing boxes, the business eventually, following the Second World War, digressed and cemented its position within kitchen manufacturing, and since that time has not looked back. “With the latest manufacturing technology at our main factory/headquarters and at our subsidiary plants in Löhne and Preußisch Oldendorf, we continue the tradition of specialised manufacturing processes, producing an extensive product range with reliability of quality and logistics,” says Andreas Wagner, one of two, joint managing directors.

The colourful history of the business is of no surprise to others in the region, with 80

per cent of kitchen production in the area extending from a history of similar cigar and sewing box production lines. “We are a family business, which is very important, especially for the size of the company, and the short lines of communication ensure that any decision-making can be quickly implemented, deciding together with our sales department and business team.

One big advantage is that no long discussions regarding investments in fleet of vehicles, machines, new markets or other investments need take place,” points out Andreas.

“We don’t manufacture just set ranges of kitchens, instead build on commission/order, designing the kitchen to whatever the customer wants. Typical delivery can be achieved within four weeks after the order date, and 80 per cent of our kitchens are delivered in this time, whilst special surface patterns and finishes can take longer,” he adds. Producing design-

orientated kitchens, often comes at a premium to the end user, but by using Rotpunkt’s services, professional designs are achieved without paying the extra for the company brand. “We actually have a designer in the UK that worked with us for many years, designing kitchens for Rotpunkt Küchen,” says Andreas, highlighting the quality design.

Following a very successful period of trading, the company is in the process of making substantial investment into a 6000sqm hall, divided into two parts: pre-production section with a 4800sqm extension, and a main hall extension of between 1200 to 1500sqm. The 4800sqm extension of the warehouse and sawing technique area incorporates a classic surface layer with board cutter and a direct connection to edge bending machines for LOS 1 size production. With construction due to commence in the summer of 2015, Andreas

highlights how ongoing investment helps to shape the future: “For the production of our own kitchen fronts, we have invested in an edge bending machine using a new laser technique.

This new technique produces a seamless edge, with the laser melting the edge and welding the plate. This was one of the major investments we made last year at our plant in Preußisch Oldendorf.”

Automatic improvements are also scheduled to be made allowing for standard boards to be taken out of storage much faster than with conventional on-floor storage methods, greatly increasing the inventory turnover rate. “All sawing, edge cutting and drilling is order specific, and the extension in the assembly station will promote opportunities for lean manufacturing, instead of having a reserve warehouse further off the main production area. This will ensure work can be undertaken faster, more securely,

‘‘

We don’t manufacture just set ranges of kitchens, instead build on commission/order, designing the kitchen to whatever the customer wants

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Rotpunkt Küchen

REHAU

The process of laser welding edgeband materials has made its way into almost all areas of the furniture industry in recent years.

REHAU has been using suitable edgebands for laser welding edge band materials from the very start. The market leader for flexibly implementable polymer edgebands is now reorganising its range to provide the fabricator with an even quicker overview: RAUKANTEX laser edge has become RAUKANTEX pro, which can be used with all the latest zero-joint technologies. Also ROTPUNKT Küchen relies on the quality of the RAUKANTEX edgeband with the polymer functional layer that offers a precise colour match with the visible side of the edgeband and, when processed correctly, can be optimally melted on at all application stages, producing a narrow surface closure without visible joints.

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and with a higher rate of productivity. In comparison, the main warehouse extension does not have many technical extensions, acting mainly as a replenishment of storage,” explains Andreas.

By ensuring that customer service remains a priority, the business has successfully achieved the delivery of numerous complex kitchens, utilising a fleet of mobile designers throughout Europe. Focusing on its operations across the

Channel, Andreas adds: “We have been very successful in the UK, particularly with the exclusive agreements that we share with these designers. In our strategy to complete the service, we want to further build up studios that are exclusive stockists of our kitchens. It is very rare that we deliver directly to the customer.

The further development of our business in UK will see us becoming more prominent in the north of England, the Midlands and Ireland.”

Whilst the company continues to enjoy strong market growth in the UK, it is through the focus on service, and the motivated and experienced field workers that it continues to build upon valuable relationships. Concluding, Andreas explains: “Our partnership agreements are very important to our success, and providing the best value for them is equally as important, ensuring our stockists can achieve the highest level of profit, and this plays a huge role in encouraging and stabilising the friendship-like relationships. Over the next 12 months we are expecting a major sales growth, with our large construction project representing a major milestone for the company, and further investment of ten million to 12 million euros over the next three years will be a pioneering phase for the company.”

ESBE

Get invalved ESBE is committed to expanding its product range to further meet the needs of the customer

ESBE AB Products: Valves and actuators for waterbased heating and cooling systems Sites: One in Sweden Employees: 220 www.esbe.eu/gb/en

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ith more than 100 years of history in the benchmarking of new standards for valve and actuator capabilities in different systems, ESBE AB’s product range today is based on three core features: energy efficiency, enhanced comfort and improved safety. Used in systems for heating, cooling and tap water, ESBE’s products are present throughout Europe, where the company has developed a strong foothold thanks to its commitment to continuous development of its portfolio and ongoing modernisation and improvement of its facilities.

“ESBE was founded 1906 in the small Swedish village of Reftele, where headquarters and production remain today. Since the 1930s our focus has been on heating, an area that ESBE has achieved a leading position in valves and

actuators used in water-based heating and cooling systems in most of the large European markets,” begins Karsten Pillukeit, CEO of ESBE AB. “Today we employ more than 200 members of staff across Europe, with two thirds of our employees working in production, management and support functions in our headquarters; the remaining one third is employed in the European sales companies in Germany, Poland, France and Italy.

Although we have a global customer base, more than 90 per cent of our sales are concentrated in Europe.”

Majority owned by the Skogsfors family, with an 80 per cent stake, with the remaining 20 per cent owned by employee shareholders, the highly successful organisation currently boasts a 40 million euro turnover and a ten per cent increase in organic growth over the last ten years.

One reason behind ESBE’s strong foothold in

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ESBE Europe is its superior facilities, which have seen investments of approximately 35 million euros over the last five years. Using its own financial strength to make these improvements, the company has ensured it will continue to lead the way in valves and actuators.

“In order to stay competitive as a European based manufacturer of highly energy efficient solutions, continuous improvement must be a driving force. Due to our ability to develop and produce products from scratch, we have a considerable breadth and depth of production capability. Our investments included ongoing modernisation of the machine park, extension of process capabilities, capacity increase, product line extensions, improvement of work methods and assembly lines and the optimised utilisation of space.”

Karsten Pillukeit, CEO, ESBE AB

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So far these enhancements have proven fruitful for ESBE, with the innovative company winning the Red Dot Award: Product Design 2015 for its ESBE Superflow valve SLB130 and ESBE Circulation unit GRA111. Offering reliability, security and high quality standards, the SLB130 allows for easy adjustments to customer requirements in a wide range of applications.

Compact in size, the superflow valve has a flow value that is twice as high as conventional valves without compromising on controllability.

In addition, the integrated actuator features intelligent functions and can work as both a diverting valve as well as a mixing valve.

Meanwhile, ESBE’s circulation unit – GRA 111

was praised for its well-conceived functionality, easy handling and elegant look. The one size fits all product offers pre-assembled, tightness tested and heat-insulated assembly and boasts a unique technology that can reduce the risk of over dimensioning and lost authority. Moreover, the GRA 111 is controlled by an actuator, making it a perfect match for mixing operations with an external controller. Equipped with a high efficiency circulation pump and tailor-made insulation, customers can rest assures that ESBE provides the best possible circulation for both economy and environment.

Aware that new products offer a higher possibility of delivering better value sales throughout the supply chain, ESBE is committed to expanding its product range to further meet the needs of its customer base and thus maintain

its competitive edge in the market, as Karsten highlights: “In times when market growth is limited and competition becomes tougher, innovation is one important way to distinguish yourself from the rest of the crowd. Our depth and flexibility of production, combined with a geographically tight network of quality secured suppliers enables us to maintain the required high quality standards in delivery times and delivery precision.

Our customers appreciate the durability and functionality of our products, features that have been core elements of our brand. We are seen as an innovator in our field; customers consult us on market trends and ask for our support in using our products as integral components in new developments of their own.”

With some European markets such as the UK remaining strong, ESBE will focus on selective

markets over the next 12 months while remaining optimistic that the general economic situation across Europe will improve, as Karsten concludes: “It would seem 2014 was a difficult year for most sectors. Despite record low interest rates, there was a low investment mentality, which affected the HEVAC sector in the wake of falling energy prices. Being more than 90 per cent dependant on Europe, a more global view on market opportunities will be a natural path to follow for us over the coming years. On top of market opportunities, we are well on our way to being recognised as much more than a component producer, and the possibilities of valves, actuators and controls as systems integrators is becoming more widely acknowledged. These are our two key elements, which we need to mould in a broader strategic view.”

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WaldrichSiegen Werkzeugmaschinen

Complete precision WaldrichSiegen is a world leading supplier of heavy-duty machine tools

WaldrichSiegen Werkzeugmaschinen GmbH Products: Leading manufacturer of heavy-duty machine tools Employees: 1600 - Group www.waldrichsiegen.com

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ounded by Heinrich Adolf Waldrich in 1840, WaldrichSiegen Werkzeugmaschinen GmbH witnessed steady growth as it began producing pumps, exhausters for blast furnaces and belt pulleys. In 1897, Heinrich’s son designed and produced the first roll turning machines; an innovative milestone for the company that resulted in a commitment to continuous expansion of products and services that is still maintained today, as Dr. Stephan Witt, managing director at WaldrichSiegen, begins: “WaldrichSiegen is the leading manufacturer of heavy-duty machine tools in the fields of grinding, texturing, milling, vertical and horizontal turning. Customers all over the world focus on WaldrichSiegen in all areas that require precision and performance as decisive criteria in machining of sophisticated products. The

products are for example used for machining rolls and work pieces, heavy marine diesel engines, crankshafts and turbine rotors.

“WaldrichSiegen designs and produces machine tools tailor-made for the individual application. The machines do not only provide utmost precision and performance, but are carefully developed to ensure the perfect machine tool for the customers’ work piece is created. That comprises the development of the machining strategy including tool concept and the simulation of machining processes. The extensive consultation of the customer is the main characteristic of WaldrichSiegen.” With a strong customer base in place, WaldrichSiegen uses its long-term experience to manufacture machine tools that ensure optimum precision and efficiency.

In 2004 WaldrichSiegen was acquired by the

HerkulesGroup, a development that resulted in new innovations such as ProfiMill, the company’s portal milling machine series. On top of product development, becoming part of HerkulesGroup has enabled the company to profit from existing synergies within the group, as Stephan discusses: “The HerkulesGroup has sales and service units all over the world, for example in India, China and the USA. WaldrichSiegen customers profit from immediate service and local contact persons. In addition to that, the product portfolio of the companies in the group is complementary. Thus, the group offers a wide range of products to the customer. Together with our sister company, UnionChemnitz, we can supply our customers with boring mills and portal mills from one source – the customers profits from the vast know-how within the group.”

Celebrating its 175th anniversary in 2015, the global leader in large machine tools manufacture began its anniversary year with a milling technology seminar for customers in March. During this seminar, Stephan notes that WaldrichSiegen took the opportunity to discuss

the development of ProfiMill: “Eighty customers from all over Europe came to Burbach/North Rhine Westphalia, to learn about the latest innovations in milling technology. One part of the seminar consisted of lectures introducing the product portfolio and the milling machine series ProfiMill. The second half of the seminar was practically oriented. During live demonstrations on a ProfiMill, the guests could witness the wide scope of precise and efficient machining options.

Discussing with the WaldrichSiegen experts, they learned to optimally apply the ProfiMill technology in their own companies.”

By working consistently towards a maximum standardisation of all major machine components throughout the development of the ProfiMill concept, WaldrichSiegen has created the optimal solution for the economic machining of complex large work pieces. Available in either table or gantry design, all ProfiMill major

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WaldrichSiegen Werkzeugmaschinen

machine components are made of high quality cast iron and manufactured in-house to ensure optimum precision and quality. Keen to meet the evolving demands of its customers, Stephan notes that WaldrichSiegen has introduced two smaller machine types to the market: “This means WaldrichSiegen now also offers

Fuchs Umwelttechnik Produktions-und Vertriebs-GmbH Fuchs Umwelttechnik Produktions-und Vertriebs-GmbH, with its headquarters in Staig-Steinberg near Ulm, is the technological leader in the development and production of filter and extraction systems for trade and industry. Since its founding in 1984 by Dipl.-Ing. Harald Fuchs, the innovative company has offered its customers excellent solutions for the extraction and filtering of harmful emissions from the air in the production process. Since 1991 its exhaust and filtering devices have been used by WaldrichSiegen. Thanks for the many years of good and harmonious co-operation. .

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customers with smaller work pieces the opportunity to machine their work pieces with WaldrichSiegen technology. The new machines have all the well proven characteristics of the larger ProfiMill machines. They provide utmost precision, performance and efficiency.”

Moreover, through easy maintenance and

service, in addition to energy efficiency, the life cycle costs have been minimised and economic viability of the ProfiMill machines have seen a significant increase; these beneficial features are a core part of the dynamic firm’s commitment to delivering the best possible solutions. “The design of our machines is characterised as being maintenance and service friendly as well as highly energy efficient,” says Stephan. To maintain a competitive edge in technological innovation, sustainability and responsibility, WaldrichSiegen is part of the initiative ‘Blue competence’ by the VDMA, a German Engineering Federation that focuses on developing sustainable solutions for the economy, ecology and society.

Another notable product for the company is ProfiTurn V, which set new standards in the machine tool industry when it was introduced to the market in 2013. “The ProfiTurn V provides significantly more performance and precision than all other known machine concepts. It integrates different operations for the machining of complex, large work pieces with the highest precision and excels in obtaining high availability and energy efficiency. Workpieces with weights of up to 500t and diameters of 12,000 mm can be machined with the ProfiTurn V,” highlights Stephan.

Benefiting from 175 years of experience in manufacturing machine tools, the future looks positive for WaldrichSiegen and it continues to transfer well-proven solutions and technological expertise into the development of new machine concepts.

