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EDITORIAL

FALL FAST… FALL FORWARD

classic example of two negatives making one positive! It’s a belief that has been proven and is a present continuous reality that it is indeed the long chain of failures that passes on the baton to success. It is to say that those who try… fail and those who fail & don’t give up… win. It is also to say that you must Fall Fast (try to win from the word go) and Fall Forward (learn from your mistakes & improvise), because fall you must… to be a true winner.

Just apply these guiding principles to your business and see the encouraging results, both in process and people & ultimately on profits and productivity. Again, productivity is an all-encompassing term with limitless extensions, and while deciphering this edition, which we wanted to position as a ‘Productivity Toolkit’, we had to limit our expanse to do justice to the topics covered. So, this September SEARCH brings to the fore some critical elements and factors that are, in the true sense, efficiency enhancers. They are must-haves in your ‘Productivity Toolkit’ apart from other things. Like ergonomics, for some, is a nice sounding word which means very little. This is because they have yet to realise the full potential of the term and what it can do to their productivity. Then again, maintenance is considered a cost that a company must incur when the damage is already done. Those who believe and practice this notion have already realised that ‘hidden’ reason for their lack of productivity. Now they know better and, with this edition, they will know even better… of things that they must follow and practice. And maintenance will be incomplete without lubes and coolants, for our factories to function smoothly & efficiently, without snags or squeaks. The Indian manufacturing sector is finally waking up to the importance of all these efficiency enhancers and the scope of growth and application in each of these segments is limitless. The ‘Productivity Toolkit’ is well on its way to begin with! And while we have assured lots of practical tips for shop floor managers, this ‘Productivity Toolkit’ will be incomplete without the involvement of the top floor. Manufacturing strategy is a subject which cannot be missed in the ‘Productivity Toolkit’, because productivity leads to profitability – an outcome of smart strategies. So here’s providing you with an exclusive informative source of learning, real-time examples, practical tips and expert opinions to fall back on… because fall you must only to rise above your own expectations!

Archana Tiwari-Nayudu archana.nayudu@infomedia18.in

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CONTENTS VIEW FROM THE TOP

| Pg 58

‘Management Should

Encourage The Process Of

Learning And Celebrate

Victories’ Gregg Gordon, Author & Senior Director, Industry Marketing, Kronos Inc.

EDITORIAL

MANUFACTURING ZONE

Fall Fast... Fall Forward

NEWS, VIEWS & ANALYSIS 40

Latest Happenings In The World Of Manufacturing

OPEN PAGE: OPINIONS, ILLUSTRATIONS & INVESTMENTS

Productivity-growth Mandate Are We Up For The Challenge?

Building India’s Competitiveness Aligning Future Strategies Around Productivity

Mergers & Acquisitions Understanding The Mechanics Of Mergers

Perspective & Prospects Of Indian Manufacturing Bridging The Great Manufacturing Divide

Growth Dynamics Of Indian Economy All Set To Take Off

21st Century Smart Manufacturing Smart Solutions To Resolve Manufacturing Complexities

TECHNOLOGY UPDATE 53

Cutting-edge Solutions

START-UP STRATEGIES 162

Aesthetic Solutions Painting Buildings With Green Hues Of Success

GREAT MINDS AT WORK 168

Solar Powered IR Transmitters Banking On Renewables To Augment Safety

HIGHLIGHTS: OCTOBER 2011

Industry Focus: Mining & Material Handling Insights & Outlook: New Engineering Materials Special Edition: Investment Destination – Andhra Pradesh

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CONTENTS SPECIALS IN THIS ISSUE

INDUSTRY UPDATE Maintenance & Ergonomics

Zero Breakdown Maintenance Preventive Therapy For Shop Floor

102

Autonomous Maintenance The Key To Productive Maintenance Implementation

108

112

INSIGHTS & OUTLOOK Lubricants & Coolants

116

Maintenance Planning & Scheduling Laying The Foundation For Effective Maintenance Execution

122

Importance Of Design Meeting Human Needs

Industrial Ergonomics In India Ensuring Safety, Enhancing Productivity

130

Lean Maintenance Best Practices Turning Asset Management Into A Profit Centre

Missonomics In MSMEs - Ergonomics Application Of Ergonomics Is Good Economics

134

Outsourcing Maintenance Six Ways To Achieve Efficiency

PRODUCT INNOVATIONS 170

Konecranes RTG Crane Upgrading Fuel Efficiency & Reducing Emissions

CURTAIN RAISER 172

176

Engineering Expo Rudrapur Moving Growth Graph Northwards

138

Best Practices For Lubricant Storage & Handling 10 Ways To Control Contamination

143

Cost-effective Lubrication Selection Maintenance Cost Or Opportunity?

146

Periodic Monitoring Of Lubricants Offering Longevity, Optimising Performance

152

Environmental Implications For Lubricants A Move Towards Attaining Sustainability

158

Tips & Tricks An Action Plan For Coolant Maintenance

PRODUCT UPDATE 182

New Launches Latest Products In The Offing

186

Coolants & Lubricants Latest Products In Coolants & Lubricants

192

General Products Rolling Out The Best-in-class

224

International Products Showcasing Product In A Global Arena

TRADE SHOW TRACKER 234

PRODUCT INDEX Alphabetical Listing Of Products Presented In The Issue

248 Details on pg. 159, 178, 209

PRODUCT UPDATE

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ADVERTISERS’ LIST Advertisers’ List In Chronological Order

Looking for a Speciﬁc Product? We will ﬁnd the product for you. Just type SRCH (space) Name of the Product and send it to 51818 eg. SRCH (space) Pump and send it to 51818.

NEWS, VIEWS & ANALYSIS L A T E S T

H A P P E N I N G S

AP GOVT PROPOSES TO INVEST `14,000 CR IN POWER SECTOR

PLANNING COMMISSION LIKELY TO CUT GROWTH TARGET In the backdrop of the grim global financial situation caused by the downgrade of the US sovereign credit rating and the euro zones crisis, the Planning Commission is likely to lower its growth target for the next Plan period (2012-17) to 8.5-8.7 per cent from an earlier range of 9-9.5 per cent. Indian economy is expected to expand only about eight per cent in the current 2011-12 fiscal, the terminal year of the 11th Plan. The downgrade in the growth target for the next Five Year Plan is largely due to the grim prospects of global economic growth coupled with uncomfortable domestic fiscal deficit and balance of payments situation. India’s fiscal deficit (states and centre combined) is around eight per cent and is not likely to drop sharply anytime soon. The current account deficit of over 2.5 per cent of GDP is on the higher side, requiring India to keep importing capital to bridge the gap. “We had projected a 9.5 per cent (growth) for the 12th Plan and then, we scaled in down to nine per cent... But today I do not feel it will be nine per cent... But we will definitely move to 8.5-8.7 per cent,” Minister of State for Planning Ashwani Kumar said. The target for the 12th Plan (2012-17) if set below 9 per cent would be lower than the initial target set for the ongoing 11th Plan (2007-12). Citigroup sees India’s growth range between 8.4 and 8.9 per cent over the period 2012-15. The International Monetary Fund expects India’s GDP to expand only to 7.8 per cent in 2012. Interestingly, in this period, India is widely expected to take the mantle of the fastest growing economy from China. Citigroup projects China will grow eight per cent in 2015 opposed to 8.9 per cent for India.

NTPC PUSHES `1,00,000 CR IN HYDRO POWER SECTOR

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AUTOMAKERS EYE BRAZIL Brazil’s auto market — the fourth-largest in the world — is a top prospect for foreign carmakers seeking new buyers, with strong growth expected in the coming years, industry experts say. Last week, China’s Jianghuai Automobile Co (JAC) Motors announced it would invest $900 million to build a factory in Brazil, while German luxury carmaker, BMW, said there was a high probability that it would also set up an assembly plant. “The Brazilian market is one of the biggest in the world” finishing fourth last year behind China, the US and Japan, Ademar Cantero, Director, Auto Industry Group Anfavea, Brazil, said, adding, “This year, it should be fifth or sixth. But beyond its ranking, it is a promising market that will show positive growth over the next few years.” The emerging power’s economic stability and rising household spending translates into what he called a ‘social migration, towards a category of consumers who are only now buying their first car’. For Cantero, this means that the market still has “enormous growth potential. This outlook attracts exporters, and those wanting to invest”. Over the first seven months of 2011, car production in Brazil’s 38 auto factories — most of them in the country’s southeastern industrial heartland — reached 2.02 million units, a 4.3 per cent jump as compared with last year. Anfavea is looking for five per cent growth in domestic car sales in 2011, which would mean that 3.69 million units would have to be sold, and a production of 3.42 million units, which would represent a 1.1 per cent increase over 2010.

SIEMENS TO ACQUIRE GAS AND STEAM POWER PLANT COMPONENT SUPPLIER Siemens plans to acquire the Dutch sister companies NEM BV and NEM Energy Services BV (NES). The two specialists in heat recovery steam generators for combined-cycle (gas and steam) power plants (CCPP) together employ a workforce of around 1,000. The companies are currently owned by HTP Capital BV. The take over is subject to regulatory approval by the European Commission. “Heat recovery steam generators are key components for our business and account for about 15 per cent of the value creation in the construction of a combined-cycle power plant. This purchase enables us to expand our capacities and enhance our expertise over the long-term,” says Roland Fischer, CEO – Fossil Power Generation Division, Siemens’ Energy Sector. “Taking this business over from NEM and NES further strengthens our position in the gas and steam power plant sector. We

already hold the world record for efficiency in these highly versatile power plants and are looking forward to a steady stream of incoming orders,” added Fischer. “The strategies of Siemens and NEM, providing superior technological added value, are very much in line,” says Gerard Van Dijk, CEO, NEM Holding, adding, “The addition to the Siemens Group provides NEM with access to the international network of Siemens. Moreover, Siemens, being a supplier of gas turbines, and NEM, a supplier of heat recovery steam generators, are strongly complementary organisations. Altogether, this makes Siemens a very strategic partner to us.” NEM mainly designs, engineers and sells heat recovery steam generators, whereas NES is in the associated service business. NEM and NES with headquarters in Leiden and Utrecht operate worldwide.

HERO MOTOCORP TO SET UP BASE IN SOUTH AND WEST INDIA Hero MotoCorp (formerly Hero Honda) will set up two manufacturing and assembly plants in south and west India. The plant in the south is expected to have an initial capacity of 7,50,000 units a year. The plant in the western part of India will support the company’s international foray. The company will invest over `4,500 crore in the next five years to fund its domestic expansion and

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global foray. It plans to begin exporting its products in the next two quarters itself, under its own brand name. The company’s total capacity at its three plants – Dharuhera and Gurgaon in Haryana and at Haridwar in Uttarakhand – is about 6.15 million units. According to sources, the two manufacturing and assembly plants are expected to come up in Gujarat and Karnataka.

NEWS, VIEWS & ANALYSIS L A T E S T

H A P P E N I N G S

INDIA MAY BUILD LARGE NUCLEAR POWER PLANTS India is considering building large-sized nuclear power plants in technical collaboration with some foreign vendors, the Lok Sabha was informed recently. Minister of State for Personnel, Public Grievances and Pensions V Narayanasamy said in a written statement that this would be done “mainly to facilitate a faster growth of the nuclear power programme”. These would be large light water reactors, the minister said. Narayanasamy also said that the Indian nuclear reactor technologies were on par with international standards. He was responding to a question by Ramsinh Rathwa, who wanted to know if the Indian reactor technology would take a long time to reach international levels. The minister said that the Indian nuclear industry was now well matured and did not have to struggle for tackling embargoes to meet the needs of its nuclear power programme. “Almost every aspect of nuclear engineering and technology pertaining to nuclear power plants and fuel cycle has already been indigenised. “The current research and development efforts are towards the development of technologies for advanced reactor systems.”

NOEL RYAN HAS BEEN APPOINTED PRESIDENT OF DANFOSS INDIA Danfoss Industries, a leader in mechanical and electronic components & solutions, recently announced the appointment of Noel Ryan as President of Danfoss India. Having been with Danfoss since 1997, an important aspect of Noel’s new role will be to establish support to the group’s growth and also to ensure the companies continued expansion in the country. “I am delighted to take on this responsibility within Danfoss,” said Ryan, adding, “I look forward to working with the company to drive growth and expansion while reinforcing the high value and credibility Danfoss is synonymous with.” Ryan was previously Sr VP – Sales & Marketing, responsible for refrigeration sales globally. He will continue this role alongside his new position.