ZincOx Resources Sampling EAFD deliveries

Heavy

metal

Zinc Oide concentrate loading

Following ten years of research and development, ZincOX Resources Plc has developed an energy efficient solution to recovering zinc from electric arc furnace dust (EAFD)

ZincOx Resources Plc Products: Zinc metal and zinc oxide Sites: Worldwide Employees: 79 worldwide including contracted staff www.zincox.com

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ith a long term objective to operate a network of recycling plants in close proximity to each of the key steel recycling regions in the world, ZincOx has selected an existing iron making technology that has been optimised to ensure high level of zinc and iron recovery without generating any waste.

A technically, economically and environmentally superior solution to the issue of EAFD (a hazardous waste generated by the recycling of steel scrap) ZincOx’s game-changing process is currently in operation at its flagship recycling plant in Korea.

Discussing the background behind the company’s recycling strategy, Chief Executive Officer at ZincOx Andrew Woollett says: “The biggest use for zinc is in galvanizing steel, which protects it from rusting, when that object reaches the end of its life it is recycled for its steel. However, when it is remelted, zinc, which

is a relatively volatile element, boils off and is collected in special filters as a dust with other base metals before the furnace gasses are evacuated into the atmosphere. Known as EAFD, this dust contains approximately 25 per cent zinc, 35 per cent iron and 30 per cent oxygen; the rest is made up of relatively small amount of carbon magnesium, aluminum and silica, among other chemical compounds.

“We take this dust, which at 25 per cent zinc is a high-grade source, from the steel mill and provide a complete service in treating it; this includes the management and transportation of the dust to our central site. So far around 18 mills supply to us in Korea from eight different companies, including the biggest steel recyclers in Korea such as Hyundai and Dongkuk.”

The process starts when EAFD is brought to the site in sealed bulk carrier trucks and transferred pneumatically into silos from which it is blended and mixed with pulverized coal

Safety checks at Korean recycling plant

produce approximately 83,000 tpa of high grade zinc concentrate (HZO) and 79,000 tpa of a low quality intermediate iron (ZHBI); The high grade concentrate, at 64.5 per cent zinc, is suitable for sale to zinc smelters.

“Having dedicated years to the development of this game-changing process, our innovative technology has been built for the first time in Korea, approximately 12 kilometres from Pohang, a major steel area in the south east of the country. Our plant recovers the high quality zinc, which is then sold to Korea Zinc, the third largest zinc metal producer in the world, which is based only 60 kilometres away. Meanwhile, the low quality iron product, notwithstanding the initial enthusiasm shown by the Korean steel industry, has yet to make any sales contracts but we are running some tests and are hopeful that by the end of this exercise there will indeed be customers able to take this material,” says Andrew.

With record production from the KRP in

the first quarter of 2015, ZincOx has seen throughput at the plant increase by 17 per cent, with the amount of EAFD treated rising to 36,783 tonnes from 31,379 tonnes in the final quarter of 2014. The plant is currently operating at about 90 per cent of its target throughput per day, and is generating revenue and confidence for the company and its shareholders.

Exciting additional potential can be realised as a result of the exceptional quality of the zinc concentrate. “Our zinc intermediate concentrate is better than we could have possibly imagined before we built the plant. We have found a way to cheaply upgrade it to a zinc oxide chemical of industrial quality that doubles our revenue per tonne of zinc,” says Andrew. The additional processes for upgrading zinc concentrate and a melter means the EAFD is fully recycled on one site. ZincOx calls this its ‘Full Cycle’ approach.

“Unfortunately we cannot take advantage of this in Korea as the concentrate is contracted to Korea Zinc until 2027. Nevertheless, as we will roll this technology out across the globe we will be able to use the Full Cycle approach. It is our goal to develop a network of recycling plants over the next three to five years, particularly in the Far East, where a network and full synergy can be created between four or five different sites,” he concludes.

ZHBI (Iron product)

and a binding agent; the mixture is then turned into briquettes that are heated to harden the mixture and remove water. The hard briquettes are fed into the rotating annular hearth of the furnace before being evacuated after rotating approximately 320 degrees, a process that takes approximately 15 minutes. While there, the zinc and other volatile elements are removed as gasses, while the iron is reduced to metal that is mixed with other residual slag components before it is put through a hot briquetting process to form a hard stable iron product. The offgas is cooled to allow filtration for the recovery of zinc, lead and other oxides as a fine white dust that is stored in a silo before it is packaged in sealed bulk carrier trucks and sent to a zinc smelter.

Beginning production in Korea in April 2012, ZincOx’s first recycling plant (KRP) cost $112 million and has been fully financed by equity (55 per cent) and debt (45 per cent).

Once operating at full capacity it is anticipated to

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Deutz AG

Driving forward into the

future

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After more than 150 years of achievement, DEUTZ is now one of the world’s largest independent manufacturers of diesel engines

Deutz AG Products: Engine manufacturer Sites: Nine Employees: ca 3900 www.deutz.com

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ith a product range that extends from 25 to 520 kW and a strong expertise as system integrator, the company’s engines from 2.9 to 16.0 litre cubic capacity are suitable for a wide range of applications. DEUTZ provides worldwide sales channels and service network and its strong brand name is a synonym for leading technology and highquality products.

Christian Krupp, Senior VP Finance, Public and Investor Relations, explained that as DEUTZ originally set its focus on industrial diesel engines, the off-highway sector is its main business.

“Our strongest segments are mobile machinery (e.g. excavators, wheel loaders, telehandlers etc.), agricultural machinery (e.g. tractors) and stationary equipment (e.g. gen sets) as well as automotive and marine applications,” he said. “Our main clients are (among others): AGCO / Fendt, Terex, JLG and Same DeutzFahr. Furthermore, DEUTZ provides a wide variety of products and services around the engines designed to maximise performance.

From individual application engineering to smart engine retrofits, DEUTZ offers extensive support throughout the lifetime of the engine.”

As one might expect from a manufacturer of industrial engines, environmental considerations are of prime importance, and DEUTZ allocates considerable amounts of research and development resources to emission regulations and fuel efficiency. “Emission regulations are certainly one of the major challenges in our business,” Christian agreed. “After Stage IV was introduced in the European Union (EU) in 2014, we are now looking at Stage V, which is expected to apply to Europe from January 2019. This

challenge DEUTZ passed at a very early point in time. On the basis of the EU Commission’s Stage V proposals, published on 25 September 2014, DEUTZ AG’s diesel particulate filter equipped engines in the 2.9 to 7.8 litre cubic capacity range already meet the limits envisaged for 2019. The definitive regulation is expected at the beginning of 2016. In anticipation of the fourth emissions standard (EU Stage IV / US EPA Tier 4), DEUTZ had already re-designed substantial parts of its engine range from scratch and had implemented the latest exhaust after treatment technology. In conjunction with a sealed diesel particulate filter (DPF), these engines already conform to Stage V. This means that no expensive modifications to customer equipment are needed for them to meet the next emissions standard because engine dimensions and design remain the same.

“This head start in experience has resulted in a reliable technology and represents a unique selling proposition within the market. This will give DEUTZ customers long-term planning certainty. The relevant engines are identified by a special ‘Stage V ready’ logo, ensuring that clear

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Deutz AG

information is available to the market. Irrespective of emission levels, DEUTZ is systematically continuing to enhance the performance of its engines to secure its technological leadership. Fuel consumption and compactness are two especially strong assets of DEUTZ engines. Thanks to our Stage V ready exhaust after treatment, we are now able to give even more attention to specific customer needs and the best possible integration of the engines.”

Christian added: “This shows that in terms of technology, we remain at the leading edge of the market. It was additionally encouraging that our new products not only impressed our existing customers, but also attracted new customers for us across all regions and sectors.”

These customers are served by DEUTZ facilities across the world, including China through a joint venture. The company’s ability to offer optimal supply in all regions in the world is one of its major strengths, and it is also able to provide excellent service products around the engine, in an offer called ‘Engine Plus’. This includes DEUTZ providing customer-specific engineering support and application services to allow for optimum system integration of all hardware components and software functions to

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help customers integrate DEUTZ engines into target applications. “We see excellent potential growth in our service business,” Christian stated, before continuing: “Right now we have a very comprehensive product portfolio, which fits perfectly into a wide range of applications. This gives us an excellent position in the market. We see a bright opportunity in our state-of-the-art exhaust after treatment, particularly the DPF that is necessary to fulfil the Stage V standard. What is particularly relevant is that DEUTZ not only has the technology, but also years of important market experience. At the point of introduction of Stage V the company will have accumulated ten years of experience with DPFs in the field.”

Overall DEUTZ targets organic growth by developing environmentally friendly and efficient propulsion technologies, and going into the future, the organisation has a clear long-term vision.

“One important task is expanding the customer base, and tied into this is an ambition towards internationalisation, which means expanding our international production, development, procurement and logistic network,” concluded Christian. “Raising our efficiency and profitability will be the major goal we are pursuing over the next 12 months to stay competitive.”

MöllerTech UK

As one door

closes...

MöllerTech UK Ltd is part of the MöllerGroup, a family owned company, which has existed since 1730

MöllerTech UK Ltd Products: Interior parts for the automotive industry Sites: Wales Employees: 450 www.moellergroup.com

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ith the group headquarters located in Germany, MöllerTech UK has been based in Cwmfelinfach in South Wales since 1998. “We are a tier one supplier providing interior trim, centre console and rear trunk components and assemblies to the automotive sector,” says managing director Clayton Harding. Working with customers that include BMW, Honda and Toyota, the business records a comfortable turnover of approx. £35 million.

“In total we have approx. 2300 employees worldwide with a €300m turnover generated from six automotive plants (two based in Germany, two in the US, one in the UK and one in China), as well as two non-automotive plants alongside our HQ and technical centre also located in Germany.

Additionally we utilise a CAD centre in Romania,” highlights Clayton. Within the UK, the business has a diverse product range supplying all interior and exterior injection moulded parts with and without complex assembly, delivering by manifest or in JIT/JIS concepts.

“In the last two years we have been on a ‘Kaizen’ journey finding a way to provide the best possible condition for our members, working on creating a five star environment where our people are seen as our most valuable asset besides our customer. With a vision to implement a simple ‘one piece flow’ concept in the plant, we have had to challenge every process we have, and break it down to the simplest process condition with simple self-made solutions,” explains Clayton.

As a leading provider of parts to major manufacturers, the company’s understanding of innovation within the plant is no longer in the conventional sense, as Clayton continues: “Our aim for the future is to eliminate the highly complicated, over engineered solutions and replace them with simple machines and equipment that offer the best return on investment. In the past we were heavily influenced by high investment needs of complex ‘Poka-Yoke’ equipment that only took the responsibility of quality away from the member. We need to do this to be able to handle the market volatility; as we need to be profitable when the

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MöllerTech UK

Right: The Kaizen team Far right: Clayton Harding with the EEF award

market is up and profitable when it is down.”

“As we know from the figures, the market has been on a positive trend in the last 12 months, and we have successfully launched the new Mini platform, which has had extremely high volume.

Out of this situation we took advantage to prepare our future, setting very challenging targets through our Kaizen activities to work on every area of the business,” explains Clayton. Following the 2010 implementation of the strategy in two of the German plants, it was in February 2013 that the UK business launched its own Kaizen motion. “We have successfully created a culture of ‘action driven people”, he adds.

“We identified in 2012 that we needed to drastically improve our flexibility, material flow, quality performance and reduce the need for additional investment of a new assembly hall,” continues Clayton. “We have a stable customer base for the next few years and new potential coming forward. As a result, we are not looking at the future in a block strategy but breaking it down year by year to ensure we can adapt to the ever changing needs of the customer. We need to follow the market and we believe the strongest suppliers will be the ones that can react quickly to the market change and be flexible enough to handle the change in the shortest time frame,” he points out.

Recognising that a robust supply chain not only supports the goal of achieving good quality and delivery but also supports the company’s vision, Clayton highlights: “Suppliers no longer have a PPM

buffer and ultimately it is the supplier that pays the price for bad quality. It is for this reason that we have to ensure that not only are our internal processes capable of delivering the required expectation but we must also ensure our suppliers can achieve this. It’s all about ‘quality mind set’ in every aspect of the process including the cultural factors of people, process and part.”

In January 2015 MöllerTech UK was awarded the EEF regional award for business efficiency for South Wales and the West Country, and later awarded the National EEF Future manufacturing award for business efficiency for the whole of the

UK. “As the representative voice of manufacturing in the UK, the EEF award is recognition of what we have achieved through our MöllerTech approach and strategy and is due to the commitment, drive and tenacity of all our employees. We will continue to compress our processes to take the next step of innovation within the plant, focusing on doing things that we have already done better and making them simpler.

What we have achieved to date is only the start of our journey,” concludes Clayton.

KraussMaffei Group

KraussMaffei Group is a global leading supplier of machinery and systems for producing and processing plastics. Products and services cover the whole spectrum of injection and reaction moulding and extrusion technology, giving the company a unique position in the industry. The KraussMaffei Group is innovation powered, supplying its products, processes and services as standard or custom solutions, delivering sustained added value to its customer base. The company markets its offering under the KraussMaffei, KraussMaffei Berstorff and Netstal brands to customers in the automotive, packaging, medical, construction, electrical, electronics and home appliance industries.

KraussMaffei has been headquartered in Munich since 1838.

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Dams International

Part of the

furniture

Dams International is proud of its long-established history in the UK office furniture sector

Dams International Products: Manufacturer and wholesaler of office furniture Sites: Three sites in Merseyside, UK Employees: 250 www.dams.com

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family owned company based in Merseyside in the UK, Dams Furniture Ltd was established in 2009. However the Dams brand itself dates back to 1967, giving the business nearly five decades of experience in the office furniture market, which clients can draw upon when looking for the perfect solution.

As a result of this background in the industry, Dams has evolved into a truly one-stop-shop resource for all office furniture needs, whether that is desking, seating, storage, receptions, tables, screens or accessories. The company has also developed its product range, in order to also be able to meet the needs of clients looking for furniture solutions for café & bistros, home offices or student accommodation.

The jewels in the crown of 250 employee strong Dam’s operation are its facilities. Its

75,000s² ft manufacturing factory, 125,000² ft warehouse and distribution facility and 35,000² ft seating and upholstery factory are the focus of major ongoing investments that are designed to keep them up-to-date, as well as to enable Dams to bring back some of its previously outsourced operations to the UK. In fact, the upholstery department was launched as recently as 2013, after a significant investment in the most modern upholstery technology. This enables Dams to offer unlimited fabric choices and a growing range of designs, using fabrics from recognised brands such as Camira and Bradbury.