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RISE IN FOREIGN FUNDS INFLOW Foreign direct investment (FDI) touched $13.44 billion during the first quarter of this fiscal, an increase of 133 per cent, indicating investors’ confidence in the economy. According to economists, increased FDI can be because funds are coming back before the curbs come into force after the double taxation treaty reviews. “The figures indicate that the trend of high FDI equity inflows since the beginning of the present financial year is being maintained,” commerce ministry officials said. In the April-June period of the current fiscal, FDI went up to $13.44 billion from $5.77 billion in the corresponding period last year. During the first six months of the 2011 calendar year, FDI increased 57 per cent year-on-year to $16.83 billion, officials said. However, NR Bhanmurthy of the National Institute of Public Finance and Policy said, “The sudden surge in inflow could be due to the government’s effort to review double

taxation treaty. Perhaps funds are coming back before the curbs come into play. There has not been any big-ticket investment during the period and the economic numbers have also not been encouraging.” The government is considering incorporating clauses in the double taxation avoidance agreements with several countries as it faces the heat on the issue of black money from the Supreme Court. In May this year, the country received foreign investment worth $4.66 billion, a jump of 111 per cent over the same period last year. The inflow increased 310 per cent in June at $5.65 billion as compared with $1.38 billion in the year-ago period. The government expects the FDI inflow trend to continue this fiscal. The clearance of the Reliance-BP deal will bring in FDI over $7 billion, while the approval given to the Cairn-Vedanta deal, worth $8-9 billion, is also likely to substantially increase inflows.

SINO AMERICAN TO BUY JAPAN WAFER MAKER FOR $451 MILLION

IFC TO INVEST $15 MN IN SHALIVAHANA GREEN ENERGY

GKN TO ACQUIRE GETRAG’S DRIVELINE PRODUCTS BUSINESS GKN plc recently announced its agreement to acquire the all-wheel-drive (AWD) components businesses of Getrag KG, the privately held German company controlled by the Hagenmeyer family. The businesses being acquired, together referred to as ‘Getrag Driveline Products’, are Getrag Corporation, JV with Dana Corporation based in the US, and Getrag All Wheel Drive AB, JV with Dana Holding Corporation and Volvo Car Corporation based in Sweden. The core business of Getrag Driveline Products is the tier 1 supply of geared driveline products, namely Power Transfer Units (PTU) and Rear Drive Units (RDU) for AWD vehicles, along with Final Drive Units (FDU) for high performance rear wheel drive vehicles. The current activities also target the future supply of transmission and axle products for hybrid and electric vehicle drivetrains. Getrag Driveline Products, which will be integrated into GKN Driveline, is an excellent fit with GKN’s existing range of products and technology. With operations in the US and Europe, Getrag Driveline Products has a product, manufacturing and customer footprint that is complementary to GKN’s own geared product business, which is predominantly based in Asia. The combined businesses will be the leading global player in AWD driveline products with an excellent customer base and product portfolio. Nigel Stein, CEO, GKN Driveline, said, “This acquisition is a significant step forward for Driveline, accelerating our strategy for growth in AWD systems and hybrid/electric drivetrains. The production of AWD vehicles is forecast to grow at above market rates reflecting increasing demand globally for crossover vehicles and compact SUVs. Combining our engineering and technology resources will strengthen our ability to provide customers with leading-edge technology, fuel-efficient solutions and to develop next generation drivelines.”

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NEWS, VIEWS & ANALYSIS L A T E S T

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FEMCO INDIA TO DEVELOP STATE-OF-THE-ART TECHNOLOGY CENTRE IN PUNE Far East Machinery Co (FEMCO) incorporated FEMCO India (Fatty Tuna India) in Pune whose main purpose is to sell and distribute a full line of CNC Machine tools, including CNC Horizontal Turning Centers, CNC Vertical Turning Lathes, CNC Horizontal Boring & Milling Machines, CNC Vertical Machining Centers and CNC Alloy Wheel Turning Lathes. FEMCO India also provides comprehensive sales, after sales service and application support to customers in India who buy its products. From installing a new machine, supporting customer’s existing machines when issues arise and providing spare parts, the company’s qualified service engineers will

go on-site to support and fix the problems. To answer to the needs of the Indian market, FEMCO India is in the process of creating a state-of-the-art technology centre in Fulgaon, Pune, where its machines will be exhibited. It will be operational in the beginning of 2012, and will include a training centre, a warehouse and spare parts management. FEMCO, headquartered in Taiwan, is a multi-divisional steel manufacturing company operating in diversified commercial industries. For over 60 years, FEMCO has offered ground-breaking products and services from CNC Machine tools to tournament winning golf shafts.

ONGC BAGS RANDSTAD AWARD 2011 ONGC has won the prestigious Randstad Award 2011 for the most attractive employer under ‘Energy Industry’ category. The Randstad Awards were instituted in 2000, by Randstad globally to encourage best practices and to build ‘Employer Brand’. This Award is being launched in India for the first time by Ma Foi Randstad, aimed at recognising the country’s most sought-after employment brands based on a research done to gauge the ‘Employer’s image’ among the potential workforce and the working public through extensive online research. Global leader in HR services, Randstad commissioned research into India’s 150 largest employers by employee size to find India’s most attractive employment brand. Based on the opinions of a 10,000-strong sample of jobseekers in India, ONGC was voted by survey participants as one of the most attractive employer in the ‘Energy Industry’ category they would choose to work for. In addition, the results indicated that ONGC has been named among the top 20 most desirable places to work in India. Microsoft was voted the most attractive employment brand across all sectors, followed by Google India and L&T.

VOLTAS MATERIAL HANDLING TO SET UP NEW PLANT IN PUNE Voltas Material Handling (VHM), a company formed through the joint venture of India’s Voltas and Germany’s KION Group has set up a new plant in Pune. Approximately `12 crore has been invested in the state-of-theart machinery and set up of the 90,000 sqft plant, which will initially manufacture diesel and electric forklift trucks. Speaking on the occasion, Dr Daniel Signorini, Director, VMH & Senior Advisor, KION Group said, “India has a huge potential and VMH has ambitious plans to become No. 1 in next 2-3 years by increasing its production capacities and enlarging its product portfolio.” Initially some of this equipment will be imported from Europe and will eventually be increasingly localised in India.

According to Milind Shahane, Director, VMH & EVP, Voltas, last year the entity produced 1,700 units of forklifts from its Thane plant. The new plant in Pune will have the same production capacities by the end of this year, thereby effectively doubling the capacities of VMH. This plant has an efficient manufacturing set up and will be critical to VMH operations. Commenting on how Voltas plans to leverage on KION Group’s technology, Sanjay Johri, MD, Voltas, said, “KION Group has unrivalled know-how and technological leadership in the forklift truck business. Thus, the partnership will help VMH further consolidate its leading position in India.”

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M A N U F A C T U R I N G

TATA STEEL ANNOUNCES £7M INVESTMENT IN HARTLEPOOL

‘INDIA TO BE SECOND LARGEST STEEL PRODUCER BY 2013’ The Union Minister for Steel, Shri Beni Prasad Verma said that India will become the world’s second largest producer of steel by 2013 with an installed annual production capacity of 120 million tonne up from the present 80 million tonne. Addressing the 5th India steel Summit, he said that currently, India has the fourth largest steel sector in the world, both in terms of capacity and production. He added that the capacity is expected to be over 150 million tonne by 2020. On the occasion, Steel Secretary PK Misra said that by the end of the current financial year, the steel manufacturing capacity of the country might reach around 90 MT. He said that this is likely to cross 110 MT by the next financial year when the brownfield capacity addition projects of SAIL and other private sector projects get commissioned. The Secretary also called upon the steel industry to come forward for expansion in research & development and infrastructure development, especially of port and railways. Misra said that the industry and the technologists should seriously consider and prioritise innovation, research design and manufacturing activities in the steel technology area. Misra added that considering the many challenges the industry faces at present; the Ministry of Steel has decided to formulate a New National Policy and vision document on the steel sector. This will project a medium term horizon of 10 years and also a long-term vision of 25 years. Four eminent personalities in the related fields have offered their services to head the Task Force Committees. The various Committees have already started functioning with wide interactions and consultations with the stakeholders and the industry. The report is expected to be ready by December this year, the Secretary said.

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POWERTEST ASIA ORDERS EFD INDUCTION BOLT EXPANSION SYSTEMS In an important development for the alternative,” Nuthakki said. Speed, however, is not the only advantage induction heating industry in Asia, to be gained by opting for induction heating. Hyderabad-based diagnostic testing specialists, Powertest Asia, has ordered two EFD Induction bolt expansion systems. The equipment is the first such EFD Induction units to enter service in the rapidly expanding Indian power generation services market. The systems will be used to remove the bolts securing large turbine covers prior to scheduled inspections and Sasant Nuthakki, Executive Director, Powertest Asia, gets to grips with an EFD Induction maintenance. For Sasant bolt heating system. Nuthakki is ﬂanked by Bjørn Røsvik of EFD Induction Norway on the Nuthakki, Executive left and Mahesh Gupta, Sales Manager, EFD Induction India on the right. Director, Powertest Asia, As Mahesh Gupta, Sales Manager, EFD the main benefit of the EFD Induction bolt Induction India, explains, induction also helps expansion solution is the reduction in prevent damage to bolt threads: “That is downtime. “Our customers have very tight because induction is so fast that the heat downtime windows, so it is critical that the doesn’t get a chance to dissipate into the turbines get back to work as soon as thread area. Moreover, with induction there possible. Traditional flame and resistance is of course no risk of rods melting inside the heaters are just too slow and unreliable for bolts, a common problem with other heating our time-conscious customers. That is why methods,” he said. we started looking at the induction

JEC ASIA 2011 TO REINFORCE COMPOSITES GROWTH IN ASIA Driven by strong economic growth and urbanisation across the emerging markets in the Asia Pacific region, the demand for advanced composites materials is expected to continue growing at a rapid rate. According to the JEC annual survey, Asian production is projected to make up 43 per cent of the global composites manufacturing output by 2015. “The composites market is flourishing worldwide and a lot of this growth will continue to be fuelled by industrial developments in Asia,” says Frédérique Mutel, President & CEO, JEC Group. “Market demand for the use of advanced composites is increasing across a wide spectrum of applications, and we expect to see sustained growth for composites in the electrical and electronics, automotive, and aeronautics industry segments over the next five years.” Building on the sheer scale of composites developments in the Asia Pacific

region, the JEC Asia 2011 Exhibition is wellpoised to assert itself as the premier industry platform for showcasing composites innovations in Asia. Now in its fourth successive year, JEC Asia 2011 will be held on October 18-20, 2011 in Singapore. The JEC Asia 2011 Exhibition is expected to attract more than 345 participating companies, including key industry players from every segment that makes up the composites value chain. “The strong participation of top professionals and key decision makers from Asia is a strong affirmation that JEC Asia is the only industry event that brings together the entire composites value chain in the region,” Mutel says. “Similar to past editions, JEC Asia 2011 will be focussed on showcasing the latest technologies and innovative approaches that are at the forefront of composites developments, as well as providing the platform for information exchange.”

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M A N U F A C T U R I N G

BIZ-BRIDGE TO BE HELD ON NOVEMBER 9-12 Biz-Bridge – Engineering & Manufacturing Expo organised by the Confederation of India Industry (CII) serves as a perfect connect for the eastern region to the rest of the world. The third edition of Biz Bridge is a comprehensive international B2B fair catering to the needs of the industry in the eastern region. It has been scheduled from November 9-12, 2011, at Science City Grounds, Kolkata. Biz Bridge would showcase the latest in the sectors like metals & minerals, power & energy, railways & transportation, defence and oil & gas. The unique advantages of the five eastern regional states and the available investment opportunities would be also deliberated at different sessions. Being one of the flagship events of CII, the objective of developing synergistic relationships between businesses in the eastern region would be achieved through Biz Bridge. The major focus of Biz-Bridge 2011 would be on international participation.