“The upholstery factory operates two manufacturing lines; one for batch production and one cellular production for the bespoke customer fabric orders,” confirms Chris Scott, managing director at Dams International.

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Dams International

“When we set up the new upholstery in early 2013, a key part of the investment was to underpin excellent quality. To ensure this on the range of operator chairs, we purchased a C-Gex drawstring machine, which is a patented product from France that removed the manual upholstery demand by automating the process.

The end result is a fast production process and the same quality finish every time.” On the back of this investment, the company has launched a five day fast-track made-to-order solution.

Meanwhile, the manufacturing side of the business, which takes melamine-faced chipboard (MFC) and turns it into quality office furniture through a number of key production processes, also features the latest cutting edge machinery.

This wooden panel production space covers over 75,000² ft and employs 130 staff producing over 50,000 panels per week making it one of the largest in the UK. Proud to deliver cost-effective optimum quality products to the market, Dams maintains its competitive edge through continuous investment in all areas of the business, as Chris notes: “Our key investments over the last 12 months include a biesse double-sided combination edge bander for the wood factory, bar code scanning in the factory, a new warehouse management system for the warehouse and additional vehicles to enhance

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transportation services. Over the next 12 months our focus will be on investing in the reconfiguration of a large proportion of warehouse racking and adding a CNC router with edge banding technology to the wood factory.”

In addition to a commitment to quality, Dams maintains its leading market position is by offering immediate dispatch on many of its product lines. This is achieved through its a modern warehouse and distribution centre, which features over 10,000 pallet locations and around 100,000 items in stock at any time. “The wholesale approach means we can supply direct from stock. On an average day we will process over 500 orders, with just over 50 per cent being delivered the following day,” says Chris.

In March 2015, Dams increased its stock holding by over 25 per cent to a massive £3.5 million in preparation for summer, and as part of this process it has been steadily integrating a new warehouse management system (WMS) into its 125,000sq ft warehouse in Merseyside. “The roll out of a new WMS in the distribution centre follows the implementation of the technology in the upholstery wood factory,” says Chris. “This development will allow for full visibility from order creation to order allocation as well as providing us with a full audit history in support of our quality control procedures.”

With £30 million turnover for the year ending 2014, and sales of £37 million anticipated for 2015, the future looks positive for Dams International as it continues to invest across all areas of the business to ensure ongoing growth.

“We are planning to continue our organic growth of office furniture as well as looking at some vertical markets. This strategy was kicked off in February 2015 with the acquisition of Morris Contract Furniture, which is involved in the manufacture and supply of hospitality furniture,” says Chris.

This acquisition included stock, online presence and its extensive catalogue of unique and innovative designs. Morris Contract Furniture will become a sub-brand of Dams

International and aligned to its existing business model, which means it will now only supply furniture through the reseller channel, including office dealers, interior designers, architects, fit out contractors and catering suppliers.

“Throughout 2015 we will be rolling the Morris Contract Furniture brand into accommodation, education, acoustics and corporate interiors as well as the existing hospitality market. Meanwhile, for the overall business, the next 24 months are planned out in relation to Cap Ex; we know where to invest and when to maintain the current growth plan,” concludes Chris.

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R. Stahl (P) Ltd

Futureproof By responding to the changing certification standards and testing norms, the Indian subsidiary of the German group R. STAHL is establishing itself as a leading , trendsetting manufacturer of the modern, explosion protection technology-based equipment.

R. Stahl (P) Ltd Products: Explosion-proof electrical equipment Sites: Main production locations: Germany, the Netherlands and Norway International sales companies include the US, Great Britain, China and India Employees in R. STAHL India: 400 www.rstahl.net

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t being currently 137 years old, with over 80 years of experience in the explosion protection technology industry and a global footprint, the Germany-based company R. STAHL has built a name that has become synonymous with explosion protection expertise.

Operating under ISO 9001:2008 certification for the QMS, ATEX and IEC Ex approvals for all its manufacturing facilities, the company manufactures world-class components for gas and dust explosive environments ranging from light fittings and junction boxes to control panels and signalling products, and above all, system solutions. In 2000 the company set up its Indian arm, R. STAHL (P) Ltd, which, backed up by comprehensive support from the parent company, has become a centre for manufacturing excellence for the group’s worldwide operations.

Managing director of R. STAHL in India, Joerg Fitzek outlines the company’s main industries and markets: “From India, we mainly cater to the market needs of the EMEA countries, as well as Asia and a small part of the Americas, mainly through other subsidiaries and distributors of R. STAHL. However, we do serve industries in India

as well, including the pharmaceutical, oil and gas, fertilisers and chemicals, off shore and marine, and OEMs.” Sixty per cent of the company’s revenue share comes from exports, whilst the remaining 40 is attributed to sales within India. However, Joerg suggests that business within India has been thwarted by a couple of issues that appear to be changing: “One major drawback of the Indian industry is its price sensitive nature and lack of awareness around the advantages of the globally accepted IEC Ex certification,” he says. “They are still dwelling in the era of the IS/IEC standards and local Indian certification, and therefore still source the equipment from the Indian manufacturers whose products may not necessarily meet the requirements laid down by the new standards.

Despite this there is a lot happening in India at the moment in terms of industrial growth, especially within the pharmaceutical, power, railway, infrastructure, shipping, mining and steel industries.

So this could improve the situation.”

The strengths of the business centre predominantly around the level of quality afforded to its products and services. “We have a complete

service backup team in place,” explains Joerg. “This assures a quick response to RFQ’s, competitive pricing and reasonable delivery time. We ensure that all our products undergo very stringent quality tests within the Indian facility, and we invite all decision makers from our customers to make a factory visit, so they have the confidence that they are sourcing from a reliable and trustworthy, longstanding manufacturer.”

In 2013, the company in India moved to a new site situated in a developed industrial area near Chennai, which includes a spacious, welldesigned manufacturing facility equipped with

state-of-the-art CNC machines, and the first Silicone foaming machine in India. This combined with new leadership under Joerg and a refocusing of the business attitude has enabled R. STAHL to streamline the business and create a much more productive environment. The site has also enabled the company to develop its research and development team with a new laboratory and associated utilities.

“After this move, we could now follow our company’s policy of lean manufacturing much more effectively, because of an improved production layout,” says Joerg. The improvements made have

Managing director of R. STAHL in India, Joerg Fitzek

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R. Stahl (P) Ltd

led R. STAHL to being the first manufacturer in India to produce in accordance with the latest amended IEC regulations. The shift also brought with it a renewed attention to personnel within the Indian business. Attributing it to part of the business’s current success Joerg notes: “We have an HR policy which promises good growth opportunities for our talented personnel around the globe, because of this our employees are perpetually on a learning curve.”

With a strong R&D department behind it, and an improved production line the company is able to demonstrate its ability to innovate and meet the demands of an ever-changing market, and this can be seen in its latest development in lighting. “LED lights by virtue of their self-generated thermal energy pose a challenge to the manufacturer particularly when the installation is in a hazardous area,” highlights Joerg. “Proper heat dissipation and management of the emitted thermal energy and electronics are key to succeeding in the design.

After several years of dedication from our R&D department, the experts in Germany have come up with a design that is proven to deliver a service life of up to 80,000 hours. The lighting is available for use in both zone 1 and 2 applications.”

As the company looks forward, R. STAHL has a positive outlook. “Projects in the oil and gas offshore and pharmaceutical sectors are shaping up well and we hope to clinch some major project orders in the coming months,” emphasises Joerg.

“In the coming year we foresee and are confident in achieving 40 per cent growth as we also develop our product offering further. Over the next five years we have a vision to grow by five times as more and more industries around the globe are switching over to IEC Ex certified products for their plants. We are already working on enhancing our capacity to keep pace with the growing needs of the market, as we also work to become one of the busiest manufacturing facilities in the R. STAHL organisation.”

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Baxi

A quality

installation

As a market leader in the UK boiler industry, Baxi places quality of product and service as paramount to its continued success

Baxi Products: Boiler manufacturer Employees: UK - approx 1500 employees www.baxi.co.uk

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ith a strong heritage dating back to 1866 when Richard Baxendale founded the company, Baxi has grown to become a global company supplying boilers to consumer and industrial markets. Employing around 6500 people worldwide, the company has manufacturing sites across Europe and sales offices across Europe, the Americas, Russia and China. Based in the UK, Baxi sits under the umbrella of Dutch based BDR Thermea, and operates three brands: Baxi, Potterton and Main Heating in the UK, with1500 employees spread across two manufacturing sites, customer contact centre, sales offices and training centres. At the heart of Baxi is its commitment to quality of product and service, and the core value is to make it easy for its customers throughout the supply chain. Continued focus on this value has earned the company an award winning reputation.

“We make sure that everything is of the

highest quality,” confirms managing director, Paul Hardy. “We spend a lot of time making sure that quality is at the forefront of everything that we do. We don’t just test our boiler within the factory; we also monitor all of our equipment out in the field. This means we have the lowest failure rate record in the industry.” This strength of product quality is reinforced in the operations and manufacturing process employed by Baxi.

“We don’t just assemble our boilers like our competition, we’re actually the only boiler manufacturer to still have a foundry,” highlights Paul. “So we manufacture heat exchangers, which are basically the engines within the boilers.

We also export heat exchangers to our sister companies in the Netherlands, Germany and Turkey.

“Manufacturing this way brings us both cost savings and quality benefits, as we are able to manufacture in large quantities to satisfy our sister companys’ demands throughout Europe, and it can drive efficiencies through the factory.”

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Baxi Preston factory

Crucible in the foundry

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Aside from this, black belt six sigma operatives and the employment of lean manufacturing support the Baxi production facility. “In this programme we examine all of our processes within the factory to ensure that quality is maintained throughout,” he continues.

Supporting the quality of product is the company’s quality of service. “We have a very strong customer service department called Baxi Customer Support,” explains Paul. “We have 250 engineers out on the road ensuring that all our customers get the best aftercare with our products. The customer is at the heart of everything we do. We do a lot of customer insight, so our marketing team will have extended programmes where we are constantly asking for feedback from our installers, our supply chain and, most importantly, from our customers.” By offering such a service the company works to meet the vision of its strap line: ‘We make it easy.’

Testifying to the company’s commitment to product and service is the wealth of awards Baxi has won and been nominated for in recent years.

Most notable amongst awards for customer service, green manufacturing and supply chain partnerships is the Queen’s award for Enterprise in Innovation, which the company won in 2012.

“We developed and manufactured the first domestic combined heat and power boiler that was available to the UK market,” outlines Paul. The awards not only give recognition to the company on a public stage, but also serve to realise the efforts it puts into ensuring high expectations are being met.

One significant pressure ever present on boiler manufacturers is the constant focus on energy legislation and this will come into another stage of fruition in September 2015, when the new ErP (Energy-related Products) Directive is implemented. “We’ve known about this legislation that’s been driven from Europe for the last three years, so as an organisation our R&D departments have been working non-stop to ensure that we understand the legislation and that its requirements are met,” explains Paul. “We’ve had to make changes to the products to make sure newly regulated

Baxi EcoBlue Heat Advance, external and internal views

components can be incorporated. As a result we have just been through one of our biggest field test processes ever to make sure that all the changes were right. This process then culminates in us launching our new range of ErP compliant boilers from the first of June.” Abiding by its commitment to service, this change in regulation has also prompted the company to train not only its own internal engineers, but also external installers through a number of regional training centres. “We have undergone a massive training programme to make sure that everyone understands the new regulations,” he adds.

The future is defined by both its own development and by playing a leading role within the industry as it moves forward. Paul sees the need to continue building the brand reputation within the market place, as well as looking ahead at an industry that is becoming increasingly aware of data. “There is a lot of emphasis at the moment on looking at connectivity in our boilers so that it is easier for consumers to manage their heating systems and gas consumption,” he says. Aside from this, Paul also explains the importance to increase communication with the Government: “As a market leader we try to help

the Government shape its future energy policies.

We engage with our local MP and other industry and Government organisations on a regular basis so they can understand and represent us in parliament and help the Government with their challenges in the future.”

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Spirotech-SRD

A complete Spirotech-SRD Group Ltd is a global leader in the design and manufacture of equipment and machinery for handling and processing materials

Spirotech – SRD Group Ltd Products: Machinery for handling and processing materials Sites: Two Employees: 70+ www.spirotechgroup.co.uk

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O

solution

riginally established in 1979 as a small workshop with a focus on producing screws and replacement flight segments for the agriculture and cement industry, Spirotech witnessed continuous growth throughout the 1980s as founders John Owen and Derek Wheldon noticed a gap in the market for the design and construction of bespoke conveying systems. Taking on a mortgage, the two founders erected a purpose built factory in St Neots; a move that proved highly fruitful as the market for bespoke conveying systems flourished and the company began to export its products across the globe to the food, chemical and pharmaceutical industries.

Renowned as one of the biggest and most respected suppliers to the bulk handling sector in the UK by the mid 1990s, Spirotech responded to further demand in the market by relocating

to a 40,000 square foot factory that enabled capacity for future growth. This success resulted in Spirotech being sold to the SRD Group in 2005; a development that introduced products such as silos, pressure vessels and screw conveyors to its scope of supply. Since the merger the level of investment in both organisations has grown to exceed ÂŁ3 million, which has enabled SpirotechSRD Group to remain at the forefront of its market activities on a global scale.

In 2013 the group diversified its services with a maintenance and spares division in York; a development that has allowed Spirotech-SRD to offer service plans for all equipment it produces, as well as spare parts on a 24/7 basis. This division currently includes six fully qualified engineers along with a designer engineer and estimator that are experienced in both mechanical and electrical systems. Proud to go the extra mile, the team goes above and beyond to source obsolete items

or find a suitable replacement and can travel globally to help set up and install bulk handling and conveying systems that are built at the head office near Peterborough, the UK. In addition, the engineers regularly carry out scheduled maintenance programmes that are designed to fit in with the client’s production schedules to ensure minimum disruption to their plant.

“When Spirotech-SRD Ltd started in 1979 it mainly made conveyors, however, over the years we have progressed into making screw conveyors and parts for conveyors for all industries, including ATEX rated machinery. We now also design and

build high quality pressure vessels, pressure piping and associated skid systems for the oil and gas, refrigeration, chemical and food industries,” begins Managing Director of Spirotech-SRD Ltd, David Gadsby.