DANTHERM TO TIE-UP WITH DELTA POWER SOLUTIONS Ballard Power Systems recently announced that Dantherm Power, a Danish system integrator in which it has a controlling interest, has signed a collaboration agreement with Delta Power Solutions (India) to market clean energy fuel cell power solutions in the Indian telecommunications sector. Delta Power Solutions (India) is a subsidiary of Delta Electronics (Thailand) PLC, part of the Delta Group, the world’s leading energy saving solutions provider. Under the agreement, Dantherm Power and Delta will jointly work to deploy product field trials comprised of Dantherm Power’s direct hydrogen 2-kilowatt (kW) DBX2000 fuel cell system as well as its 5kW DBX5000 fuel cell system, which will be integrated by Delta, along with its Site Management & Control System (SMCS), and deployed at telecom customer sites in India. Delta will take responsibility for the installation, commissioning, maintenance & management of these field deployments. These sites will be remotely monitored by Delta’s Network Operation Centre (NOC).

UOTES OF THE MONTH The government is open to induct the private sector to turnaround companies that have the potential for revival on a case-to-case basis.

– Praful Patel, Minister for Heavy Industries and Public Enterprises

Whenever there is a scarcity or short supply of any product in the domestic market, the government prohibits or restricts exports to ensure the availability of such products to consumers at reasonable prices.

At this juncture, our economic fundamentals are sound and we need to focus on protecting and encouraging our domestic growth drivers. The government will pursue a faster implementation of pending reforms proposal in the coming days, while keeping a close eye on international developments.

– Jyotiraditya Scindia, Minister of State for Commerce and Industry

The pace of infrastructure development needs acceleration if the gaps are to be bridged. We are looking at an investment of `2.64 lakh crore in the highways sector in the 12th Five Year Plan (2012-17).

– CP Joshi,

– Pranab Mukherjee,

Minister for Road Transport and Highways

Finance Minister

Factory Fundas

INVESTMENT BAROMETER 20,946 ` crore 13,846 ` crore 34,792 ` crore 19,832 ` crore (+) 75%

FDI EQUITY INFLOWS DURING MAY 2011 FDI EQUITY INFLOWS DURING APRIL 2011 2011-12 (UP TO MAY 2011) # 2010-11 (UP TO MAY 2010) %AGE GROWTH OVER LAST YEAR SECTORS ATTRACTING HIGHEST FDI EQUITY INFLOWS

SHARE OF TOP INVESTING COUNTRIES FDI EQUITY INFLOWS (FINANCIAL YEARS)

Amount ` in crore

Sectors

4,053

1,131

Housing & Real Estate

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Amount ` in crore

Country

April-May 2011

May 2011

1,107

940

Mauritius

9,296

4,964

Telecommunications

303

Singapore

6,015

801

Computer Hardware & Software

414

-11

USA

1,188

832

11,061

11,042

Netherlands

1,031

859

Japan

1,635

592

Construction

1,121

-260

Automobile

1,835

653

Power

2,599

1463

13,182 13,182

Metallurgical Industries

180

Petroleum & Natural Gas

-49

Cyprus

800

Germany

375

144

1,202

225

France UAE

-1

(i) # Figures are provisional, subject to reconciliation with RBI, Mumbai. (ii) *Includes inflows under NRI Schemes of RBI.

Source: Shopfloor Series

May 2011

Services

Drugs & Pharmaceuticals

Steps to proactive maintenance

April-May 2011

Total FDI Inflows *

165

34,792

20,946

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CUTTING-EDGE SOLUTIONS

OPTICAL SENSOR DEVELOPED FOR WINDSHIELD TO PREVENT ACCIDENTS he more a car knows about its surroundings, the more intelligently it can respond to them. Going a step forward, researchers have now developed an optical sensor for the windshield that can even tell the difference between fog and darkness. The system will also be available for small cars. The number of traffic fatalities on Germany‘s roads has steadily fallen in recent years. Various studies accredit this to the numerous new driver-assistance systems that react faster than a human being. They identify risks, warn of hazards and assist the driver in critical situations. Radar sensors, for instance, scan surrounding traffic conditions, monitor the vehicle’s blind spot or maintain a safe distance from the vehicle in front; infrared detectors improve night vision and fatigue sensors sound an alarm if there is a risk of momentary driver drowsiness. To monitor the surroundings during a journey, complex systems equipped not only with a camera but also with sensors are now in use. These systems can register difficult visibility areas near the vehicle – such as when parking – and automatically analyse the camera pictures generated. These sensors are mounted between the windshield and the rear-view mirror. In

addition to imaging data, they also deliver information about ambient light conditions; for instance, they can distinguish between darkness and fog. The sensors interpret the optical data and analyse weather conditions. As of now, these high-tech systems have found their way only into high-priced vehicles. They have been too expensive for standard-size and small models. The reason: with conventional components, constant use results in imprecise measurements, the integrated LEDs become less powerful over time and the needed light detectors lose some of their sensitivity. To date, only expensive components have countered these effects. This is all about to change: in the EU-sponsored ‘ADOSE’ project, researchers at the Fraunhofer Institute for Reliability and Microintegration IZM in Berlin, working with Centro Ricerche Fiat and the chip manufacturer STMicroelectronics, have developed a sensor system that can be inexpensively produced for medium-sized and small cars as well. “Our multifunctional system consists of an entire camera, two sensors equipped with Fresnel lenses to detect light signals and an infrared LED. Because fog and darkness can exhibit optically identical spectra, it is difficult to distinguish between these two light phenomena. That is why the infrared LED

emits light waves that are scattered back in fog but not in conditions of darkness,” explains Dr.-Ing. Henning Schroeder, Group Manager, IZM. “It is particularly difficult to capture the light signal from a broad aperture angle to bundle the signal and pass it along the circuit board to the four corners of the camera chip. Because the middle of the chip is reserved for recording the camera image,” Schroeder notes. To make this possible, the researcher and his team have developed lightpipes in a hot stamping procedure. These are hollow, mirrored tubes that can deflect a light signal by as much as 90 degrees. Up until now, optical fibres have been used to transmit these signals. But these snap at even low bending radii. They are expensive and have to be painstakingly mounted in place manually. “With the lightpipes, we have succeeded in making the optical signal transmission more efficient, making the entire system smaller and as a result, reducing costs,” the researcher points out. The hot stamping method involves several optical channels being produced in a single pass, simplifying assembly considerably. The trick: the IZM scientists’ system is scalable and can be expanded through the addition of additional lightpipes – to record solar radiation, for instance.

ATLAS COPCO LAUNCHES GA 7-11 FOR HIGH-QUALITY COMPRESSED AIR tlas Copco launched the new GA 7-11 VSD compressor range with improved free air delivery (FAD). These oilinjected compressors are probably one of the world’s most compact and silent compressors to operate on a work floor in this kW range. A new integrated dryer simultaneously enhances energy efficiency and air quality. These compressors are built to operate in ambient temperatures of up to 46°C. They offer intuitive monitoring interfaces; they are equipped with a robust, high efficiency gearbox and are completely protected against dirt. This range of small GA compressors are used in a variety of applications and industries including workshops, assembly, packaging, automotive, woodworking, printing, textiles, construction materials

manufacturing, plastics injection and molding. Greater FAD means that customers can get the advantages of saving money and energy. Specific energy requirement (SER) is the true measure of how much electricity a compressor will use. With improvements of 3-11 per cent for the GAs and 11-13 per cent for the GA VSD, the new GA 7-11 is among the most energy-efficient compressor in the market. Energy consumption can be reduced even further in the full feature version by integrating the dryer in the unit. “The new generation technology of the variable speed drive (VSD) increases performance, shows lower sensitivity to dust and achieves standard very low harmonic distortion. Energy savings of 35 per cent on an average can be obtained by adopting a VSD model (instead of a GA+), thus resulting in faster

payback times,” said Prasanna Kulkarni, Business Manager – Industrial Air Division, Atlas Copco (India). Size and noise are barriers to installing compressors closer to where air is used. The further they are installed, the more energy is lost through pressure drops. Pressure drops of just 0,5 bar(e) with a 22 kW machine are equivalent to the electricity consumption of one household. With a very small footprint, each of the new GA 7-11/GA 7-11-15 VSD models in this range now takes up even less space. They are characterised by the lowest noise levels ever achieved by Atlas Copco in this range. All enhancements have a direct and positive impact in workshop environments by improving operator comfort. The new and improved graphical Elektronikon raises Atlas Copco’s standards in control and monitoring.

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CUTTING-EDGE SOLUTIONS

SOLAR INVERTERS CUT LOSSES IN HALF switching trick makes it possible to cut the losses of a series-production inverter in half and increase the efficiency from 96 to 98 per cent. The HERIC topology makes it possible to achieve a world-record efficiency of more than 99 per cent. It was a matter of minutes, Dr Heribert Schmidt remembers the day in spring of 2002. To find opportunities for improvement, he had often pondered about the switching plan of an inverter while in his office at the Fraunhofer Institute for Solar Energy Systems ISE in Freiburg, Germany. A sudden flash of inspiration and a solution that was ingeniously simple came to his mind. He immediately went to get an inverter from the laboratory, laid a few new strips and installed two additional semiconductor switches. “Then it required only a little bit of work on the controls and we already had the proof!” is how the electrical engineer, who holds a doctorate in electrical engineering, described the revolutionary step in brief. “The losses could be halved and the degree of effectiveness could be increased from 96 to 98 per cent,” Schmidt said. After the solar generator, the inverter is the second key component of a grid-linked

Dr.-Ing. Heribert Schmidt invented a new circuit for the inverter. He achieved a world record for inverters with his HERIC topology

photovoltaics system. Solar modules generate direct current. If the current is to be fed into the public grid, then it must be converted into grid-compatible alternating current. The inverter handles this task. Single-phase feed inverters consist of three essential parts: the buffer capacitor at the input, which provides intermediate storage for the direct current from the solar generator; the inverter bridge with four semiconductor switches that chop up the direct current by rapidly switching on & off

and as a third component, the inductor at the output that converts the alternating current into a perfect sinus current. Schmidt knew that a large portion of the losses are caused by the return of current between the output inductor and the input capacitor. The question therefore was how to prevent this. “That is easy,” he said, adding, “If I decouple the capacitor and the inductors completely from each other at certain intervals, then it is impossible for a return current to flow, and electro-magnetic disturbances cannot occur at the input as a result of voltage spikes.” He immediately had his invention patented as HERIC topology and began to develop a new series of devices with the SUNWAYS AG in Konstanz, Germany. Experts were astonished and awards & recognition followed suit. “By far, the best device in this performance category,” he said. In the meantime, an encompassing patent has been awarded to the basic idea and the Fraunhofer-Gesellschaft is in negotiations with additional licensees. The director of the institute, Prof Eicke Weber, emphasises, “In 2009, a world record of more than 99 per cent efficiency was set for inverters.”

DÜRR BUILDS PAINT SHOP FOR AUDI IN GYÖR, HUNGARY ürr is building a paint shop in Hungary for Audi AG. The plant at Györ offers the highest quality at low operating and energy costs. The volume of Dürr’s share amounts to almost Euro 60 million. The well-proven RoDip M rotational dip coating is used in pre-treatment and electro dipping. The rotational movement of the car bodies thus allows inclined sections at the entrance and exit of the dip tank to be eliminated. The consequence of this, in addition to space savings, is reduced consumption of energy and chemicals due to smaller bath volumes. The spray booths in the primer and topcoat areas are equipped with an innovative EcoDryScrubber spray booth system for dry separation of wet paint overspray. This system, which requires no water and chemicals, saves 60 per cent energy through air recirculation and the paint booth’s cross-section is reduced by 35 per cent. In 40 painting lines on four continents, this

technology is already being installed or work on them has already begun. Interior and exterior painting with primer and topcoat is fully automated with robots. The seven painting stations are equipped with 31 type EcoRP L133 painting robots from Dürr and 21 type EcoRP L033 or EcoRP L030 handling robots. Paint application at the painting stations is performed using the latest electrostatic atomiser generation from Dürr – the EcoBell3. Before applying the primer and basecoat, the car bodies are cleaned in two cleaning stations by six EcoRS60 robots with sword brushes. Dürr’s scope of delivery in this contract also includes the process control system as well as the internal conveyor technology complete with the associated electronics. In addition, Dürr is responsible for the overall coordination of the project. Starting in 2013, Audi will paint up to 1,25,000 vehicles per year in this plant.