Having supplied the agricultural industry for 25 years, the group has long-term experience in solving specific challenges as well as moving and storing bulk solids and liquid waste through its screw conveyors, tanks and bulk storage products and site services. Utilising this experience, Spirotech-SRD’s products for the food and beverage industry have been tried, tested and are

today trusted by leading market players; products constructed for this market segment include holding tanks, pressure vessels, pipework and conveyors. Other industries that benefit from the

Nord Drivesystems

Nord Drivesystems is a true global supplier of full-scale, comprehensive drive solutions and is proud to be a supplier to Spirotech SRD. Its portfolio ranges from standard drives to customised solutions for demanding application requirements together with energy-efficient or explosion-protected drives.

It has subsidiaries in 36 countries around the world and an extensive distribution and service network ensure minimal lead times and provide customer-oriented services wherever needed on short notice.

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Spirotech-SRD

group’s expertise and commitment to optimum quality and excellence include the highly stringent oil and gas industry, which requires complex and safety critical products and the chemical industry, which requires the latest advanced technology to ensure all products are corrosion and abrasion resistant. For clients requiring the best possible solutions, Spirotech-SRD is the number one choice.

Today the 70 employees at Spirotech-SRD work with major blue-chip customers such as Coca-Cola, Southwest Water and Scottish

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Water as well as smaller businesses to deliver its bespoke products for use in the most demanding commercial environments across the globe.

“We carry out the majority of all engineering requirements in-house, which offers clients the benefits of a one-stop-shop service. We are not reliant upon sub-contractors, which enables us to offer a quicker turnaround with no compromise on quality,” says David. “For our clients who need equipment made quickly, we have established the ‘Rapid Build’ programme, which allows us to offer

a design and build service; we have the capacity to nearly double our working time overnight thanks to how our manufacturing systems are set up.”

Operating under one roof, David notes that the ISO 9001 and ISO 14001 firm has invested heavily in new equipment over recent years, which has increased production and enhanced quality: “We are also currently progressing with a number of investment programmes that include strategic company takeovers.”

These developments have enabled SpirotechSRD to successfully complete projects such as the design and build of two 40,000 litre stainless steel pressure vessels, which took place under its new ‘Rapid Build’ programme. Working with a five week critical window, the company had each department focused on the projects demands within hours of receiving the order; from purchasing through to design, each area strived to successfully turn the project from a concept to reality.

Another major project for Spirotech-SRD came from a Middle East based blue-chip oil and gas firm, which placed a £5.5 million order for pressurised screw conveyors. Proving the company’s strong reputation for high quality design and manufacturing services to the bulk handling market, the contract consisted of 32 large conveyors that were required for operations in arduous conditions. With high temperatures and high pressures to consider, each conveyor was built to PD550 CAT II, with full third party inspection at Spirotech’s UK manufacturing base.

Although impressed with Spirotech’s technical expertise, the client needed to be sure SpirotechSRD could deliver. As the gap between funding manufacturing costs and receiving payment for the finished products would put a high level of pressure on working capital, the company worked closely with the UK Government, via Natwest, to secure funding and eliminate the possibility of delays. This contract and the steps taken to fund it have proven a useful exercise for Spirotech-SRD as it now has the knowledge, experience and contacts in place to handle projects of this scale.

Despite a deflated market in the UK currently and challenges in the overseas markets anticipated to continue into the second quarter of 2015, the future looks positive for Spirotech-SRD as it continues to deliver high quality solutions to its global customer base, as David concludes: “Throughout 2015 we are developing a cupped flight design for a screw conveyor, which will allow us to offer conveyors that can be vertical without running at an extremely high speed and thus cause potential damage to the product.

Moreover, we will be investing heavily in the service and maintenance section of the business while strategically searching for opportunities to diversify our market sectors.”

Diamond Box

Box

clever

A specialist in manufacturing corrugated packaging; Diamond Box is one of the fast growing cardboard manufacturers in the UK

Diamond Box Ltd Products: Corrugated packaging manufacturer Sites: One, UK Employees: 140 www.diamond-box.co.uk

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iamond Box is a specialist manufacturer of corrugated packaging – in fact, as the company website states: ‘If it’s made out of cardboard we’ll be your one-stop-shop.’ Founded in 2007 by husband and wife team Kavi and Rani Jundu, Diamond Box has grown and developed into a leading independent supplier of corrugated packaging, thanks to Kavi’s vision, combined with considerable experience in a family based corrugated manufacturing business. He saw an opportunity in the market for a high quality, independent manufacturer of cardboard packaging, particularly for the FMCG sector.

One of the founding principles of Diamond Box was a commitment to establishing strong and enduring relationships with key strategic partners both in custom and supply across the UK. These solid relationships with suppliers enable the business to source the very best quality raw materials. By closely monitoring both international and local markets, combined with customer needs Diamond Box is able to carefully manage the supply and demand cycle to ensure it is able to provide products of high quality with short lead times, at competitive rates, and with consistency and reliability. As Kavi adds: “Customers are the best consultants you can ever have. By listening to what they want from a supplier we have filled the

gap and considerably out grown the market since our inception.”

This strategy is backed up by a commitment to continually invest into the latest manufacturing technology to ensure that the products offered

by Diamond Box are made in the most efficient way and to the highest possible quality standard.

This ethos gives the company both market leading output and productivity, which in turn brings benefits to clients in terms of high quality products delivered on a very competitive pricing policy at shorter lead times.

Kavi’s approach to the business has been extremely successful, and the company has gone from strength to strength, now turning over in excess of £21m and holding the position of the largest independently owned cardboard box manufacturing business in the Midlands, and one of the largest single site sheet plants in the country.

The services on offer from Diamond Box include consultancy, design and manufacture. Its sales team has extensive experience assisting customers in developing solutions. From simple cartons to complex packaging, they can advise on the most economical solutions to meet exact specifications and quality requirements.

If clients also require design assistance, Diamond Box’s design service is there to produce high quality drawings. Its design process matches

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Diamond Box economy of materials, production, transport and storage with quality, strength and fitness for purpose. The team uses the latest in CAD software and sample-making technology - designers are available to liaise directly with clients, to ensure their ultimate needs are understood and translated into the end product.

Once the client is happy to proceed to manufacture, the order is sent to the factory floor of Diamond Box’s high tech facility. This is stocked with an extensive range of machinery, which enables it to offer a broad product offering, ranging from conventional 0201 cases to five colour SRP’s, to small and large format diecutting to complex multipoint cases with self seal tape.

The core machines within the factory are the Emba 170QS and Emba 245 QS, both extremely capable case makers. These state-of-the-art systems enable Diamond Box to produce quality products at high speeds, from the simplest brown box to complex retail-ready packaging. With a wide range of product sizes with up to four-colour printing and speeds of up to 26,400 cases per hour, the conversion plant can satisfy the most challenging of tasks.

In 2013 the production area was the recipient of the substantial investment, with the arrival of a five-colour Bobst High Quality Printer. This enabled Diamond Box to break into new markets, such as the high quality post-print market as well as the value added market.

A Latitude case maker was also commissioned during 2013. This delivered a 50 per cent increase in case making capacity, and this was essential to comfortably accommodate peak demand during the Christmas period. The new machines ensure that lead times are improved for customers as well as bringing a faster turnover for conventional work.

Commenting on the investment, Kavi noted: “We’ve always been highly invested, which has served us and our clients well over the last five years as we’ve grown from a £7 million start up, to today’s £21 million turnover business.”

Alongside the significant investments into its facilities, 2013 was a special year for Diamond Box, as the business’ achievements were acknowledged with several major business awards. These began with the Small to Medium Business of the Year Award at The Express and Star Business Awards 2013, which recognises innovative marketing techniques, first class customer service as well as having a committed workforce.

This was soon followed by two awards at the The Black Country Asian Business Association (BCABA) Awards on 21st June 2013. Diamond Box was crowned Business of the Year and CEO Kavi Jundu was awarded Business Person of the Year. He described it as: ‘An award for an individual that has contributed to the economic development of the Black Country.’

The awards kept coming, with Diamond Box also winning Business of the Year at the English Asian Business Awards 2013 in September the same year.

Business of the Year ‘recognises the enterprise that has come on leaps and bounds over the last year and thus unequivocally dominating its corner of the market.’ Diamond Box emerged victorious amongst four other businesses from across the English Asian community - Kavi commented at the time: “It is such a honour to add another award to Diamond Box’s growing collection, this award is extra special as the nomination process is anonymous and whoever nominated Diamond Box for the award could range from the general public to our own clients.”

It is clear that Diamond Box, under the experienced entrepreneurial eye of Kavi, has grown into a force to be reckoned with in the corrugated packaging market. By continuing to uphold his strategy and approach, the business will continue to be able to offer customers the highest quality products at the most competitive prices whilst ensuring a sustainable and profitable future.

Higgins Balers

When Diamond Box were recently experiencing reliability problems with their automatic baler – a vital part of their manufacturing process – Higgins Balers were called in. Using its group of experienced engineers Higgins Balers serviced and overhauled their press including the hydraulic and tying systems of the machine. By providing the personal and rapid response that they needed, Higgins Balers were able to ensure the recycling part of Diamond Box’s manufacturing continued smoothly.

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Faltec Europe

Innovation

station

Hi-Bond Tapes Ltd

Hi-Bond Tapes Ltd have been working with Faltec for the past 12 years supplying them with our foamed acrylic tapes in long length rolls for their automotive extrusions and diecut pieces for their blow moulded parts. We are a specialist technical tape company focused on high performance structural bonding acrylic foam tapes.

Our tapes are being used for a wide range of applications in the automotive industry - we supply product in rolls, spools and precision die-cut formats. The VST range give excellent high strength long term bonding of automotive engineering plastics and metal.

Mitre Plastics

Mitre Plastics, as a key supplier of injection moulded products, are continuing to develop their long association with Faltec Europe by extending the scope of the supply agreement to manufacture a new range of product: extrusion endcaps and associated assembly items for BMW Mini platforms.

A new manufacturing cell was sourced to meet the quality and production requirements for the variety and volume of product, offering a fully-automated, cost-effective solution providing strategic benefit for both companies.

Driven by a ‘passion for improvement’, car parts manufacturer Faltec Europe is focused on cost effectiveness, strong customer relationships and innovation to ensure foundations are strong for future growth

Faltec Europe Ltd Products: Automotive components/parts Sites: UK Employees: 450 www.faltec.co.uk

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ounded in 1989, Boldon based Faltec Europe Ltd, originally known as Hasimoto Ltd, has grown over the years to become a leading producer of high quality components/parts for the automotive industry. Changing its name to Faltec Europe Ltd in 2012 following an acquisition

by Faltec Group, the manufacturing firm consistently exceeds its customer’s expectations thanks to a dedicated team that strives to go above and beyond to offer an optimum service.

As part of the Kawasaki, Japan, headquartered Faltec Group, each of the subsidiary’s 450 employees in the UK work to the same mission of the group’s 2500 strong global workforce: to continually ‘challenge the norm’ while forming strong partnerships with customers through transparency, innovation and expertise.

Committed to achieving manufacturing strength and cost competitiveness for customers

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Faltec Europe

‘‘

To ensure optimum injection moulding, the company possesses 19 injection moulding machines; these range from 150 tonnes to 2000 tonnes, thus giving Faltec Europe the ability to manufacture a diverse range of products such as small fender moundlings to wheel arches or side sills

in areas such as North America, Europe, South East Asia and China, Faltec Group and its subsidiaries in Thailand, the US and China work closely with the R&D departments of its automanufacturer customers to ensure optimum satisfaction and continuous innovation. Making a daily effort to fulfill its mission statement of ‘Providing valuable, leading-edge products and services to help create a beautiful, prosperous automobile society’, the global business handles six major categories of products: plastic exteriors, moldings & painting, window sashes/ metal products, electrical/electronic components, textiles and chemicals.

Within the plastic exterior division the group supplies these parts for installation on automotive production lines; the majority of this business segment’s clients are auto manufacturers in both Japan and abroad. For metal production services, the company supplies metal sashes for doors on automobiles, roof rails and other components for installation options on automotive production lines. For plastic molding operations, dedicated molding facilities, with two paint lines are employed, the company also combines roll forming, extrusion, molding

and stamping technologies to provide moldings that are installed together with car doors and window glass.

Strongly supported by its Japanese parent company, the UK segment of Faltec Group focuses on painting, co-extrusion and extrusion and injection. For the former of these services the company has two fully functioning paint plants that are capable of processing exterior trim parts up to two metres in length; this includes components such as side sills and radiator grilles. For co-extrusion and extrusion services the company has six SUS + resin coextrusion machines, two SUS + resin extrusion machines, one 3D variable extrusion machine and one TPO extrusion machine. To ensure optimum injection moulding, the company possesses 19 injection moulding machines; these range from 150 tonnes to 2000 tonnes, thus giving Faltec Europe the ability to manufacture a diverse range of products such as small fender moundlings to wheel arches or side sills. These high quality products are supplied to customers including Honda and Nissan as well as other suppliers operating in the automotive industry.

Other machines in operation at Faltec Europe

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Faltec Europe

include over 25 stamping presses in the 3T-110T machine range, nine cold roll forming lines, six flocking machines and two dedicated milling machine cells.

Many of these cutting-edge machines were added to the highly productive factory over the last three years, however, Faltec Group is aware that making high quality products doesn’t only come as a result of state-of-theart technology and machinery. As such, the organisation also believes in meeting or indeed exceeding customer expectations in terms of quality, cost and delivery requirements through setting quality targets and objectives. In fact, the ISO TS16949:2009 and ISO9001:2008 certified firm strives for continuous improvements in regards to its systems, products, technology and customer service to enhance competitiveness on a global scale. On top of this, the group is wholly dedicated to encouraging each employee to become an integral contributor to company goals for growth and success.

Delving deeper into Faltec Europe’s ambition for further growth, the company’s strategy, available on its website, highlights the

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importance of providing a world-class service with regards to innovation, development, cost, quality and delivery. Moreover, the customerfocused company is dedicated to becoming an integral part of its client’s development, manufacture and supply strategies as well as becoming market leaders in areas such as innovation and cost in its chosen product range.

Additionally, Faltec Europe understands the importance of flexibility in a changing market and is thus committed to constant adaptation in line with the transitions of a global economy; a strategic decision that is key to meeting its customers evolving business requirements.