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Dürr is a mechanical and plant engineering group that holds leading positions in the world market in its areas of operation. It generates a good 80 per cent of its sales in business with the automotive industry. It furthermore supplies the aircraft, machinery, chemical and pharmaceutical industries with innovative production & environmental technologies. The Dürr Group operates in the market with three divisions. The paint and assembly systems division supplies production and painting technology, especially for car bodies. Machinery and systems from the measuring and process systems division are used in engine and transmission manufacturing and in final vehicle assembly, among other areas. The third division, clean technology systems, is focussed on processes to improve energy efficiency and on exhaust air purification. Dürr has 48 business locations in 21 countries worldwide.

CUTTING-EDGE SOLUTIONS

ENERGY RECOVERY SYSTEMS

A GREAT TOOL TO SAVE ON ENERGY Environmental sustainability has been taking centre stage these days in every discussion. Mitigating the impact of climate change, companies are innovating ways to conserve energy. In this line, Atlas Copco has come up with a unique energy recovery system that is specifically designed to transfer the energy recovered from air compressors to the customers’ process. A properly designed heat recovery unit can recover from 50-94 per cent of available thermal energy (as low grade heat) to heat air or water (up to 90°C or 140°F). Pre-heated water can be used in the application process to reduce the use of traditional energy sources reducing the amount of CO2 emissions. ompressed air is one of the the hot water energy recovery system of barriers against bacteria are commonly most important utilities for an the compressor can provide substantial employed in these manufacturing units. The industry. It is also one of the energy savings. heat energy recovered from the Atlas largest consumers of energy. The chemical industry and refineries are Copco air compressor contributes to a Therefore, any savings made in compressed major users of steam. Some applications higher bottom-line. air systems have a significant Colouring of fabric makes impact on costs and on the use of considerable volumes of environment. While compressed hot water at air systems in general account 80-90°C. The energy recovery for about 10 per cent of total systems of Atlas Copco’s industrial electricity consumption, compressors can directly offer this can amount to as much as the hot water to the process. 40 per cent of the electricity bill For yarn and fibre treatment, for certain plants. steam is used for heat-setting The way to achieve the man-made fibres to achieve highest energy savings is to dimensional stability, increased recover wasted energy through volume and wrinkle & radiation losses by the use of temperature resistance. heat recovery systems. As much Significant volumes of As much as 94 per cent of the electrical energy used by an industrial air compressor is converted as 94 per cent of the electrical compressed air are used in the into heat and loss through radiation in the compression process energy used by an industrial air wood pulp and paper industry. are thermal steam crackers, which require compressor is converted into heat and loss Vast amounts of steam are also used in the highly superheated steam at typically 40 bar. through radiation in the compression industrial processes. Typical applications are Re-boilers and stripping employ superheated process. The remaining six per cent is bleaching, digesters, pulp machines and medium pressure steam at typically 10 bar. converted into compressed air heat losses. black liquor evaporators. Heat tracing and other applications require Committed to ‘sustainable productivity’ is Steam is used for humidification since it superheated low pressure steam at typically Atlas Copco’s brand promise. This is a is clean and inherently sterile. Clean room 2 bar. In some processes, a great deal of hot promise to ensure reliable, lasting results humidification in electronics assembly, in water is recovered after the steam with a responsible use of resources – chip manufacture and in pharmaceutical condenses. Hot water from compressors is human, natural and capital. Increasing industry is a common practice. Since this productivity is the foundation for steam is used as a utility, all of Atlas Copco’s business The way to achieve the highest energy savings is to continuous replenishment water activities. In view of this, Atlas is required. Hot water from the recover wasted energy through radiation losses by the air compressor can pre-heat the Copco has been innovating use of heat recovery systems. energy-efficient compressed air replenishment water, and solutions for many years. consequently, reduce the energy used as make-up water to supplement the consumption of the steam boiler. FUNCTIONALITIES losses. Highly superheated steam (typically 40 Hot water recovered from the compressed Large amounts of steam are used in the bar) is used for motive applications such as air system can be used for many process pharmaceutical industry and in manufacturing steam turbines. Turbines are used as prime applications. Hot water and steam are used processes. Fermentation temperature movers for captive power generation and in many dairy processes. Steam is commonly control, drying and sterilisation processes for several machines. Pre-heated boiler used for pasteurisation, scalding, cleaning are part of the daily routine of the feed water reduces fuel consumption in and sterilising cooking vessels, drying pharmaceutical industry. The clean in place boilers, thereby resulting in significant products, etc. In larger dairies, huge (CIP) cleaning method, sterilisation in place savings. amounts of hot water and steam are (SIP), direct contact sterilisation in Courtesy: Atlas Copco required in continuous processes. Here, bioreactors & fermenters, and steam

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SENIOR DIRECTOR, KRONOS INC

Interview ‘Management Should Encourage The Process Of Learning And Celebrate Victories’ Gregg Gordon, Author & Senior Director, Industry Marketing, Kronos Inc. .............................................58 PRODUCTIVITY-GROWTH MANDATE: Are We Up For The Challenge? ....................................60 BUILDING INDIA’S COMPETITIVENESS: Aligning Future Strategies Around Productivity ...........66 MERGERS & ACQUISITIONS: Understanding The Mechanics Of Mergers ....................................72 PERSPECTIVE & PROSPECTS OF INDIAN MANUFACTURING: Bridging The Great Manufacturing Divide .......................................................................................................................80 GROWTH DYNAMICS OF INDIAN ECONOMY: All Set To Take Off ..........................................84 21st CENTURY SMART MANUFACTURING: Smart Solutions To Resolve Manufacturing Complexities ..............................................................................................86

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SENIOR DIRECTOR, KRONOS INC

Management Should Encourage The Process Of Learning And Celebrate Victories “When employees see that the management is committed to their wellbeing and success, they will return that loyalty with hard work and great new ideas,” observes Gregg Gordon, Author & Senior Director, Industry Marketing, Kronos Inc., during an interaction with Prerna Sharma. Excerpts…

ONCEPTUALISING THE BOOK ‘LEAN LABOR’

During my travels, I began seeing manufacturers applying lean techniques to the workforce that they had learned from improving the management of material and machines. Their approach was to improve people performance & shorten lead times and thus, improve customer service. By making these labour improvements, they were able to become more competitive without having to reduce headcount. I documented these ideas and filled in the gaps to create the concept of ‘Lean Labor’.

BEST PRACTICES TO GO LEAN There are several critical factors in making a lean initiative work. First is the clarity of purpose. If employees are not clear about what goals the management seeks to attain, it will be difficult to achieve success. Second is arming employees with the right skills and tools to provide direction. Most lean concepts are almost common sense, but a

little training can save a lot of experiential learning. Finally, realise that there will be some mistakes and false starts. The management should encourage the process of learning and celebrate victories.

WAYS TO DEAL WITH LABOUR PRODUCTIVITY There are four ways to improve labour productivity. Move production to a location with lower wages, automate the process & remove the labour costs, reduce wages or increase the level of production with the existing workforce. The first three, while proven to be successful, stifle the one differentiator that all companies potentially have; and that is the ability of their workforce to innovate. When employees see that the management is committed to their wellbeing and success, they will return that loyalty with hard work and great new ideas.

CASE STUDIES YOU CAME ACROSS WHILE WRITING THIS BOOK One of the fundamental premises of this

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book is that the concepts are proven. I was proud to be able to document these in the book and name the people and companies that achieved these successes. The successes have ranged from reducing wasted payroll, to improving labour utilisation to reducing medical insurance costs. What has been even more gratifying is that as people read the book, they are letting me know about the successes that they have achieved in their own companies. The challenge for companies is to be able to string together a number of successes that build upon each other. That is the message I have tried to convey in the book.

MAINTENANCE MECHANICS The objective of maintenance is to make sure that equipment functions properly and ensures peak performance. Ideally, this should be driven through scheduled maintenance with the occasional need to fix equipment that unexpectedly shuts down. Workforce management can play a role in helping achieve those goals by delivering accurate raw data. While many machines

SENIOR DIRECTOR, KRONOS INC

have programmable logic controllers (PLCs) that capture information about the machine’s uptime and downtime, there are an equal number of machines that do not have the PLCs and required manual data collection. As a result, companies capturing data manually do this through their workforce management system. Compounding the complexity of collecting maintenance data is the number of individuals providing maintenance to equipment. Some manufacturers have trained production operators to also provide maintenance on the line for small issues. This practice also tends to have lower labour costs as production operators are typically less skilled and have lower wages than a maintenance mechanic. By tracking both direct and indirect positions in one system, the number of software applications on the production floor is reduced, training is simplified and the data resides in one database.

YOUR PERCEPTION ABOUT INDIAN MANUFACTURING VIS-À-VIS OTHER COUNTRIES, ESPECIALLY CHINA Each country has its strengths and weaknesses, which are difficult to describe

in a paragraph. India has done a number of things well. It has a balanced economy that is comprised of both, internal consumption and exports. It has proven that it has the capability to educate its citizens and create world-class companies. In my opinion, its key priority in terms of the workforce will be to extend the benefits of this success to the balance of the population. As a result, India will be rewarded with a world-class workforce and a middle class with the wealth to drive its economy forward.

MOTIVATING WORKFORCE While people are complex, their behaviour is simple. When they understand how they stand to benefit, a positive change will occur. The challenge is that the case is different for everyone. In general, it is a combination of increased salaries, employment security, recognition and better working conditions. But the challenge for the management of a manufacturing company is to determine the right mix for their company and create a situation that provides a path for its employees to achieve those goals.

FIVE CRUCIAL MESSAGES YOU HAVE TRIED TO CONVEY

THROUGH ‘LEAN LABOR’ The following are the five crucial messages I have tried to convey in “Lean Labor’: Improving value for a customer means more than just lowering the price. Improved quality, shorter lead times and better customer service all justify higher prices, which, in turn, can be used to ease the pressure on wage reduction. If labour costs must be reduced, there is often a significant amount of wage costs that can be eliminated without shrinking customer value or eliminating jobs. In a commoditised market where unit cost is a major factor, look for reasons other than wages that are driving up labour costs. Late material deliveries that require a shift to stay late is a prime example. While labour on the production floor is easy to measure and is therefore, often the focus of a study, a significant amount of labour cost and waste is sitting in the back office. Understanding the actual cost of processes versus what financial reporting systems often lead to significant insights about the profitability of products and customers.

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PRODUCTIVITY-GROWTH MANDATE

ARE WE UP FOR THE CHALLENGE? The concept of glocalisation is doing wonders for countries. On one hand, it aids in capturing the global market, while on the other hand, it inspires companies to cater to the growing domestic demands. With changing global dynamics, businesses need to think smart and act smart. But in this race, companies cannot just focus on enhancing their top line and bottom line growth. They have to strike a cord between productivity & growth to fructify the myriad of opportunities. Are Indian companies up for the challenge? PRERNA SHARMA

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PRODUCTIVITY-GROWTH MANDATE

he rules of the game have changed and, that too, quite dramatically. In such a scenario, manufacturers need to figure out their competitive streak and build on it to sustain and survive the pressure of adversities. In its race to become a global manufacturing superpower, India not only needs to win the battle from its immediate neighbour China, but also needs to outwit the so-called developed world as well. Once again, productivity, the forgotten factor, is being heralded as the essential weapon in the global battle for private sector growth and profitability. While developing countries can still bank on increased population levels to survive in the competition, manufacturing in the developed countries now needs to drive substantial and ongoing productivity gains in order to stay ahead. And looking at India’s domestic growth, this raises India’s bar by one notch. The only way to cling to the competitive advantage is to force more value from fewer resources in new ways, and this imperative goes beyond the traditional views of productivity as a measure of labour output. Justifying these thoughts, Ashok Pundir, Professor (Operations Management) and Associate Dean, National Institute of Industrial Engineering (NITIE), avows, “Since most of the Western markets are on the verge of saturation, many MNCs are concentrating on developing countries. The golden equation that drives all business is ‘Profit = Sales – Cost’. Growth can be achieved either by increasing the sales or by decreasing the cost. Productivity reflects the cost aspect of the business. Growth is directly proportional to profit.” “However growth does not depend only on productivity. Especially for growing markets, sales and marketing play a very vital role. Along with that, product innovation to meet the changing requirements of the customer is very essential for any business to sustain in the industry,” he adds.