Following the last three years of investment of over £5m across the plant with future investment plans of a further £5m, Faltec Europe has become a fully established and well respected part of Faltec Group. However, there are further ambitious plans for the subsidiary as the Japanese manufacturing group has forecasted year-on-year growth, which is anticipated to come from diversifying from the traditional automotive market and expanding the UK factory’s workforce. To make this possible, Faltec Europe formed a long-term partnership with north East based manufacturing specialist MTrec Recruitment in December 2014 to find high quality critical engineering, commercial and operational positions.

In addition to supporting its UK factory, Faltec Group also announced the acquisition of Mitsubishi Cable Industries Ltd.’s (MCI) business for automobile and motorbike electronic and electric parts in February 2014. This strategic development has enabled the group to fuse MCI’s extensive on-vehicle communication and sensor technologies with its own on-vehicle camera technology; a technological merger that will result in a stronger position in the smart car market as the group progresses into the brand new intelligent transport system (ITS) field.

With the support of its financially strong parent company, Faltec Europe maintains a competitive edge thanks to its global presence, diverse product and technological range and its ability to support customer demands.

Indeed, by merging a variety of technological capabilities with a team of expert employees, Faltec Europe can deliver satisfaction to both customers and its shareholders. Despite these strengths, the company sees opportunities for growth in markets such as the yellow vehicle sector and has already begun liaising with blue chip organisations such as JCB, Caterpillar and Komatsu. On top of this, Faltec Europe also sees potential growth opportunities in the agricultural vehicle market and will progress with expansion plans into this new business area accordingly.

Svedbergs

Freshperspectives With a refreshed product offering and a focus on improving its manufacturing processes, Svedbergs looks to stay rooted in Sweden as it experiences renewed success

Svedbergs Products: Bathroom furniture Sites: Dalstorp, Sweden Employees: 150 www.svedbergs.se

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ounded in the 1920’s by Holger Svedberg, Svedbergs of Dalstorp, Sweden, started off manufacturing milk churns for household and farming customers throughout southwest Sweden. In 1962 Holger’s two sons, Sune and Stig, started manufacturing bathroom cabinets and since then the company has grown to build its product range and establish itself as a strong player in the Nordic markets.

“Since the sixties we have developed and increased the range and now our main products are furniture, showers, baths and towel heaters,” explains CEO Fredrik Björkman. “We also do mixers, WC’s and general accessories.”

Still based in Dalstorp, Svedbergs manufactures around 70 per cent of everything it sells with an employee base of 185, supported by sales offices in Norway, Finland and Denmark. Sweden remains the company’s largest market with over 75 per cent of revenue coming from domestic sales but retailers also represent Svedbergs across the Nordic countries, Russia, Baltic’s and the UK. “At present the Finnish market is very tough as it is still going through a recession and the market is weak,”

says Fredrik. “Norway is steady but positive, and Sweden is by far the strongest with a lot of new projects in the house-building sector going on.”

The new-build sector is one that poses a current challenge to the company as it has traditionally always focused on the consumer market for renovations.Yet as Fredrik highlights: “One of our goals is to penetrate this market more to expand the business.”

With such a long and successful history behind it, Svedbergs has built up a strong brand in Sweden. “This is the most important thing for us in the market,” expresses Fredrik. “The brand is what we bring to the market and connected to it are a number of promises – it is a mark of quality, Scandinavian design and functionality.”

Accompanying this branding is a strong focus on service: “It is important that it is easy to do business with us,” he adds. “It works really well for us that we sell through retail channels because our customers know their markets really well. Despite this, we still have to make sure we help them to sell Svedbergs products in a structured and easy way.”

Around two years ago, Svedbergs started to undergo a complete refresh of its product offering, subsequently resulting in 70 per cent of the range being changed. This started with the new Forma furniture range, which has now been followed by the launch of DK, Stil and SiD. “The changes

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Svedbergs Fredrik Björkman

we have made are to update our products and to develop them from the outside-in,” notes Fredrik. “We don’t try to follow current fashions too closely because it will be out of fashion very quickly, which isn’t ideal for a bathroom. So it is important to find the general design trends in the market. To do this we are collaborating with external designers who can help us in developing new product lines as this helps us to get the outside perspective on our products.

So we have had two Danish designers on board for DK and two Swedish for Stil.

We also recently updated our new Forsa shower door range.”

As well as working closely with designers, Fredrik is also keen to point out that Svedbergs looks to establish strong relationships with its suppliers. “We look to work with strong suppliers who will help us with solutions,” he emphasises. “For instance, we work with a company who provide LED lights for our different products and it’s important that we have someone to work with that has the

knowledge for these and is able to ensure that we have the best and right components. As well as this, some of our products have drawers, so we work closely with another supplier who is able develop and deliver high quality components for this.”

Looking to the future Fredrik has a very honest and tuned in outlook. “Currently, we have a lot of different production lines, which are a mixture of semi-automatic and manual processes,” he concludes. “As we move forward we are trying to focus on where we can automate more across the different lines. In some cases we’re going from one person producing one piece of furniture to more of an assembly line strategy, which has helped us improve our productivity. Automating the manufacturing process is going to be a major focus over the next couple of years as we look to increase production capacity and sales. It is difficult to say this, but it’s a fact that if we don’t continue to improve our productivity then it will be moved somewhere cheaper, and we want to prevent that.

It does mean however, that we have to take it very seriously and be open with our employees so that they fully understand what we want to achieve and we can work together to be successful.”

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Tec Systems

A strong

cell

Expert suppliers of bespoke laser equipment Tec Systems is expanding its portfolio with a standard range of high quality, cost-effective laser systems

Tec Systems Products: Automation and laser systems Sites: One Employees: 20 www.t-e-c-systems.com

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aking pride in the diversity and technical complexity of the projects it successfully undertakes, Tec Systems has developed a reputation as the UK’s leading supplier of bespoke laser systems since its inception in 2009. Business sectors that can take advantage of Tec Systems’ expertise include automotive, aerospace, electronics, plastics, food and pharmaceutical, as the company’s 20 strong employee base strives to provide cost-effective, high quality solutions to the most stringent and demanding of industries.

Able to offer a full service from design to automation production, Tec Systems focuses on both form and function whether it is creating small standalone cells or full turnkey systems. Key to the company’s competitive edge is its commitment to technological advancement and how quickly it integrates new technologies and engineering innovations into projects; using this knowledge and experience in market innovations, the company can provide customers with advice and stateof-the-art solutions whether they require lasers, robotics, servo systems, bespoke mechanisms or intelligent vision systems. In addition, Tec Systems also offers customers a full service and spares

package, which includes extended warranty, repair and test service, PLC software support and programme modifications, robot programming and support, spare parts manufacturing and training.

“Our main strength is our broad spectrum of knowledge, which means we can usually find a solution to most issues our customers have,” confirms Tony Jones, Managing Director of Tec Systems. “We are also highly diverse and have long-term experience in using lasers; although we have only been established since 2009, most of the key personnel within the company have been working together in the same industry for 30 years.

Bringing this expertise together has been very positive for us, market conditions have been very good, particularly in the automotive and aerospace sectors, and our turnover is in the region of £4 million per annum.”

Located on a 12,000 square foot site in Barrow Upon Soar, the Midlands based firm is fully prepared to meet the needs of its customers thanks to its cutting edge mechanical design facilities, electrical design facilities, software engineering and build facilities. Indeed, it is here that the company recently worked on a 20 kilowatt laser solution for The Manufacturing

Technology Centre (The MTC), a system that is at the forefront of assembly, fabrication and joining technologies.

Despite the major competition for the pioneering contract, Tec Systems won the high profile venture and went onto prove its manufacturing prowess with the creation of a laser cell that boasts a 20 kilowatt Ytterbium fibre laser with a four way beam switch, an active cell guarding structure, a six axis robot, two multi axis servo driven manipulators and a range of laser heads and optics to cover a wide range of applications. With these ground-breaking features, the cell is able to process complex 3D components up to 5000 kilogrammes and three metres in diameter; MTC can now also fully record and document projects thanks to data monitoring and capture capabilities that have been integrated into the system. Discussing this major project, Tony states: “The 20 kilowatt laser cell is being used for cutting edge research and development, which will result in new laser processes. It is the largest production laser in Europe and looks spectacular.”

By working with all of the major laser source and laser head/optics manufacturers, Tec Systems can provide a wholly custom-made solution

that complies with current legislation. On top of this, by using its expertise, the company can also integrate other equipment, including vision systems and mechanisms, for the automatic loading and unloading of the cell.

Although bespoke automated solutions are at the heart of Tec Systems’ operations, the company

has recently made the strategic decision to launch a range of standard laser cells for the processing of metals, plastics, fabrics, composites and ceramics/ glass. Known as the Hyperion range, these standard laser cells suit a wide range of production requirements and can also be configured to suit each customer’s specific requirements.

Leuze Electronic Ltd

Leuze works closely with TEC Systems on the selection of the most suitable light curtains to suit the application and ensure compliance with current safety standards for both manufacturing cells and individual machines. With its extensive technical and application related know how and a broad product portfolio Leuze is able to solve TEC’s challenges for safe guarding at point of operation and for area and access guarding with solutions that contribute to the increased efficiency of the system.

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Tec Systems

“This is a new venture for us as everything we have built traditionally has been one off specials to suit customer specific requirements. This new range of standard laser cells, which we have named the Hyperion range, is an important step for us as it means we can supply customers with systems

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for cutting, drilling, welding, cleaning, ablation and cladding. There are eight different cells to choose from, so instead of paying for a bespoke solution, customers can buy a standard cell that suits 90 per cent of their requirements; we can then modify the system to suit the little bits, which is far

more cost effective,” highlights Tony.

Within this range is the Tec-Hyperion-MG4CF, the latest standard flatbed laser cutting cell, which is suitable for the laser cutting of composite materials such as carbon fibre reinforced plastics (CFRP). Using a combination of galvo scanning and conventional high-speed CNC axes, the system can cut at high speed without de-lamination of the material. Having integrated a fibre laser into the base of the machine, Tec-Systems has created a cell that can cut with high quality and faster speeds in comparison to other solutions.

Another new product is the Hyperion MG6-CF, a flatbed cutting system for the cutting of metal sheets up to eight millimetres thick and sheet sizes up to two metres x one metre. Fitted with a three kilowatt fibre laser, this compact machine not only takes up minimum floor space, but is also a more convenient design solution thanks to its efficient wavelength coupling and steerable beam.

The most versitly machine in the range is the Tec-Hyperion-MaR-125-WFY, which is an eight axis laser welding cell with the ability to load and unload products whilst the cell is in operation. The cell is designed to provide the ultimate solution in flexibility and productivity. The combination of a six axis robot and the tilt and turn manipulator gives full eight axis movement allowing clients to process the most complex shapes and 3D geometries As new laser technology continues to enter the market, Tec Systems capitalises on these innovative developments with its strong, long-term knowledge of the industry. However, these rapid progressions also serve as a challenge for the company as it strives to stay ahead of the game by finding uses for these new innovations. “Knowing about these new technologies and finding out what they can be used for is a continual challenge for us. Nevertheless, it is exciting times ahead for us as we focus on the continual development of our standard range of cells, particularly for the automotive and aerospace sectors, and also maintain our number one spot for bespoke solutions. Although our standard range is in its early days the market attention is encouraging, which means we will certainly be adding more staff over the coming years,” Tony concludes.

Essentra

An essential

service

With a strategy of balanced, profitable growth - including a focus on investment in operational excellence - Essentra’s vision is to build a leading global provider of essential components and solutions through its four business units of Distribution, Health & Personal Care Packaging, Filter Products and Specialist Technologies

Essentra Products: Specialist plastic, fibre, foam and packaging components Sites: 70 Employees: 9000 www.essentra.com

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riginally operating as a manufacturer of filters in Jarrow as part of the Bunzl group in the late 1940s, Essentra has close to doubled its revenue since 2010 alone through a combination of organic growth and strategic acquisitions, producing and distributing millions of small but essential components around the world. For more than 60 years Essentra has focused on developing a strong international network, so that today the innovative and quality conscious firm counts a physical presence in 33 countries, with 69 manufacturing sites, 64 sales and distribution operations and five dedicated research and development centres.

“Our history as an independent organisation dates back to 2005 when Bunzl took the strategic decision to operate purely as a distributor, and spun off its manufacturing activities into a separately-listed plc. Today we span three geographies, Europe, the Americas and Asia, and are grouped into four business units, with a targeted range of categories which the company collectively serves with a diverse range of products and solutions; these include pharmaceutical, health and personal care, tobacco, household care, broad industrial and oil

and gas,” explains Essentra’s Corporate Affairs Director Joanna Speed.

To remain at the forefront of the markets in which it operates and to continue to drive growth, Essentra not only consistently invests in its existing manufacturing footprint but also actively seeks external opportunities for expansion. For example, in November 2014 the company announced an agreement to acquire Clondalkin Specialist Packaging Division for $455 million, a move that is consistent with Essentra’s Drive for 2020 strategy of complementing balanced, profitable organic growth with valueadding acquisitions. Indeed, the transaction transformed Essentra’s presence in the growing speciality secondary health and personal care packaging industry, taking the company from a strong European position to become the global number two player in a targeted market category.

Another significant recent investment took place in November 2014, with the official opening of a new 52,000 square foot site in Newport, Wales, as Group Operations Director Alan Richards states: “Following the acquisition of Contego Healthcare Packaging Ltd some 18 months previously, we had ended up with a labels facility in Liverpool and another in

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Essentra Avery Dennison

Innovation in label and packaging materials is a key part of what sets Avery Dennison apart. Its technical specialists collaborate closely with Essentra, using groundbreaking proprietary adhesives and added-value features to jointly create productive and high performance packaging solutions. As a global leader in labelling and packaging technology, Avery Dennison helps label converters meet a wide range of applications. These include everything from mainstream consumer goods through to highly sustainable laminates, specialist pharmaceutical segment materials, and security/anti-counterfeiting products.

Cardiff – neither of them having real scale, and therefore being sub-optimal in terms of our footprint - so we transferred the activities of these two smaller sites to a purpose-built, stateof-the-art facility in Newport. Here we have invested in the latest digital printing capability and produce labels for the food and healthcare sectors including extremely complex multi-layer products. We have also installed a cleanroom for the production of primary packaging foils for use in the healthcare industry, which is certified to the highest standards to ensure that the exacting industry requirements are met - if not exceeded.