STRIKING THE RIGHT BALANCE Is striking a balance between growth and productivity an easy task? Of course, not! Dr Shubhrangshu Barman Roy, Director, Chief Consultant & Mentor, Lean India Consulting Group is of the view that both, growth and productivity have to co-exist if an organisation has to survive. Striking the

right balance is not enough in today’s competitive world. Organisations cannot rely only on growth to become productive. Productivity and growth are the pillars of sustainable profits. Productivity is a journey and not an event. A constant focus on productivity will yield excess capacity which, in turn, will generate more business and subsequently result in growth. But merely being in the growth phase does not mean that there is no need to improve on productivity. This is because when a company, which does not focus on productivity, hits a downturn, it eventually ends up firing the ‘extra’ people that were hired. It is easy to improve on quality and reduce lead time, but to improve productivity (output & input), there is a need to focus on changing systems, behaviours, working methods and rules of work, which is not a part-time job. Roy adds that being productive will also ensure that we keep our capital costs low. However, we need to be sure about one thing i.e. automation without process improvements or eliminating non value-added work will only add to costs and make us more unproductive. The basic focus of organisations should be two pronged – growth and productivity should be ensured simultaneous and not in isolation. Organisations are moving towards robots to do the job without making any process improvements. However, they have come to realise that all that they have done is added to their maintenance cost and increased repair time. Therefore, it is essential to keep doing productivity improvements and look for simple automation. As Henry Ford said in 1926 in his book ‘Today and Tomorrow’— “My focus is on increasing the wages of my employees, but, at the same time, reducing

the cost of the final products. This means that I need to be more productive, by using lesser people, and, at the same time, sell products at a lower cost, which, in turn, will ensure growth’. Seconding this thought is Lalit Pahwa, CEO – Auto Products, Escorts. “Productivity measured in terms of labour output or in financial terms is still very low in many sectors of the Indian economy. This is due to several reasons such as labour force skills not matching the demands of the manufacturing industry, cost of capital and infrastructural inefficiencies. All these factors drive down productivity and increase costs. However, we, as a country, have been able to live with these problems, due to the massive growth impetus driven by the growth of large developed economies and our own double-digit growth in manufacturing and services.” Giving a global perspective, he adds, “As the developed economies have started to cool off and inflation seems to impact all economies, it is imperative that we respond to the issues of increasing costs, dwindling market shares and low margins by increasing productivity at a pace higher than the combined effect of the negative factors.” Delving on the productivity enhancement process deployed at Eaton, Raja Kochar, MD – India, Eaton Corporation, informs, “Sustainability has always been at the heart of Eaton’s products. Today, everything we do is designed around that philosophy. Right from assessing the customer’s requirements to designing and manufacturing of a product, we follow processes that help us to achieve the highest possible results in all stages.” Elaborating on the process, he adds, “During the design phase, we use DFSS (Design for Six Sigma), DFR (Design for Reliability), DFE (Design for Environment),

Areas of focus that could yield substantial productivity gains… Supply chain Administration/support processes (HR, maintenance, finance, etc.)– They, at times, are the biggest bottlenecks along the improvement journey Value stream process focus, rather than function focus Demand planning and scheduling process Shop floor process improvements Internal customer/supplier service level agreements (SLAs). Inputs by Dr Shubhrangshu Barman Roy, Director, Chief Consultant & Mentor, Lean India Consulting Group

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PRODUCTIVITY-GROWTH MANDATE

LCA (Lifecycle Assessment). These are a set of sophisticated tools and methodologies, which instill excellence into the product development process to develop robust and successful products that will exceed our customer’s expectations in today’s competitive market. They also help to drastically reduce time to market. In the manufacturing stage, we use lean manufacturing for eliminating waste and improving the efficiency of our processes. Some of the widely used lean manufacturing practices at Eaton are Value Stream Mapping, 5-S, Standardised Work, Error Proofing, TPM (Total Productive Maintenance), Set up Reductions, CFM (Continuous Flow Manufacturing). Above all, we have Eaton Business System (EBS), which is the embodiment of our integrated operating company philosophy. All these processes help us achieve the right balance

problems every day’. Till the time, we solve the same problems, we are not really moving ahead. Manufacturers cannot expect to spend 20 per cent of their time in improvements and expect 100 per cent improvement. There has to be a mechanism to drive this theme across the organisation, which needs to be led by the top most person of the organisation. According to Pahwa, in a stable (moderate growth) market situation, driving productivity is the only answer to sustain growth. In that sense, both productivity and growth and interlinked. In situations where the markets are shrinking or displaying decelerated growth, improvement in productivity is the only way to stay afloat. The key drivers to improve productivity are better people skills, application of IT to manufacturing problems, and above all, innovation in products and processes.

The application of technology to enhance value to the customer is a compelling proposition, which has delivered results for many companies across the world in multiple sectors, and we are not yet there. With the frontiers of technology moving ahead with every passing day there are new opportunities opening up where companies can leverage technology to enhance value to their customers and thus protect their profits and market shares in the short-term, while creating a sustainable competitive advantage in the long-term. Lalit Kumar Pahwa, CEO – Auto Products, Escorts between productivity and growth in today’s competitive environment.”

DRIVING AGENTS It is now an established fact that one needs to focus on productivity to gain a sustainable lead from its counterparts. There are several hidden obstacles that one needs to address if they seek to call themselves smart manufacturers. Commenting on the same, Roy opines, “The only driving force is ‘Complete hatred for WASTE’ (any activity, which only adds cost and is considered of no value by the customer). Once CEOs & CFOs understand this philosophy and move away from traditional thinking and accounting procedures, there is no stopping any organisation.” While offering tangible solutions, he suggests that there could be several ways to eliminate waste & cost and one of them is productivity improvement. Manufacturers need to respond by making continuous improvement. The big idea is that manufacturers should understand that they need to move towards solving ‘different problems every day’ from ‘solving same

Adding a different perspective, Kochar, says, “In today’s competitive environment and continuously changing market dynamics, the driving forces can vary from time to time. However, the key to sustained growth and development is not only to deliver products and solutions that meet customer requirements, but also to exceed their expectations. Manufacturers need to constantly find innovative ways to improve R&D processes, implement value mapping systems, thus enabling them to arrive at the right products within minimal time.” According to Prof Pundir, there are two main forces that are driving the productivity growth mandate. The first force is the stiff competition in the market. Any company that is more efficient has an edge over its competitors. Almost all the Indian companies had to change their way of doing business after the entry of the more efficient multinational companies. The companies who could not improve found it difficult to survive. The second force is the limited resources on the planet. With increased consumerism, there has been increased pressure on all to run their business

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sustainably. Today we are consuming at a rate faster than what the Earth can replenish. It is the responsibility of one and all to use resources judiciously. Most companies in India have taken some initiatives in this direction. For example, companies like Unilever, Marico & Pepsi are helping farmers increase the output of their farmland. New ways of manufacturing are being developed to reduce the consumption of various resources. But there is still a long way to go. Apart from these, some of the other crucial driving factors according to Suzanne Lee, Director – Strategic Marketing (Industry Automation Division), Siemens Industry Inc. are: Continued volatility in material costs and customer demand Leading this uncertainty will be carbonbased fuels, which remain the world’s predominant energy source and will remain so, for some time, until alternative energy infrastructures are solidified. Manufacturers consume more petroleum and natural gas than any other sector as both fuel for their asset-intensive processes and as components in their products. Expanding urban areas will consume massive amounts of basic commodities such as metals, plastics, construction materials, etc. – a reality certain to ensure continued volatility. Simultaneously, as global competition intensifies, so will consumer demand; as companies enter new markets, the variability of regulatory requirements increases. Manufacturers will need to respond with more specialised products and services without compensating for price increases. With uncertainty on both the supply and demand sides of the equation, producers will need to be much more flexible in planning and deploying assets. Even with advanced business intelligence tools, producers have struggled with accurately forecasting and planning for demand on a consistent basis. This balancing act will become even more difficult. Increasing sustainability requirements The pressure to protect the environment and reduce waste will increase. Businesses are under pressure from customers, partners, employees and shareholders to reduce their carbon footprint and use natural resources more efficiently. This is causing a fundamental shift not only in the way companies make their products, but also in the way they brand and market themselves.

PRODUCTIVITY-GROWTH MANDATE

An aging industrial infrastructure Just as the industry is seeing a mismatch of available labour and skills requirements, it is finding that other production assets – plants and machinery – consume too much energy, require expensive upkeep, lack advanced features & capabilities, and do not support flexible production requirements.

POTHOLES ALONG THE WAY The challenges in the path to productivity enhancement are many. Raw material volatility, transportation & utility infrastructure and cost optimisation are still going to be at the top of the agenda. Roy adds, “New and, often, unexpected threats make today’s business environment much more difficult and complex. At a high level, the ongoing evolution of globalisation brings both, blessings and curses i.e., companies have greater access to new markets and resources, but the resulting interconnectedness makes them more vulnerable to economic, political, natural disasters and other risks.” Globalisation also increases competition, which puts pressure on producers on all fronts. For Roy, the biggest roadblock, especially in India, is the ‘excellence crisis’, the ‘Indian’ approach to solving problems and our acceptance standards as compared to global standards. We have factories & offices, which look great from outside but are full of dirty shop floors, broken processes (red tapism), bad policies, poor standards and absence of excellence, poor working conditions, etc. We only want to look good in numbers. We need to understand that profits are delivered by processes and processes are run by people.” This prosperity that we see in India will not last long if we focus only on results and not on the process. We need to move from Indian excellence to achieving global excellence. The biggest roadblock is always the thought or principles that we carry, which, in turn, drive our behaviour and actions. To be ready for the future, we need to change the way we behave and work. Doing the same things over and over again and expecting different results is insane. Terming skill set as one of the biggest roadblocks, Pahwa informs that the key issues are people skills and competencies, which can be addressed by a comprehensive thrust on training, capacity building and vocational education. These have to be done at the organisational, state, industry and at national levels. The other key factor

is infrastructure, which has been the subject of discussion and debate for over a decade now. While the government and other stakeholders realise the importance of this key factor, the movement in developing infrastructure has been slow and still lags the need in many sectors. The other area is reforms like the implementation of GST, introduction of DTC, rewriting labour laws to protect labour interests and provide flexibility to employers, streamlining the land acquisition process and effective implementation of environmental laws & quicker clearances, which lead to lower transaction costs, higher transparency, better governance and higher employment. One area that has huge potential for improvement is the supply chain. Though India has many shortcomings in terms of infrastructure, the main reason behind the poor supply chain in the country is because it has been neglected for decades. But now that it has started grabbing eyeballs, the future looks bright. Prof Pundir feels that the most critical roadblock in the path of success is to ensure

compulsory for continuing the business. One of the major reasons for the Indian economy’s ability to counter the slowdown was lesser dependency on the US and European markets, India itself being on the driver’s seat of the demand. The same may hold true for the future as well. According to Kochar, recession puts lot of pressure on the product cost and the business cycles. While the impact on revenues and profitability during such times is understandable, one of the biggest challenges that a company might face is in the area of R&D activities. Companies must remain technologically competitive to survive in today’s business environment and spending on research & development is one way to accomplish this. If a company is spending on R&D and is able to capitalise on that research, that will definitely pay off in the future and help in placing the company ahead of competition.

TECH INVESTMENT Technology will be essential to drive this mandate, but significantly, leaders must be more engaged with the technology. No

CASE STUDY General Motors (GM) was able to realise a ‘weeks-to-hours’ reduction in line change and transmission build dynamics at its Toledo, Ohio, powertrain plant. How? This was possible through Flexible Assembly Configuration Systems (FACS) and Siemens control and communication. GM was able to flatten engineering costs by standardising on the hardware, software and communication protocols used. As George Jewell, Engineer, GM stated, “From our first installation in Ramos Arizpe (Mexico) to this Toledo plant, we have seen great results, with activities that took months reduced to weeks and what took weeks reduced to hours. There is less ramp-up time, plus the changeover and line-balancing upsides are already proving that this was a beneficial investment.” the sustainability of a business. “Now a successful company cannot simply remain idle. It needs to evolve round the clock to tackle global competition. Emphasising on innovation and R&D at strategic level can be the key. Environmental sustainability is gaining utmost importance. All the stakeholders, specially the customers are more environment-centric now, so companies have got a new green dimension to think on,” he says. This green business philosophy is further encouraged by various national and international norms being consistently introduced. Fulfillment of these norms is

longer can managing technology be relegated to specialists. Already, companies are underutilising technology investments, thus leaving significant benefits untapped. This is not a model that will survive in the asset-poor, customer-dictated future of manufacturing. As per the recent research by IndustryWeek & Siemens, manufacturing leaders who do not elevate technology investment to a top-level strategy to drive productivity growth will simply not be able to compete in this or the coming decades. Kochar believes that CEOs are the frontline leaders who are entrusted with leading and growing the businesses in a

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PRODUCTIVITY-GROWTH MANDATE

country or a region. One of the most important aspects of the CEO’s role is that it encompasses every facet of the organisation, from marketing to operations, from human resources to finance. Therefore, any candidate for the top job must be both, comfortable and credible when it comes to leading those responsible for each function in the organisation. Technology, be it in manufacturing or anything else that is being employed by the organisation is an important cornerstone of the foundation. Having a deeper understanding of technologies can add value in today’s highly competitive and change business environments in terms of upgrading the technology in products and solutions and driving innovation efforts with changing market dynamics. Developing new, value-added products and services for customers is critical for companies to sustain leadership and drive future growth. At Eaton, leaders are intensely involved with leading technologies and the innovative practices that go into developing new products and services. High-value products translate into a competitive advantage. So, having a deeper understanding not only enhances business prospects, but also helps win the confidence of customers and stakeholders. Roy is of the view that just investing in technology to drive the growth of productivity will not help unless we have sorted the process out and removed all non-value added steps from the system. If we invest in technology without improving the process, we would have automated waste. Technology should be simple and easy to handle. A general observation is that, it is easy to get technology but 100 times more tough to live with it, if we have not figured a way out to understand the process we want to automate. Most organisations, which have implemented ERP solutions, struggle today to live with it and hence, have devised ways to skip it and get the job done. What is the use of such a technology? For instance, safety sensors are bypassed on the machines because apparently it increases cycle time or ERP is manipulated to ensure dispatch of products, etc. So, the question we need to ask is ‘why do I need technology?’ And then ask ‘Do we have an optimised process, which we need to automate?’” Technology is available for all, then why is it that only a few have been able to exploit it to the maximum? That is the question we need to first ponder over. Technology is an

enabler to create value, and so, it needs to be used that way. Robots can build products, but robots cannot build quality all by themselves. So, if we do not understand the process, which will deliver quality, it would make little sense to install a robot and get the job done and think we are productive. Leaders need to understand that before adopting a technology, they should make sure that they have hit the highest level of improvement in the current process.

FOCUS POINTS FOR MOVING FORWARD For leaders, the productivity-growth mandate could be daunting, with no clear pathway for moving forward. Start with your customers. Their needs and wants should make way for the next steps, but be careful not to assume your company already has this knowledge. Often, customers themselves are unaware of available solutions or hidden opportunities and need help to unearth them. By investing in advanced engineering tools, virtualisation, social media and other technologies that increase the velocity & effectiveness of established communications networks, manufacturers can tap a constant flow of feedback and dialogue. This information flow will reveal gaps that can be closed with process technologies, keeping in mind that customer needs and wants will need to be mirrored with your own company’s strategic goals, including: Time-to-Market: Being an early provider or early adopter of new technology is proving to be one of the most effective ways to increase revenues and gain new customers, but this is an area that needs improvement. Often, a manufacturer’s R&D centres are located at standalone locations away from headquarters and plants. A faulty communications infrastructure certainly could slow new product development. Higher Quality/Lower Cost: Driving down costs while making better, more specialised products will require investments in technologies that support repeatable standards in production such as robotics, remote sensoring and process-control equipment. Better Plants: Throughout the manufacturing sector, older plants are still in use, although they are not as efficient as possible. Building new, right-sized plants is not always an option,

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but upgrading existing operations can improve velocity & throughput, lower energy costs and provide for more flexible production planning. If a manufacturing company improved in these areas alone, it would be better able to meet future challenges and build an enterprise-wide focus on productivity growth. Kochar opines, “The key focus areas that can yield substantial results in the long-term in today’s business environment are fuelling growth and innovation, retaining cash and increasing profit margins and decreasing costs through quality & processes.” Citing the example of Japan, Prof Pundir adds, “The growth of Japan was mainly due to their efforts on waste reduction and quality improvement when no one else was concerned about it. Productivity means doing more with fewer resources. In this world of price wars and stiff competition, any kind of waste is undesirable. For the sustainable growth of business, it is high time that businesses focus on productivity. Except for monopolies, it is very unlikely that any business low on productivity will be able to sustain in the long run.”

ACHIEVING THE SET GOAL The only way to remain competitive is to dramatically increase productivity through innovation. This will require strategic investments in both, intellectual and capital resources, to spread innovation throughout enterprises in processes as well as new product development. Clearly, productivity is the engine that will drive continued growth at all levels of the global economy – macro, micro and local – and the most successful participants in that economy will be the most productive. Get used to thinking about productivity as a challenge that cannot be handled in silos. An enterprise-wide approach means increasing productivity holistically within and among plants and functions. Leading companies have realised that when productivity growth is elevated from a metric to a strategy, it begins to drive other competitive benefits that are tied directly to revenue and profitability improvement – the only way to build long-term viability in an unpredictable and highly competitive global marketplace. Inputs and lead image courtesy: IndustryWeek & Siemens report on Productivity-growth Mandate (Webinar)

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In the heightened competitive markets, manufacturing companies not only need to drive their top-line & bottom-line performance but also work on the productivity matrix. Once this happens, companies will successfully be able to align their future strategies to demarcate themselves from their counterparts. The real game changers in this regard will be breakthrough innovations created by companies. he increasing globalisation in developing countries will shatter the walls between various markets of the world and the whole world will become a single market with numerous players. Hence, it is essential that business management thinks keeping in mind the global as well as local perspectives. While global thinking will look into the cost & technological front and offer companies a competitive advantage, the importance of local thinking cannot be eradicated, as customers will always look for a local flavour. Traditional roadblocks will further amplify their effect and scarceness of resources is further going to take a leap. Hence, productivity enhancement holds a very prominent position.

PRODUCTIVITY GROWTH DRIVERS The growth in productivity has caught the attention of most organisations, especially those that are involved in manufacturing practices. While increased constraints on resource availability has a direct effect on the bottom-line of a company, one cannot

discount the significant role that technology plays in enhancing productivity. With most manufacturing plants following a lean philosophy for reducing seven types of wastes present in the system, the use of technology becomes all the more indispensible. ERP systems like WMS, material planners, network optimisers and IT-backed practices like CPFR, electronic data interchange, etc., have bridged the gap between planners, suppliers and machine operators. The integration of all the machines with systems has led to a better planning process, thereby enabling the production of what is in demand in the market. But before setting up a manufacturing base, manufacturers invest in advanced real-time simulation facilities to test if the plant can withstand all the possible conditions. Advanced CNC machines are now being used for machining purposes to increase the utilisation rate of raw material. This improves the quality of the final product as compared to manual operation and eradicates the time, effort & resources needed for reworking on a product due to quality-related issues. Various poka yoke set

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ups are present throughout a manufacturing location. Automation with least manual intervention has resulted in taking the maximum out of a plant. The tracking of products right from the assembly of raw materials to the final dispatch through latest RFID implementations has added a new dimension to productivity enhancement through technology. Apart from the improvement of productivity by machines, technology-enabled ergonomics, training & development, recreation, work environment and work measurement are other areas that are being emphasised on to boost the productivity of operators working in a facility.

THE NEED FOR A DEEPER UNDERSTANDING OF TECHNOLOGIES Most of the greatest entrepreneurs have been technically sound. If a companyâ&#x20AC;&#x2122;s CEO does not have a deep understanding of the technology, which his firm is using, then his vision might go off track while implementing the technology. I think if one has a deep understanding of the technology, then he or she can have a vision on how this technology

BUILDING INDIA’S COMPETITIVENESS

is going to change the future in a Apart from the improvement of productivity by machines, goods right on time and must broader as well as finer thus be incorporated into the technology-enabled ergonomics, training & development, productivity movement. perspective. A CEO not having recreation, work environment and work measurement technical understanding might be able to expand the business, are other areas that are being emphasised on to boost MANTRA TO SUCCEED The power of technologies change the work culture and the productivity of operators working in a facility. present in today’s world needs tighten the management to be extracted and implemented reporting, but the day his AREAS OF FOCUS throughout the links. Global thinking for competitor comes out with a better Enhancing productivity cannot be sourcing is mandatory as it has a major product, he may fail to protect the undertaken simply as a project in any impact on input costs. Inside a manufacturing company’s share. Look, for example, at the organisation; it is a philosophy that needs to location, lean philosophy has proved its cases of Steve Jobs, Sam Walton and Jack be pondered over and requires the transformational powers, like in case of Welch. They all had strong technical involvement of the entire organisation – countries like Japan, by utilising simple yet backgrounds. Had Bill Gates not been a right from the workers at the plant level to powerful techniques. One cannot discount programmer and law prodigy, he would not the top management. Here, two aspects of the significant role that technology plays in have figured out the potential of propriety productivity viz., systems and humans need enhancing productivity. By optimally using software. He claimed that software is an to be concentrated on. Both these aspects technology, organisations will not only be intellectual property and it belongs solely to should simultaneously be taken care of able gain a competitive advantage, but also the developer. No one else has the rights to without ruling out the potent role that to be at par with their competitors. This is redistribute it for free. This insight led to the innovation has to play. Innovation is going to the right time for organisations throughout creation of a firm that became the first play a crucial role in future. The power of the world to inculcate the same; not only to enterprise in the world whose stock innovation is clearly visible in companies like gain a competitive advantage, but also to be exchange value has exceeded the half Apple, which are still witnessing growth. at par with their competitors. trillion-dollar limit. Therefore, it is mandatory In order to enhance productivity, for the person at the top of the organisational Ashok Pundir, Professor (Operations Management) companies also need to have a holistic view chart to be a good manager. A technical and Associate Dean at National Institute of of their supply chain. Suppliers, logistics insight about the business will be an added Industrial Engineering (NITIE) service providers and end customers should advantage for his business and give his E-mail: pundir.ashok@gmail.com mutually exchange crucial information and company an edge over its competitors.