Strategically located on the M4 corridor, this is an exciting development for us: a world-class facility, with capabilities that haven’t yet been fully realised and thus scope to support our future growth.”

Essentra’s Newport site is but one example of the investments in its footprint which the company has recently made, including such other strategic locations as India, Dubai, Indonesia, Singapore, the US and Japan.

The ever growing company also takes a forward-thinking approach to using innovative technology, as Alan discusses: “We are currently investing strongly in 3D printing in our Components business, but not for general plastic injection moulding; instead this equipment is used to create prototypes extremely rapidly for our customers who come to us with a new project. It allows us to convert their idea into something physical, get it approved and tooled up for large-scale production in a short amount of time.

“Meanwhile, in our Porous Technologies business, our R&D team constantly aims to push the boundaries in terms of developing innovative products to meet liquid and vapour-handling challenges across a diverse range of endmarkets, from ink release in writing instruments to the absorption of sophisticated wound care

products. We are also doing some significant work with the automotive industry to find new methods of water and diesel filtration in engines: in addition, we have commercialised a patented porous media which can be used to hold, transfer and deliver nicotine or other liquids in e-cigarettes. At the same time, our Pipe Protection Technologies facility in Houston is a market-leader in terms of developing innovative

new pipe and thread protection products for the oil and gas sector. In fact, certain products have now become industry standard, in terms of meeting the stringent regulatory guidelines in place in the US.” By paying close attention to market trends, Essentra’s objective is to gain a reputation with its global customers for its forward-thinking approach and ability to deliver timely solutions.

EnergyQuote JHA

EnergyQuote JHA is Essentra’s chosen energy and carbon consultancy. It assists energy managers globally with a range of solutions delivering robust risk and portfolio management, carbon emission reductions, forecasting, reporting and contract management. It delivers solutions to many of the FTSE 100, Euro top 50 and Fortune 500 companies, and has established itself as a major knowledge hub in the energy world with more than 1000 major users attending its conferences, workshops and seminars each year.

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Essentra

Key to this is the company’s organisational structure and market and category-focused business model, as Joanna highlights: “The organisational structure we have in place aims to maximise the growth opportunities available to Essentra not only today, but also tomorrow.

Specifically, our four strategic business units are tasked with identifying those issues or challenges which will likely impact our customers in terms of legislation, product development or even the direction that the consumer is going in. This in turn helps us anticipate what we as an organisation and a trusted supplier should be doing to support them in the trading environment in which they operate.”

One example of this is the work the company has recently been undertaking in China, which Alan believes will affect the rest of the world over the coming years: “Legislation is something we constantly review and try to respond to through innovation. In the defence against counterfeit products in the healthcare sector, China is ahead of most other countries, and is already making each and every single carton identifiable with a unique traceable number. We

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know that legislation in the industry will require uniquely identifiable packaging and are already creating solutions to meet this requirement. As a result, we can go to our customers now and discuss this development, which is something they appreciate.”

With revenue ahead 14 per cent at constant FX (like-for-like +9 per cent) to £866 million and a 19 per cent increase in the full year dividend to 18.3p per share, Essentra not only exceeded its Vision 2015 objectives in 2014, but also over the three years since the strategy was implemented.

This impressive growth stands the company in good stead for the next five-year ‘Drive for 2020’ strategy it outlined in November 2014, as Joanna concludes: “We are a bigger organisation than we were four years ago, so the next five years is really an evolution of our balanced, profitable growth model, to ensure we focus our efforts and resources on those activities which genuinely make a difference to a growing organisation and develop global leading platforms in sizeable end-markets. In this way, we aim to continue to deliver value to our customers and shareholders alike.”

Porvair Filtration Group Axis machine

Award-winning

growth

Porvair Filtration Group (PFG) is an international leader in the development and supply of high performance, innovative materials and solutions for applications in filtration and separation

Porvair Filtration Group Products: Filtration and separation products, systems and materials Sites: Five globally Employees: 400 www.porvairfiltration.com

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s Tom Liddell, Managing Director explained, PFG is a wholly owned subsidiary of Porvair plc, and its main market sectors are aerospace, energy, life science and industrial process. He gave some more details about how the Group grew into its current market leading position: “The business began with the integration of a number of small acquisitions in the UK, whose histories go back over 30 years.

We also expanded organically and as a company our growth has been achieved for the most part by gaining market share, as opposed to riding growth in our target markets.

“Although we have grown organically in most of our segments, we did have particular increases in demand for our products in the US market, and we have made several strategic acquisitions in the States as part of a clear strategy to grow our footprint in this territory and invest in local manufacturing capacity to service the American market. Today the company manufactures

products in three factories in the UK and two in the US, plus we have a variety of direct and indirect sales channels that allow us to penetrate our increasingly global markets.

“PFG see large potential for sustainable growth in the US market, building on successful demonstration of our technology in similar applications in the UK and Europe. Over the past three years, we have seen organic growth of at least 20 per cent per year. Whilst the business has invested heavily in increased capability in our US factories, the sales success has also increased demand for our products made in the UK. “Furthermore, in addition to growth in the US, we have recently had significant successes in selling our products and technology to the energy sector in Asia. This has increased our cultural experience and built numerous valuable relationships in this geographic territory. In order to secure follow-on business and exploit new opportunities, it is clear that Porvair will need a greater presence in this region. Expanding into

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Porvair Filtration Group

‘‘

Our aim is to recruit excellent people and invest in excellent technology, and I think this last point is illustrated by our recent success in selling filtration systems to the market for coal gasification in Asia

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this territory alongside continuing to develop our business in the US and Europe will be a key part of our three to five year strategy.”

It is apparent that PFG’s approach has been very successful, as it has achieved 25 per cent growth year on year for the last three years – Tom agreed that by merging the skills of smaller businesses the Group has seen big benefits: “Each of our small acquisitions has bought new capabilities to the business that have gained further momentum when considered as part of a larger organisation. Our strategy has been consistent over the medium term and this helps all staff and the market understand our direction and where our strengths are.”

He added: “Our aim is to recruit excellent people and invest in excellent technology, and I think this last point is illustrated by our recent success in selling filtration systems to the market for coal gasification in Asia. This is a challenging application where there are few competitors with comparable experience or technology.

Our growth has been testament to a strategy to invest in technical products; those where the customer’s perception of value is primarily about product performance, not product cost.”

Tom continued with an illustration of this philosophy in action: “A good example is our

investment into our porous plastic materials. By working closely with our customers, PFG have developed technology to allow active sorbent materials to be captured within the structure of our materials. This adds significant advantages to manufacturers of solid phase extraction devices in terms of the reliability of the results.

In this market, such advantages far outweigh any considerations of material cost.”

In order to be able to create groundbreaking products such as these, as well as others including liquid filters, scientific instruments, air gas vent filtration items and life science sample preparation kits, PFG has to operate from state-of-the-art facilities. Indeed the Group’s global strategy is to focus each of its modern factories on a different sector of the market.

“This way, the needs of the particular market are represented in the capability and efficiency of the operation,” explained Tom. “The Aerospace market, for example, has a very different set of demands (with associated costs) to the industrial process market. For a variety of reasons, achieving the perfect alignment of operational capability with market segmentation, whilst maintaining operating efficiency, is not always possible. However, it is a guiding principle for us.”

Left: Posco gas production Below: BioVyon lab process Top right: Sasol TEF Bottom right: Cleanroom

PFG is also very keen to maintain optimum levels of production, and to this end, recently opened a new £3.5 million facility in the UK, which involved the relocation of a number of operations into one site. “The new factory in New Milton, Hampshire, has allowed us to consolidate all of our non-US industrial process business within one site,” noted Tom. “This did not happen without significant disruption and cost, but it will improve our efficiency, by bringing operations closer together and improve our sales and customer service by gathering all industrial process customer needs under one roof. We are confident the business will emerge stronger, and with additional capacity for growth.”

It is thanks to investments like these that PFG has experienced such admirable success, and this was recognised in April 2015, when the company was honoured with the Queens Award for Enterprise in International Trade. “Winning the Queen’s award is a great privilege for the business and is a tribute to the hard work of our staff in the UK and US,” Tom emphasised, before explaining why the company had won the Award: “We had seen an increase of 140 per cent in export sales from the Group’s UK operations, and this mostly came from growth in two areas; coal gasification and sales to North America.

“Porvair has been successful in winning and delivering filtration equipment to a number of new gasification plants, including the largest in the world at Jamnagar, India, to be operated

by Reliance Industries Limited. These plants are typically high temperature with highly corrosive process gas and high solids loading, such that the demands on the filtration equipment are exceptional. We anticipate further success in this market and will continue to manufacture the core technology in the UK, where our staff have gained significant experience over many years.”

Nevertheless, this scale of development over a short period of time does raise challenges, and PFG is very aware that growth means rapid change, which has to be carefully managed: “This includes change to business structure, resourcing, capability, business processes and to culture,” said Tom. “Increasing capacity and capability for sustainable demand, whilst managing delivery of exceptional projects is a key challenge for us at the moment. Central to that is managing the demands we put on our employees to ensure

that our shared success does not become overburdensome. Stretching ourselves too thinly could risk damage to our long-term, sustainable business. Managing our investment opportunities is also key for us. Exceptional projects are rewarding, but their benefit in the medium-term is based on sound investments that support our strategy. PFG is working hard to ensure that this period of growth leaves us stronger and with capacity to scale in the years to come.”

It is clear that Tom and the team at PFG are in no way complacent following the company’s award win, and with continued growth, increased market share and new product development all on the agenda going forward, the future looks bright for this ambitious firm. “2015 is a year for consolidation in PFG,” concluded Tom. We have a strong order book and significant projects to deliver, as well as an upgrade of our facilities and integration of new business in America.

The challenge will be to maintain control of these projects whilst building a firm platform for further growth in 2016.”

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I

HVAC HEPA Filtration

Figure 1: Nuclear power facility

Metal Fiber Media for HEPA Filter

By Aurélie Goux, Bekaert

T

he first HEPA filter was designed for a high demanding nuclear military application – the Manhattan Project.

Subsequently, HEPA filters have been introduced in various high-tech industries, such as aerospace, pharmaceutical processing, hospitals, health care, nuclear fuels, nuclear power, and electronic micro circuitry (semicon) to satisfy the increased stringent demands for air quality. In the nuclear sector, HEPA filters are used in most of the facilities worldwide (Figure 1). Firstly it enables the protection of the health and safety of the plant personnel and public. It also avoids the high cost of decontamination and possible shutdown of a facility due to an accidental airborne release of radioactive material. Following the Fukushima accident in 2011, a more profound focus led to the development and installation of more durable and improved filtration solutions. Safety measures like the retrofitting of filtered containment venting systems (FVCS) to quite a number of reactors were taken.

What is a HEPA filter?

High efficiency particulate air (HEPA) is a type of air filter, which meets a certain stringent standard of efficiency. According to the American Department of Energy a HEPA filter can remove at least 99.97% of a mono dispersed dioctyl phthalate (DOP) aerosol of 0.3µ. The European Norm EN 1822:2009 defines classes of HEPA filters based on their efficiency at the most penetrating particle size (MPPS). The relatively larger and smaller particles are generally easier to separate from the gas flow. HEPA filters are usually made of a structure of randomly arranged fibers. Three specific particle capture mechanisms are involved in HEPA filtration:

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• Diffusion = action of Brownian motion.

It applies to small particles in combination with fine fibers and low velocities and it is independent of the particle density.

• Interception = particles travel along streamlines and are caught because of their size. The ratio of particle to fiber size is important.

• Inertial impaction = particles deviate from the streamlines due to the inertia and impact on the fibers. It applies to large particles, high density, high velocity and small fibers.

The filter performances of a certain structure are influenced by the following parameters: • Characteristics of the filter media itself (porosity, thickness and fiber diameter) • Aerosol to be filtered (particle size distribution, nature (solid or liquid)) • Testing conditions (face velocity, temperature, chemical composition of the gas)

Drawbacks of traditional HEPA The most often used HEPA filters, which are made of glass fibers, have a large number of drawbacks. Typical high efficiency gas filters, including those based on glass fiber, are mechanically weak, fragile and hold a binder. Therefore they may be structurally damaged when subjected to high fluctuations in load, high airflow, high temperature, high humidity and heavy dust loads or combinations of these factors. Other important drawbacks are that they deteriorate from moisture condensation, they do not withstand cleaning by means of back pulsing and they do not withstand high-pressure drops. When spent they need to be disposed,

Figure 2: Bekipor® multi-layered structures

which is a hazardous and costly process. For various applications the filters hould operate at high temperatures and have high strength. The filters should have high efficiency at high flow rates. The filter design should also be as compact as possible to minimise the impact on the overall system design.

Sintered metal fiber media Bekipor® (sintered) metal fiber media are widely used in liquid and gas filtration for various industries such as polymer production, chemical processes, power generation or oil filtration. Filters made out of Bekipor® metal fiber media are cost effective, as they will lead to minimal downtime and maintenance. Bekipor® metal fiber media has the advantage of high corrosion and temperature resistance, high heat dissipation and mechanical resistance. All of the characteristics are highly beneficial in many applications.The multi-layered structure of the media provides superior filtration efficiency, high contaminant (dirt) holding capacity and low pressure drop, which increases the on stream lifetime of the filter element. Unlike alternative materials with binder, fiber migration is not an issue as the fibers are physically bonded together. Moreover, the filter elements can be easily cleaned off-line to be reused. Werner Bergman1 described in 1996 an alternative metallic solution to replace glass fiber HEPA filters for the nuclear industry to solve the previously mentioned drawbacks of glass fiber based media.However improvements to decrease the weight of media as well as increase the permeability were needed. Bekaert took up this task for improvements and designed a specific sintered metal fiber media (Figure 2) for high demanding applications: Bekipor® HA. It is about ten times more permeable than any other metallic HEPA solutions. This specific metal fiber media results in a thinner, lighter and more permeable media able to reach high efficiencies at 3cm/s (corresponding face velocity at which the HEPA media are validated foruse in the nuclear industry). Even more, the efficiency of Bekipor® HA media remains high even at increased face velocities (6cm/s). This enables operating the filter system at double flow rate or to decrease the needed filter surface by half. The Bekipor® HA media – for which a patent application is pending – combines high porosity and permeability with very fine fibers enabling high efficiency filtration at low-pressure drop at the level of the finest sub-micron particles. Featuring a high mechanical strength, thermal stability and chemical resistance, Bekipor® HA is the recommended medium for HEPA applications such as nuclear safety filters or ventilation systems and technical gas purification for the semiconductor industry. Unlike alternative materials, Bekipor® HA medium can be pleated, enabling the reduction of size of the entire system. It is on-line cleanable via back pulsing. Bekipor® HA can provide an all welded metal solution with a longer service lifetime in comparison with glass fiber based filters.