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MERGERS & ACQUISITIONS

UNDERSTANDING THE MECHANICS OF MERGERS Even though the financial pundits are not happy with the growth rate that the Indian economy is slated to register in the year 2011-12, but the global markets reflect a totally different sentiment. Having sustained the worst global economic slowdown with least damage, the Indian economy has won the confidence of global players. The resurgent growth of M&As, both inbound & outbound, have been strong drivers of growth for India. But are we on the right track before going for big bang or even string of pearls acquisitions? Here’s attempting to understand the mechanics of mergers & acquisitions to offer a safe and profitable haven for Indian companies abroad and foreign companies in India… PRERNA SHARMA

elcome to the boundaryless world of successful mergers & acquisitions (M&As) where integration dictates and trust overrides market speculations. While the year 2010 must have witnessed some of the long overdue acquisition deals such as Cairn-Vedanta, the staggering deals worth US$66 billion paint a rosy picture for India Inc. Continuing this growth momentum, M&As and private equity (PE) transactions in the first half of the year 2011 touched nearly US$32 billion. Talking about numbers, a total of 1,131 M&A deals were announced in India between April 2010 & March 2011

with a cumulative disclosed value of US$62 billion. FY11 witnessed increased deal value and large billion-dollar deals, despite a reduced number of deals. This can primarily be attributed to a significant rise in valuations in the Indian market due to ascending market capitalisation. This stupendous growth has been led by buoyant optimism among Indian companies, aided by robust growth. Growth through acquisition has become the modern mantra of the corporate world. Setting the tone for the same, Adi Godrej, Chairman, Godrej Group, elaborates, “In the 20 years since liberalisation, the competitive frame of reference for Indian companies has been

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altered. Competition has transformed sluggish inward looking organisations churning out average products into dynamic organisations capable of producing products & providing services at par, and in some cases, better than the best in the world. In this interconnected and interdependent world, competition is an all-pervasive reality. Business orthodoxy will pave the way for a new way of thinking that competes for talent, technology and market share to scale up, manage costs, fill capacity gaps and build brands.” Talking about the shift, he adds, “Businesses will have to think big & fast and transcend geographic boundaries and

industry definition. Once companies establish a scalable model of growth, domestic market absorption of the output sometimes becomes a constraint. Simultaneous dependence upon a single market creates exposure to political and business risks.”

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STRATEGY IN PLACE It thus becomes necessary for Indian companies to consider expanding their horizons beyond the physical borders of the country as a mitigation strategy. A Bloomberg study has forecast that the Asia-Pacific region, especially India & China, will be the most active regions for M&A activities in 2011. According to Godrej, “The continued pace of M&As in the country will be dictated by the pace of economic growth and the optimism we & the rest of the world have in our future. Over the next decade, India is set to achieve a GDP growth rate of over 10 per cent per annum. There has been a spurt in cross-border deal activity, implying that India Inc has not only been capturing the domestic market, but also making its mark globally. “The deal appetite of Indian buyers is evolving and the degree of diversity in the profile of companies venturing out is on the incline. In fact, mid-cap growth companies from India are fast gaining prominence and credibility as global players,” informs Rajiv Memani, Country MD, E&Y. With respect to outbound M&As, Godrej informs, “With India slated to deliver a plethora of opportunities for an Indian company, why is there a need to go global? Going global cannot be a strategy in itself; it should be a part of the larger vision. Translating strategy into action requires companies to narrow down on the geographies and sectors that fit into their strategy and channel all the efforts to maximise the potential within these geographies.”

CRACKING THE DEAL With the Indian deal appetite poised on a strategic high – be it companies’ aspiring to go global or foreign companies looking to acquire market share in India, it is expected that only those who can capitalise on opportunities early will emerge as winners. As per a recent E&Y study, a strong capital agenda at the heart of all strategic boardroom and management decisions is a

counterproductive. Operational freedom allows businesses in new geographies to adapt to changes in culture and trends faster, thus making them more responsive.” It has been a long-term expectation that only those who are able to move quickly will be able to take advantage of the most attractive deals that come to market. A new development in deal dynamics, post the crisis period, is that potential buyers are looking more closely at growth opportunities and valuations based on drivers such as revenue growth rate, future market share and new customer markets. Focus on R&D, as well as new products, services and geographies, has also been enhanced. It has been seen in many cases that the management’s attention gets drifted once the deal is done, but this is the time when it should be focussed on delivering deal value. The true success of the deal lies in making sure that the plans stay on track. Here are the drivers of M&As in India: Resurgence of cross-border deals Nine of the top 10 deals announced in FY11 were cross-border in nature. India clocked 552 cross-border deals worth US$52.4 billion, thus reflecting a significant 84 per cent share of the total deal value in FY11. Inbound deal activity constituted a 6.8 per cent share, while outbound deal activity constituted a 32 per cent share in terms of deal value. The availability of assets, easy access to funds, aspirations to expand horizons in new markets and the race to

The average time required to form a legal entity in different jurisdictions varies dramatically: from 13 days in the UK and 32 days in the European Union through to 6-8 weeks in Belgium and up to 4 months in China. The process in China involves a lengthy registration with the Ministry of Commerce and requires on an average 14 steps. requisite. A recent PwC report states that sustainable value creation is not achieved only by closing the transaction, but by conducting successful joint businesses afterwards. This success is usually elusive and many organisations fail in the process. Several studies have revealed that over 50 per cent of M&As fail to achieve the desired objectives and cause stakeholders & acquirers to lose money and yet, most Indian companies consider M&As as strategic pillars to spread their wings into global markets. This mostly happens because of mistakes in all the three phases of the acquisition – pre deal, during the execution and post deal. The post deal phase, by virtue of its complexity, is probably the biggest culprit. Despite the best intentions, deals often fall short when the time comes to begin translating carefully developed strategy into the right mix of people, process and technology. Instead of generating synergies, the transaction ends up reducing enterprise value. Capturing sustained economic value in a merger or acquisition has proved to be one of the most significant challenges for today’s growth-oriented companies. To this, Godrej informs, “The biggest risk to the success of any expansion into

As M&As in India and out of India continue to grow, there is a legitimate need to put in place a regulatory mechanism without overtly bureaucratising the M&A process. There is also a need to relook at some of our sectoral policies and funding rules to encourage investments in the country without hampering local interest. Adi Godrej, Chairman, Godrej Group new geographies is the risk of the unknown – political risk, foreign exchange risks, supply side risk, etc. The success of companies relies on the skill of the company in managing the challenges that come with operating in multicultural cities. The major difficulty that companies face is the level of integration that they should look to achieve with its existing operations. My personal belief is that too much integration erodes the uniqueness and individuality of new businesses and may ultimately prove to be

secure natural resources have been the key drivers of outbound deal activity from India. Evolving financing trends Capital and credit market conditions have improved and access to financing has become easier than before. Most corporate entities either do not require refinancing of their balance sheets or have done so in the past one or two years. Apart from cash and bank debt, other sources of capital such as convertible debt, private placements and

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MERGERS & ACQUISITIONS

Ideas on how organisations should handle their post merger process for greater chances of success: Quantification and monitoring of synergies: Organisations should translate the strategic intent of a deal into quantified synergy targets. A clear method for ensuring success and a process of monitoring needs to be set in place. Quantification of goals increases clarity and facilitates the integration team in driving the achievement of objectives. Integration planning and management: Investment in creating an exhaustive integration plan is critical. The integration project plan should be detailed and should reflect the inter-relationship of activities. The activities need to be prioritised based on the financial impact, probability of success and timeline requirements. Resources must be allocated and costs budgeted. An IMO must be established to take ownership of this plan and to monitor progress. Speed of integration: M&As rarely fail due to flawed strategy. Rather, failure is most often a result of not executing the strategy in a timely fashion. Integration must be planned to happen quickly and systematically – the period of time between deal announcement and deal close and the first 100 days post close are absolutely critical to realising quick wins and preparing the company to maximise value over the long term. There is no value in delay. Integration cost budgeting: Integration costs, if not monitored, will escalate and erode value. Budgeting of costs and carefully tracking them during the course of the integration process will ensure that the objectives are met. In the excitement of the deal and the complexity of the post deal, the focus on cost is usually ignored. Detailed communication strategy: Different stakeholders will have very different anxieties. Addressing the concerns of each of these stakeholders in a timely manner is key to successful communication. The communication strategy must be developed based on a detailed mapping of all stakeholders. It should provide for frequent communication to all stakeholders affected by the deal at all key junctures of the deal cycle. Involvement of senior management and M&A team: The involvement of people across levels, especially the executive committee, helps drive the integration process and ensure continued momentum. Senior management has to lead from the front by addressing issues and demonstrating that this activity is critical. Further, the involvement of the M&A team helps provide the background knowledge to the integration team – the reason for the acquisition, the objectives, discoveries along the way, etc. Source: PwC report on Post-merger Integration Survey 2010

public bonds are likely to gain traction in terms of funding capital projects. The easy availability of debt and ample liquidity has raised the confidence level of companies. A dynamic approach to integration considers three phases of the acquisition process: Pre-deal planning Value is often not maximised and occasionally, even lost, because of insufficient effort. Focussing on key value drivers

throughout the pre-deal phase is critical. Involving key business functions early can

set the stage for heightened continuity of the entire deal process. Traditional due diligence approaches often place inordinate weightage on the past performance of assets. Instead, deal terms need to shift their mindset towards a forward looking view. A key component of deal value and subsequent integration is focus on synergies. All too often, the focus is obvious cost synergies rather than taking a holistic approach to determine untapped hidden upsides from all sources, including tax. To gain competitive advantage, value needs to be identified early, often with limited information. Day One Readiness The deal is now closed. The integration honeymoon is over. There is no such thing as ‘integration honeymoon’. Maximising value realisation starts before Day One and failure to be prepared for Day One will result in lost value. Work on the development of an integration roadmap must begin long before a deal is completed. In practice, there is no clear line of demarcation between where pre-deal planning ends and Day One execution begins. What this implies is that companies need to decide how much actual work must be completed before closing a deal and how much will commence on Day One. Transaction value assessment To enable a mid-course correction, a company should assess deal performance six months, one year or 18 months after a deal is closed or a specific timing alignment with the most critical aspects of deal value milestones. Leading companies report that this approach can add substantial value, not only to the deal in question, but also to future transactions through lessons learned. Once an acquisition is up and running, the tendency is to assume that the deal is on track as planned. However, if a company is to become a skilled acquirer, it must take the time to revisit each deal openly and objectively. This can facilitate a company’s ability to improve its acquisition skills to build an important source of competitive advantage.

In a free economy, the objective is to have efficient production of goods & services at an optimal cost. Thus, M&As become an integral part of the ecosystem, which is required for the effective functioning of a free economy, like ours. There is an underlining fear between M&As and fear of competition. This calls for a regulatory mechanism to resolve the conflict between M&As and fair competition. DK Mittal, Secretary, Ministry of Corporate Affairs, Government of India

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MERGERS & ACQUISITIONS

WHY DEALS FALL SHORT OF EXPECTATIONS? More than ever, Indian companies are weighing the risks and the vulnerability aspect. They are treading more cautiously before actually inking the deal because the fate of a merger is not decided once you acquire a company, but once you decide to integrate the acquired company into the parent organisation. Herein lies the key of a successful merger process. It has been observed that not being able to integrate well has resulted in the failure of many deals. While there may be many reasons for taking the merger or acquisition route, it is ultimately about creating long-term value for shareholders. That is what doing business & deals is all about. Achieving financial and operational objectives post closing the deal continues to remain elusive. This is the common belief that almost all M&A professionals carry. Research done by multiple agencies validates this belief. This is sufficient evidence to believe that, even in the Indian context, deals are not able to deliver on the stated objectives and are therefore, unable to create the value that the organisation is looking for. Deals fall short of meeting their expected synergy forecast, organisations are unable to meet the objectives of the deal and the process is plagued with loss of key people. Talking about the biggest barriers to successful merger process, Godrej opines that one of the biggest fears for industry and policy makers when it comes to M&As is the effect that large transactions will have on the competitive landscape of the country. After much deliberation and dialogue between industry leaders & bureaucrats, the government has recently notified the Merger Control Regulations, which, for the first time, seeks to draw a balance between simplifying the M&A process and the concerns over hampering free & fair competition. The mandatory pre-merger notification is applied to all combinations under the Competition Amendment Act 2001, which is now being replaced with a threshold limit for the target entity. It will ensure that the small transactions are not burdened with unnecessary legal hurdles and will ensure the competition commission is not burdened with scrutinising transactions that have little or no impact on competition or growth of the sectors. Giving the policy perspective, DK Mittal,