Bekaert & Porvair Filtration Group: “Better together” By pursuing a close cooperation with Porvair Filtration Group, Bekaert has developed metal fiber based media solutions that greatly benefit Porvair and their end-customers.

Working in partnership with Bekaert, advanced materials have been developed for superior filtration performance leading to optimum customer solutions.

The close alignment of our company’s strategies and values has created a strengthened relationship over the past decades.

Bekaert’s Global Product Market Manager, Seppe Geerinck said: “Because of our joint capabilities and experience, both Porvair and Bekaert can be considered as the largest providers of custom-made metal fiber based solutions.”

That’s what we call “Better Together.”

For more information contact: NV Bekaert SA Tel: +32 56 76 65 08 • Email: Aurelie.Goux@bekaert.com Website: www.bekaert.com 1. Werner Bergman, report “Requirements for a Cleanable Steel HEPA Filter Derived From a Systems Analysis” (1996) to the International Atomic Energy Agency.

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FANUC UK

The future of

manufacturing

Part of the global FANUC organisation, FANUC UK provides groundbreaking industrial automation and robotic solutions

FANUC UK Products: Factory automation and industrial robots Sites: Three Employees: 100+ www.fanuc.eu

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he FANUC UK facility provides a single customer support portal for its three core businesses and from this location it continually pushes back the boundaries of innovation in its supply of CNC controllers, lasers, robots, machining centres, EDM and injection moulding machines and fully integrated factory automation systems.

In order to ensure it is able to provide the best possible service and accommodate its future growth strategy, the business will move its UK headquarters to a new ultra-modern facility in 2016. Four times the size of the current premises, the new site will have the ability to expand the FANUC UK workforce by 25 per cent of its original capacity.

As Chris Sumner, managing director of FANUC UK noted, this is a significant milestone for the company as it continues to grow and invest in the engineers of tomorrow. “The new facility will enable us to expand our workforce, provide an excellent working environment with access to the state-of-the-art facilities, and improve services to our customers,” he said.

Indeed, this dedication to the creation of a new generation of engineers is a cause very close to FANUC UK’s heart and in July 2015 the company is showcasing its Training Academy at the Manufacturing and Engineering North East 2015 exhibition (stand B33.) The FANUC Academy provides its customers with the ability to optimise the effectiveness of automation and

Left: The CR-35iA collaborative robot

robotics within their business, by offering the ability to train customer employees at any level, in real-life production environments, teaching the importance of multiple machines and fully automated solutions. Training courses are most commonly held at dedicated FANUC training academies across the globe, or on-site at the customers’ request.

Alongside its Academy stand, as one of the headline sponsors of the event, FANUC UK is also using North East Manufacturing and Engineering as a platform from which to showcase the world’s largest range of robotics and automation products. On FANUC’s B1 stand, a range of products will be on show, including live demonstrations of the D21LiA5 ROBODRILL and the new ROBOCUT C400iA machine.

Robots are also being demonstrated – including the LRMate 200iD - one of FANUC lightest loading and unloading robots in its class, and the M1-iA, a lightweight and compact robot designed for small part handling.

The event promises to be an ideal way for visitors to gain an understanding of what FANUC has to offer in the way of products and services,

as well as a glimpse into its total dedication to innovation and continual product release.

A perfect example of this ethos is the development and launch of the world’s first heavy lifting collaborative robot (the CR-35iA).

Previously the idea of a ‘collaborative robot’ may have been considered science fiction. However, the FANUC CR-35iA is able to work hand-in-

Above: Chris Sumner, magaging director, FANUC

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FANUC UK

The world’s strongest robot, the M-2000iA/1700L

hand with human employees, thanks to the use of intelligent sensors which automatically stop the robot if it touches a human operator.

This removes the need for external safety devices such as metal fences, a previous requirement for all industrial robots. As Chris highlighted: “Collaborative robot technology opens up a new era for manufacturing in which humans and robots will work even more closely on tasks; increasing productivity and efficiencies across the plant floor.”

The use of intelligent sensors in the CR-35iA is critical to the safety of its human companions working alongside – in order to develop its technology even further, in June 2015 FANUC announced its partnership with Preferred Networks Inc, a Tokyo-based machine-learning venture. The partnership will involve FANUC integrating machine-learning software into its robots to increase their intelligence and give them the ability to learn by themselves without programming.

The artificial intelligence will not only optimise how the work is done but it will make it possible for machines to configure themselves and diagnose efficiencies. As Chris explained: “As industry 4.0 evolves and we enter a next generation of manufacturing, we believe it is essential to continue to drive innovation and improve our robotics and automation with advanced intelligence.”

The news of this partnership came on the back of another announcement - FANUC has developed the strongest robot in the world capable of lifting 1.7 tonnes. The M-2000iA/1700L automates areas of heavy material handling, lowering the risk of damage to production material, reducing running costs, and improving overall cycle times and workflow. While not appearing at Manufacturing and Engineering North East event, it will be showcased in October 2015 at the EMO fair in Milan.

As Chris explained, the M-2000iA/1700L was launched following research into customers’ challenges: “We identified a need to increase the efficiency of the heavy materials handling process for manufacturers, specifically within the automotive industry. As the world’s strongest robot the FANUC M-2000iA/1700L brings us into a new age, redefining factory automation capabilities,” he concluded.

Technorobot Srl

Tecnorobot Srl and Fanuc UK have been collaborating since 1996. From that moment on an exchange of technical suggestions has promoted this collaboration and the development of big projects. Since its foundation, Tecnorobot has developed new types of rails and positioners, created for the EU-market. The focused FANUC requests allowed Tecnorobot to better know the English market, in which these components, integrated with Fanuc products, have had a big success.

Among others, Tecnorobot has built systems for linear movement, which are able to move masses from 200kg to 10,000 kg. Both in the automotive and general industry, these companies have been able to meet all the requests of the customers in terms of performance, reliability and structures.

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Farrel

In the

mix

Banbury NST Tangential Rotors

Following major investments

in 2014, Farrel Ltd has slashed production times and enhanced machine reliability to ensure it can meet increased demand from the rubber processing and tyre making industry

Farrel Limited Products: Designer, developer and producer of mixing and compounding machinery Principle sites: UK, US, Italy & Singapore Employees: 179 www.farrel-pomini.com www.hf-mixinggroup.com

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t the forefront of innovations since its inception in 1900, Rochdale based Farrel Ltd began as David Bridge and Sons, a company that focused on the niche rubber production market. With the groundbreaking Banbury® mixer invented in 1916 by Fernley H Banbury, an engineer at the Birmingham Iron Foundry in Connecticut, USA, David Bridge and Sons set up license agreements with the foundry and began production and sales of the machine in 1918.

Over the years the company was acquired

by Farrel Corporation and renamed Farrel Ltd. Discussing the company’s further developments, board director of Farrel Ltd Ian Wilson begins: “In 2008 we were sold to our German competitor and the formation of the HF Mixing Group was created in 2010 together with two of our former competitors, Harburg Freudenberger and Pomini. In line with these developments, respective business units were formed to market our batch mixer technology, which includes; tangential BU, Rochdale England; Intermeshing and Systems BU, Freudenberg

Germany; and the Convex BU, Rescaldina Italy.

Furthermore another separate business unit Farrel Pomini, Ansonia USA was established in 2011 to market the continuous mixing equipment of the former Farrel Corporation and Pomini companies, which is focused on thermoplastic compounding applications.”

Elaborating on the benefits of this acquisition, Ian continues: “Farrel Ltd is now a global player that sells to all of the top 100 tyre manufacturers across the world, with the majority of business in the UK related to the automotive business. As part of the HF Mixing Group, we have a number of manufacturing facilities, one in the UK, two in the US and one in Germany. We also have a newer lower cost facility in Slovakia and are setting up service facilities in Asia, India and China. Being in close proximity to our customers means we can deliver a great service and remain competitive as we can focus on volume, production and key competencies at different manufacturing sites.”

As part of the HF Mixing Group, Farrel Ltd focuses on the production of the Banbury Mixer, which will celebrate its centennial anniversary in 2016. Highly innovative and beneficial to the tyre industry, the Banbury® mixer has become the accepted standard in tangential mixing technology since its invention and remains the first choice for a diverse range of applications in the tyre industry. Ideally suited to the specific requirements of multi-step applications, the Banbury® mixer boasts good intake and

discharge behaviour, optimal cooling behaviour and superior dispersion and distribution quality; all of which guarantees profitable and efficient masterbatch, remilling and final mixing processes.

Other features of the product includes increased volumes for tangential mixers, greater batch size with different ram profiles , optimised hydraulic cylinder direct (HCD) dust seal system and new single point lubrication system. “The Banbury® mixer is a very strong brand within the rubber and plastic market,” confirms Ian. “It is essentially the Hoover to the vacuum cleaner.”

Having increased the number of machines produced annually from 30 to 45, Farrel Ltd has set the foundations for further growth with major investments in its facilities following funding from the Regional Growth Fund in 2014. The money has enabled the 170 strong firm to spend £1.1 million on state-of-theart machining centre technology, which has drastically reduced production times across a number of processes and thus reduced lead time from 16 to 18 weeks to less than nine.

“The key investment was the 2D CNC Toyoda Machining Centre, however, we also installed another smaller machining centre, Correa, and

Banbury 305N Internal Mixers

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Farrel

acquired new welding equipment. Moreover, we now have a new robot system for our dust seal ring component parts and invested heavily in the assembly area with new overhead cranes.”

These investments will complement Farrel Ltd’s high level of hard surfacing and rotor technology competence and further enable it to deliver new solutions to its global customer base. “We spend a high percentage of our time on research and development projects so we can introduce new mixer sizes into the market on a continuous basis,” says Ian. “For example, we are currently working on a knowledge transfer partnership (KTP) project that I initiated two or three years ago, which is 50 per cent government funded by the KTP. We have a KTP engineer in place throughout the duration of the project, which is focused on producing a model to calculate the lubrication requirements of the dust seal assembly up of the mixer; this is one of the most maintenance intensive parts of the machine and is always a frequent topic of discussion with our customers.

We entered this project to develop the theoretical model to determine more precisely what the lubrication requirements are, subject to the application. That way we can look at being more innovative in future designs and extend the working life of the dust seals while also lowering oil consumption.”

In addition to developing new innovations, Farrel Ltd will also look to consolidate its product line and build high volume standard products that will reduce cost and boost competitiveness throughout 2015. “Our growth has been substantial since 2006 when our turnover was in the region of £20 million; it has since increased to £40 million in 2014. Moreover, our head count has increased from 130 to 179 in the past six years. Over the next three to five years our goal is to increase production to 60 machines annually; there is also huge potential for us to be involved in maintenance work on existing machines in operation, should customers choose not to invest in new mixers,” concludes Ian.

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A can-do attitude F Celebrating its centennial year in 2017, family firm Ferrum AG has become the global leader in the can seaming machine sector

Ferrum AG Products: Metal forming and sealing technology Site: Switzerland, US & India Employees: 420 www.ferrum.net

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ounded in 1917 as a foundry for machinery and special parts used in tintechnics facilities, Swiss firm Ferrum AG was taken over by entrepreneur Rudolf Werder in 1925 and has since grown from a young business with two business units - metal castings and machinery for the canning industry - to a 400 strong organisation with five companies of different sizes under its helm. “Our five different business units are foundry, manufacturing, centrifuge technology (pharma and salt winning sectors), canning and washing technology,” affirms Roger Küng, chief sales director of Ferrum AG’s washing machine sector.

“When the company was established, its main activity was the foundry and the manufacture of machinery and equipment for the canning industry. The division washing technology has been taken over in 1933 by the company Kienast and Lange. The washing technology was added as a 3rd division for Ferrum, producing washing machines, centrifuges and smoothness for large

laundries. Following this development, two more divisions were added: manufacturing and the centrifuge technology; the latter of which is used in the chemical, fine chemical and pharmaceutical industries.”

A firm believer that diversification is a successful core strategy, Ferrum AG is able to ride the waves of change as its markets have varied cyclic characteristics. For example, one market sector’s economic slump can be absorbed by the successes of other markets. Moreover, as Ferrum AG’s business units operate in small niche markets, they all boast significant market shares and are well positioned to maintain and expand these. “We supply a huge variety of industrial sectors with products and services that form the base for countless end user products. The widely diversified product range reduces the financial risks. Benefits of this include worldwide activities on every continent, a high level of self-financing and economic independence; all of which ensure that the company will continue to enjoy a strong

Ferrum

position with excellent prospects in the future.”

With offices in Rupperswill and Schafisheim, Switzerland, as well as Houston, Texas, the US, and Mumbai India, Ferrum AG has developed into a respected, financially solid company with a product and service portfolio that is tailored to the latest market requirements. Due to these strengths, the company has become the world number one in the can seaming machine sector and stands among the global leaders in centrifuge technology for chemicals, pharmaceuticals and raw materials. In addition, it is amongst the leading companies in Switzerland for car wash technology and textile washing technology and runs one of the bestequipped foundries in its home country. “Our canning technology is produced in Switzerland and exported worldwide; this is due to the strong reputation we have gained for experience and reliability over the last 98 years. Our canning machines can close 3000 tins in one minute. We also deliver, service, supply and install machines and spare parts across the globe,” says Roger. With well-trained and highly experienced Ferrum AG service employees working in 15 countries such as Europe, Asia, Russia and North America, the innovative firm is able to deploy products, services and staff to over 70 countries.

Proud to deliver Swiss quality and functionality in all areas of operation, the company’s canning technology sector has witnessed strong growth due to high quality machines with optimum productivity. In fact, a single can seamer can seam up to 150,000 beverage cans an hour on a nonstop, 24/7 basis. Moreover, to meet the special regulations for food processing technology, the company uses special vacuum seamer machines to seam wet products, such as corn, which increases the shelf life of the product.

Meanwhile, Ferrum AG’s washing technology business segment is the only division within the

company to not produce its own machines; instead, washing machines, dryers and ironers are directly imported from Belgium from the Alliance International. “The industrial ironing tables, small ironers and clothing distribution systems come from Sidi Mondial, GMP and LCT from the Netherlands, while installation and servicing comes from the Ferrum AG team,” says Roger.

“The market for laundry equipment in Switzerland is highly competitive. Many strong suppliers have very good quality machines on the market. The service takes more and more importance. Here lies the strength of Ferrum

washing technology. We are trying to stand out from the employees through an excellent service.

The importance of maintaining the service and supply of spare parts and equipment is very important. The customer expects a quick solution in case of problems or breakdowns. Replacement is only necessary, when the machine cannot be repaired. In these situations delivered must be quickly. We have very good experience with our suppliers, which is one of the main reasons why the business is going well.”

Benefiting from activities worldwide on every continent, a high level of self-financing and economic independence, Ferrum AG is certain to progress as an organisation with a strong market position, a broad product portfolio and excellent opportunities for growth. “We have a variety of interesting projects coming up in the future and, with this work load, are confident about the future.

Within the washing technology segment, we are looking to expand the business by 2018 and have more machines on the market; to reach this target we require good co-operation with suppliers and a strong connection with business partners,” concludes Roger.

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Tronrud Engineering

Production

partner

A forward-thinking approach means Tronrud Engineering embraces innovative new technology

Tronrud Engineering AS Products: Supplier of specialist machinery Sites: Norway, Singapore and India Employees: 100 www.tronrud.no

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ronrud Engineering was established in 1977 by Ola Tronrud, and today the company maintains its position as a supplier of specialist machinery and automation solutions to a wide range of industries. “We assist our customers with the development of profitable industrial products and technical solutions,” begins sales and marketing director Kurt Parkstad. “Our talented staff works closely with the customer throughout the project process, from idea through to design and construction to commissioning. More than thousand projects have been completed since the company was founded,” he continues.

The development, production and delivery of innovative customised products and services provide its customers both increased profit and advantage, recognised for its good design and high quality. With the aim of being a co-operative partner, participating in all stages of the delivery, the company has built many years experience in prototype manufacturing engineering, ensuring its competency in various consultant assignments.

Working across a range of industries, its projects have included an automatic assembly line for brake house fittings within the automotive sector, to ball welding on vanes for jet engines and trolleys for moving helicopters and large offshore equipment. Keeping all aspects of its business

including R&D, M&E engineering, machining and welding in-house allows the business to effectively operate across a broad spectrum of work.

Innovation and creativity plays a more important and increasing part in today’s business, and as the reforming rate increases in all industries, Tronrud has to continue to be innovative in order to keep up with the global competition, and furthermore to stay ahead.

As one of the first enterprises in Norway to introduce 3D computer assisted design, its construction department has through many years acquired a special competence in 3D drawing. “The demand for effectiveness in production and the optimal utilisation of manmachine is becoming more and more important.

At the same time innovation and R&D remain vitally important in the development of the company. Most of this work is done in close cooperation with customers and R&D centres in Norway. Tronrud Engineering put a lot of effort and resources in new development projects,” says Kurt. Most notably it was one of the first company in Norway to begin commercial production with 3D-printer in metal.

Being at the forefront of manufacturing has also led to contracts within the sustainable industries, as Kurt points out: “We have been

able to develop automatic manufacturing equipment for various sectors of the PV industry.

We offer a wide range of flexible production modules which can be combined to form fullyautomatic production lines within wafer or cell manufacturing, or smaller stand-alone systems.

We have also worked on a Cathode ray tube cutter in co-operation with Repant developing a deposit automat for empty bottles and crates.”

With its welding department consisting of a full range of skilled personnel, the business is able to execute both internal and external production assignments, welding in the vast majority of materials including steel, stainless steel and aluminum in a welding hall equipped with friendly environmental suction systems and wide entrances for loading and unloading.

Other processes include water jet cutting and a machining department with 19 CNC controlled milling machines and turning tables where the company can process most kind of materials. With drawings transferred directly from its designers to the machines, high accuracy and short programming time is ensured. With quality being fundamental, the necessity of a strong supply chain and a talented workforce is great, as Kurt explains: “Our highly skilled employees, experience and good relations with the clients give us the strength to remain competitive in today’s environment. And of course; good and reliable products, so our supplier’s quality is very important for the quality of the final product delivered by Tronrud Engineering. A close follow up of the supply chain is of utmost importance for our success and our client success.”

Tronrud’s commitment to quality is highlighted by the company’s ISO certification, which it successfully achieved within months of applying.

The procedures for safety and quality that this certification highlights are particularly essential for the work the company carries out in its role as a supplier to the oil and gas industry. Working within that industry, Tronrud has been involved

in projects such as manufacturing an automobile transport trolley for heavy equipment to be used in EX environment offshore, as well as the assembly of BoltSafe sensors; a concept ensuring that the correct residual pre-tension is applied to threaded joints in offshore cranes and bridges.

“We are very optimistic about the coming years in most part of our business segments,” says Kurt. “Because we are involved in several market areas, the impact of the downsizing in the

oil and gas industry has not been too negative,” he adds. As the company looks ahead with the strategic vision to grow in the existing markets as well as expand into new markets and new products, the future is looking very positive.

As part of Eggemoen Aviation & Technology Park – with 600 acres of land and access to an airfield and railroad, the company benefits from being part of the new cluster area for industrial development and innovation.

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Polar Manufacturing

A bespoke

service With a busy 2015 ahead of it, Polar Manufacturing has revamped its website and invested in new equipment to ensure ongoing success

Polar Manufacturing Products: Leading designer and manufacturer of specialist carbon fibre and composite material Sites: Norfolk, UK Employees: 25 www.polar-manufacturing.com

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ounded in 2011, Polar Manufacturing is the result of Mike Harris making the strategic decision to enter the market with a full consultancy, design and manufacture service for carbon fibre and composite products. A design engineer with nearly two decades of experience in composites, Mike was keen to ensure this turnkey service took place in-house as a one-stop-shop solution, as opposed to outsourcing. With this in mind, a purpose-built facility was established in Wymondham, Norfolk, where Mike developed a highly trained ensemble around him, which enabled the innovative firm to grow quickly.

Since its inception Polar Manufacturing has accumulated an impressive customer base, including a number of blue chip companies such as Bentley, Lotus, McLaren and Ariel Motor Co. in both the UK and abroad. In line with this progression, the company has expanded its headquarters, with additional space being

created and more staff being resourced to handle demand. To ensure quality, safety and efficiency levels, as well as the company’s key philosophies of precision, hard work and integrity, are consistently maintained, all new employees are trained by existing senior staff members.

Able to bring its customers ideas to life, Polar Manufacturing designs and manufactures high quality carbon fibre and composite products from start to finish. Using its many years of experience within the automotive and defence sector, the company has expanded into the production of parts for a comprehensive range of products such as lightweight casings through bespoke designs to precision engineered luxury items.

In 2014 the company was contracted by London based Cinimod Studio to be the main developer of Emergence for Caviar House & Prunier, a stunning new lighting sculpture to be placed in Heathrow’s new Terminal 2 International Departures lounge. With tooling design beginning

in late January 2014, Polar Manufacturing worked to a tight schedule to ensure the project was completed in just 11 weeks. Parts of the sculpture were produced during February and March, with both companies working together for a further three weeks to erect the structure at Heathrow in time for Easter 2014.

Looking to capture the movement of a school of fish underwater, the two companies created visually striking light patterns through the use of ultra-modern interactive digital lighting. Originally meant to be comprised of a large amount of steel, the final result of Emergence was that of a sculpture comprised of 500 individual components of carbon fibre. In March 2015 Emergence was named Special Project of the Year at the 2015 Lighting Design Awards in London, with judges describing the sculpture as ‘simply beautiful’.

As demand continues to increase for Polar Manufacturing’s optimum quality services, the company has strengthened its marketability to potential new customers through a revamp of its website that gives viewers a clear and thorough insight into its skills and expertise in a visually pleasing manner. Each process undertaken at the company’s facilities is described under its ‘What We Do’ section, while a ‘Projects’ link allows viewers to see its strong capabilities in delivering superior solutions to major customers. Another notable improvement on the company’s website is the addition of a new video, which takes viewers behind the scenes at Polar Manufacturing’s facility and shows the level of detail put into producing rear wings for the high performance British sports car, Ariel Atom.

Alongside the revamp of its website, the company has also invested in a new 1.2 x 3.1 m long, 90 psi pressure autoclave at its manufacturing and production facilities. The pressurised heated chamber, or oven where the lamination is cured, is the second to be delivered at the facility and will allow extra capacity and meet ongoing demand in the laminating segment of the business.

Using the approved pre-preg kit, and with instruction from the lay-up manual, the fabric is placed into the mould before the layers are built up. Although core materials such as foam or Nomex are used to ensure a thicker laminate without sacrificing high strength and low weight benefits, a variety of materials are available for use to make up a part; options include carbon, glass or amarid fibres. Once all materials are placed in the mould, it is packaged in a vacuum bag for the curing process inside the autoclave. Each handcrafted component made by Polar Manufacturing has a serial number attached at the lamination stage to ensure absolute traceability.

Recently, Polar Manufacturing expanded its capabilities in lamination when it was approached

by Lotus Cars to aid in the manufacture of rear clam shells for the Lotus Exige. Acting quickly, Polar Manufacturing set up operations to build the glass

reinforced plastic (GRP) components within two weeks and established its ability to manufacture two clam shells per day through the utilisation of a split shift from one mould tool. Now able to deliver the more cost-efficient wet-lay lamination process as well as the high-end pre-preg option, the company has further enhanced its capabilities

to support its customers diverse requirements.

Ready and willing to take customers through the entire design and construction process, Polar Manufacturing is certain to flourish in composites sector as it continues to offer the best materials, a superior service and expertise under a high quality one-stop-shop solution.

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Plextek Consulting

Driving

innovation Serving a diverse range of market sectors, technology consultants Plextek Consulting has built a successful reputation throughout the UK based on strong relationships

Plextek Consulting.

Services: One of Europe’s largest independent technology consultancies Sites: Great Chesterford, UK Employees: 100+ www.plextek.com

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ounded in 1989, Plextek Consulting has developed over the years to become a leading design and manufacturing consultancy group with major clients operating within defence and security, medical, automotive, wireless communications and autonomous systems sectors. As the trusted partner of choice for more than 300 commercial clients, government agencies and start-up companies, the company serves customers such as the MoD, Thales, QinetiQ, BAE Systems, Ofcom

and TDK. CEO, Simon Cassia reflects on one project that raised the company to a new level, both in terms of its size and experience: “Plextek Consulting won against a significant tier one competitor for its first design and manufacturing contract with a US corporation by providing a pioneering solution where innovation enabled a very attractive business model. By the time the customer had built its own engineering and manufacturing capability six years later, we had manufactured five million complex, in-vehicle devices. The experience gained in the relationship provided a great springboard from which to offer the same service to other customers, and Plextek now performs this dual technical design service/manufacturing role for several companies.”

Central to the company’s culture is its ability to innovate, taking an idea from concept to market. Supported by a strong network of suppliers, commercial partners and research organisations, Plextek Consulting is able to offer an appealing and competitive service to all of its markets.

Commenting on the strengths of the business, Simon says: “It

Bottom left: Monitor with Essex interface and next generation telecell Right: PneumaScan instrument

is simply innovation and real world manufacturing experience. We innovate in two key areas: technology and business model. It is the execution of the solution through manufacturing experience that has gained the company its reputation for onfunction, on-time and on-budget delivery.”

One significant industry for Plextek is security and defence. Over the last three years the company has won 19 MoD innovation projects, putting it in a leading position within the UK. It has also received its second Raytheon SpaRK (SME Partnerships Advancing Raytheon Knowledge) award. “Plextek Consulting has found Raytheon’s approach to innovation very refreshing,” notes Simon. “Like several other companies, including the UK MoD, Raytheon holds R&D competitions to link into the latest thinking in the industry. These are high risk and potentially high reward projects, therefore Raytheon can be confident that we have the capability to progress the innovation all the way through to manufacture and in-service support.”

The synergies gained from joining forces with major companies on a collaborative innovation and R&D model are highly significant in the everchanging technological landscape. Commenting on the importance of such relationships Richard Daniel, CEO of Raytheon UK says: “We believe that building collaborative R&D relationships with this community will enable us to deliver innovative solutions that meet the evolving needs of our customers across our sectors. In exchange they will gain access to challenging markets, paths to exploitation and relationships with primes, which include guidance and networking.”

Raytheon’s most recent award to Plextek was for addressing the need for a technology to provide dismounted soldiers with a reliable estimate of their position in a GPS-denied environment. “The technology involved integrating inertial sensors within soldiers’ boots. The sensors within a group of dismounted soldiers are able to communicate and share information with each other, improving the overall positional accuracy of each soldier.” The system was developed from the company’s work on precise navigation and timing, which was initially demonstrated by unmanned underwater vehicles, as part of the company’s unveiling in October 2014 of five new unmanned technology developments. Amongst other systems introduced were electronically steerable antennas for small UAS, selective video compression and video technology for remotely piloted systems, which improve the communication reliability of video feeds, and counter-UAS and local airspace monitoring solutions.

Outside the defence industry, Plextek is playing an instrumental role in improving automotive safety in accordance with the rise of connected

vehicles.

“No such awareness exists for what is arguably a dangerous threat: attacks on the networks and systems inside vehicles,” highlights Simon. “It is clear that cyber security on these systems needs to be absolute, or the risk to occupants and pedestrians could be extreme. We have recognised this weakness and have been instrumental in the creation of a new consortium focused on cyber security for connected vehicles. Its members are looking to define the threats, classify the security needs and then consider how to solve those needs.”

Over the past years, Plextek has been able to maintain its strong reputation and competitive position in the market, despite challenging economic conditions. “The diversity of our activities has ensured the company is extremely resilient and it has emerged from the most recent economic turbulence as a much stronger organisation,” concludes Simon. “As we look forward, going into 2016, our defence and medical divisions will be building on existing

client engagements and focus on the scaling up of project sizes. We will also start executing a number of product designs as part of new relationships in which Plextek will be the manufacturing and supply partner. Ultimately, with technology and product innovation as the bedrock of our business, the aim in the next five years shall be to develop our client relationships that will lead to scalability, both in terms of capability through partner collaboration and in revenue through manufacturing and supply.”

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