CCI recognises and realises that merger, acquisitions and JVs are an extremely important tool for economic growth that needs enabling and facilitation. We are proactive in scrutinizing mergers with a positive outlook where we look to partner with the Indian industry. A partnership and a trusting relationship with the Indian industry is a must if we want to work together. Anurag Goel, Member (Combinations), Competition Commission of India (CCI) Secretary, Ministry of Corporate Affairs, Government of India, says, “In India, the regulation of M&As is done under few fundamentals. We have been careful not to put any restriction on acquisitions by Indian corporates outside India. SEBI and the Competition Commission of India have norms to regulate the takeover of Indian companies from foreign companies where capital is much cheaper. The idea is that regulation should not be restrictive or destructive and that the regulatory framework should have a soft landing, which we have been able to achieve.” He also informs that his ministry was aligned to the needs of the corporate sector and one of its key tasks is to bring harmony among various regulators and reduce problems faced by businesses. On the issue of reporting structures by different regulatory agencies, the Ministry of Corporate Affairs, SEBI and RBI are on the same page in terms of reporting requirements. “If anything is changed, it will be changed for all three. So, corporates will not have multiplicity of reporting formats and that is one commitment we give to the Indian industry,” he avers. He also informs that competition laws are also applicable to government institutions and PSUs and that a committee to draft a national competition policy has been set up. The draft will be up for review soon, he says, adding that the Parliament would be reviewing the Companies Bill in this monsoon session. While this is a step in the right direction, a few concerns are still required to be

addressed. The first pertains to the statutory time limit for approval of transactions, which is currently set at 210 days. This period of seven months is currently the longest period in the world and needs to be tightened to ensure competitiveness and speedy turnaround of deals. The second and more important challenge is to ensure that multiple legislations like Merger Control Regulations and the new takeover code governing M&As by various regulatory bodies are in sync to ensure companies a fast process. Inbound M&As are strongly driven by India’s sectoral FDI Policy. Access to low-cost capital for domestic acquisition will be another key driver of M&As in the years to come. For Indian companies to successfully compete with multinationals in an open economy, they will need to rapidly build scale to grow both organically and inorganically. Funding this growth will require a huge amount of capital and it is necessary to look at avenues of reducing the cost of capital whether by providing low-cost funds for companies engaging in M&As or allowing free access to foreign currency borrowing to fund expansions. The management of these organisations do not look back at this process with satisfaction but instead constantly work towards devising ways of doing it differently the next time round. But how can you ensure that the deal delivers expected value? There is enough written about this and while most practitioners believe that there is no one right answer, there are obvious areas for improvement. Some of

I would like to share with you the case study of Punjab Tractors. Because we were not only able to acquire them but also execute well, in the period of 24 months, we were able to be in a position to merge it back and almost 90 per cent of value invested was available as cash in the balance sheet. We merged them back and the entire cash came to M&M. This is the dream that an acquirer company has. A particular business may require a string of pearls or a big bang strategy. Challenges are in terms of legalities, culture & governance. I always ask my team to be sure of whether they are conquering or partnering when going for an M&A? If it is partnering, then what are the things that you are doing in order to enter in the spirit of partnership. You need to draw on individual strengths to build a very robust organisational culture. V Parthasarathy, Group CIO, EVP – Finance & M&A, Member of Group Executive Board, Mahindra & Mahindra

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MERGERS & ACQUISITIONS

the dimensions that need to be managed or ensured include: Synergy tracking Most companies identify the synergies and define the objectives early in the deal process. In order to capture the maximum potential of any deal, an organisation must quantify each synergy and then track it in the post-integration process. This will ensure that the focus on meeting objectives is not lost. Defining and managing timelines Delays in completion of the integration process affect the organisation in many ways. Time delays usually lead to increase in the cost of integration and delay the realisation of synergies. It negatively impacts the business as usual activities and leads to poor performance. Delays can also demotivate the employees and create

make a robust plan or do not start the planning process early in the lifecycle of the deal. Organisations must start the integration planning even before the deal is closed. The plan should focus on the Day One activities and the 100-day plan for longer-term initiatives. It should have clearly defined milestones and estimate the resource requirement. A dedicated Integration Management Office (IMO) needs to be set up to track and monitor progress and escalate issues timely. The IMO should also have sufficient authority to resolve issues and manage dependencies. Communication strategy Communication is probably the most important tool during an acquisition. Poor communication can lead to anxious customers, demotivated employees, uncooperative suppliers and demanding

The important financial part of M&As is risk contracting. A deal where the risk is understood well, managed well and contracted well, will result in a smooth deal. These days, it is not just business due diligence that one needs to focus on, but also financial & legal due diligence. If you are going for a multi-country M&A, you need to thoroughly understand the taxation procedures implied in that particular geography. It has great bearings on valuations. One must also need to know how to manage employees well. There are possibilities of having leakages in the deal before the deal is actually signed, many of which impact timelines. There is a need to do an independent due diligence. There is going to be an increased oversight on deals in India and abroad. Anup Bagchi, MD & CEO, ICICI Securities uncertainty. Organisations must start the integration process as soon as the deal closes and clearly define the key milestones. The same needs to be tracked and closely monitored to ensure timely completion. Dependencies should be identified and the escalation process should be clearly defined. Budgeting of integration costs Most organisations overlook the cost of integration during the deal closure. As a result, value is lost instead of being created. Cost overrun in any project is common and can happen because of time delays, changes in plans, non-availability of right skills, etc. Organisations need to determine the cost of integration early in the planning cycle and create a dashboard to track these costs so that the integration is completed within the budget. Integration planning Early integration planning plays a crucial role in driving the success of the integration process. Although a majority of organisations realise the importance of creating an integration plan, most companies do not

shareholders. Each stakeholder’s requirements need to be understood and managed through adequate and timely communication. Organisations need to create an effective communication strategy that addresses each stakeholder by understanding their needs. This will prevent non-issues from becoming issues. The wellknown proverb ‘a stitch in time saves nine’ is probably most relevant in this context. Managing the culture issues One of the biggest challenges organisations face during an acquisition is the alignment of people and culture. The cultural differences between the two organisations need to be managed and addressed. As Indian companies start focussing on cross-border M&As, this dimension will become even more critical as you are now dealing not only with organisational culture, but also with the culture of two different nations. It is important that the cultural differences are mapped and plans need to be chalked out to manage the difference. Even identifying the differences can prove to be a huge enabler.

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Involvement of management Post merger integration is not an activity that can be delegated to the operations team. The tendency of the executive committee and the merger acquisition team to wash their hands off and live in the glory of the concluded deal is not likely to work. Both the executive team and merger acquisition team need to continuously support the post merger process. While the merger acquisition team brings in valuable insights of why the deal was structured and the strategic thinking behind the deal, the executive committee has to support the process with timely decisions.

SETTING THE AGENDA The era of the ad hoc, episodic approach to transactions is long over. And while progress towards a more disciplined approach is evident, for many organisations, there are still opportunities for substantial improvement. Today’s leading corporations are creating deal value by committing to a disciplined, repeatable and continually improving approach. On these lines, Godrej stressed on the need for legitimate regulation of M&As without it being restrictive or bureaucratising the process. He also gave voice to the fears of the industry about the impact of merger control regulations, statutory time limit for an M&A’s approval; which at over seven months is one of the longest in the world; alignment of multiple regulations to ensure that companies are not inconvenienced by varying standards, etc. Stating that for Indian companies to rapidly build scale and compete successfully with MNCs, they would need a high inflow of capital. The delivery of deal value and envisaged synergies through effective integration is key when investing and optimising capital. The success or failure of transaction integration depends largely on the level of preparation and readiness and on the inclusion and buy-in of all functions and stakeholders. Focussing on drivers of value early, when combined with a disciplined iterative, an agile and repeatable approach to a transaction execution could lead to greater success through enhanced value and may prevent challenges. M&As are going to be integral tools to achieve scale and competitiveness for both, Indian and foreign companies. Inputs have been taken during CII M&A Summit and E&Y Research Paper.

PERSPECTIVE & PROSPECTS OF INDIAN MANUFACTURING

BRIDGING

THE GREAT

MANUFACTURING DIVIDE Unlike most developing countries, India has a unique growth story to narrate. While the manufacturing sector has only managed to keep pace with the overall expansion in GDP, its sub-sectors, such as auto & auto components and chemicals, among others, have pushed the country into becoming the second-fastest growing economy in the world. To gain pole position, the country needs to find viable solutions to tackle roadblocks such as creating sufficient employment opportunities and developing infrastructure. India needs to undertake proactive initiatives and speed up the reform process to unlock the true potential of manufacturing. in India. Far from becoming the country’s ndia came into the spotlight of manufacturing in GDP beyond growth engine, the manufacturing in the global arena when its 16 per cent. The same holds true for the sector has only managed to keep pace economy started opening overall industrial sector, which includes with the overall expansion in GDP. The up in the early nineties. mining, construction and electricity in share of manufacturing in India’s GDP The country’s economic addition to manufacturing. The share of the was around 15.8 per cent in the early growth has been on a industry in GDP has also stagnated in the nineties; two decades later, in 2010-11, steady uptrend ever since. The average 8.6 range of 26-28 per cent in the last two per cent growth per annum in decades. the last seven years has made The experience of the last two decades suggests that a India the second-fastest growing significant sustained surge in manufacturing is unlikely REMARKABLE PERFORMERS economy in the world. With to happen in a business-as-usual scenario. India needs Certain sectors like auto and initial conditions of high savings and investment rates (34-36 per to undertake proactive actions and speed up the reform auto components have truly cent of GDP) and favourable process to unlock the true potential of manufacturing. emerged as star performers within India’s manufacturing demographics, a further push to Policy makers have realised this. sector. And, in some of these reform can raise the growth manufacturing sub-sectors, rate of the Indian economy to its share is still at similar levels. In the last India is emerging as a key outsourcing hub double digits. seven years, the growth in manufacturing as well. Automobiles, chemicals & chemical SLOW-PACED GROWTH OF picked up to an average annual of 9.3 per products and base metals also have been MANUFACTURING cent per year, which is a tad higher than growing at a fast pace in the last few years. The overall growth story, however, masks the GDP growth of 8.6 per cent per year. These sectors are feeding into strong the mediocre performance of manufacturing But this was not enough to push the share domestic demand and supporting exports

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PERSPECTIVE & PROSPECTS OF INDIAN MANUFACTURING

FACT

growth. Today, the manufacturing sector accounts for almost half of India’s merchandise exports. In 2010-11, strong support from engineering goods (metals, transport, machinery etc.) and petroleum products enabled Indian exports to grow at 38 per cent in US dollar terms. These stray success stories notwithstanding, the manufacturing sectors’ overall performance leaves much to be desired.

FAC T

As the Indian judicial system is extremely slow, either steps should be taken to expedite the judicial process or workers should have recourse to an alternate redressal mechanism to fight against unfair treatment, if any. Fast tracking the proposals made in the Draft National Manufacturing Policy will go a long way in pushing up the potential of manufacturing growth in India.

GROWTH DYNAMICS

hurdles such as infrastructural bottlenecks, cumbersome procedures and inflexible labour laws. Without adequate infrastructure, viz., power, water, roads, port, etc., the country’s manufacturing sector will not be able to become and remain competitive. The cumbersome procedures and difficulty in procuring clearances further restrain infrastructure and consequently, industrial development. In addition, India’s archaic labour laws discourage companies from expanding their manufacturing capacities beyond a certain scale. Need for flexibility A recent World Bank study clubs India with countries that have very rigid hiring and firing regulations. The industry circumvents these constraints by outsourcing its activities, which leads to informalisation of labour force. The country’s labour laws, therefore, restrict the expansion potential of formal manufacturing activity. Also, the industry has become more reliant on capital-intensive means of production as they do not have enough flexibility to hire or fire. This is clearly an undesirable development in a labour-surplus economy. The inability of firms to cut workforce during a recession worsens their financial stress and hampers their ability to come out of the downturn. If these patterns continue and employment opportunities, particularly in the

the true potential of manufacturing. Policy makers have realised this.

DRAFT NATIONAL MANUFACTURING POLICY

The recently released Draft National Manufacturing Policy has received an in principle approval from the Prime Minister. The policy aims to enhance the share of manufacturing in India’s GDP from 16 per cent at present to 25 per cent by 2025; this requires sustained double-digit growth in the manufacturing sector. The policy rightly focusses on improving infrastructure, amending labour laws and simplification of procedures. Achieving this at a pan-India level seems nearly impossible in the near term. That brings us to the issue of setting up of National Manufacturing and Investment Zones (NMIZs) as proposed by the policy. In a way, NMIZs will create islands of excellence, which will promote manufacturing activity by reducing the constraints imposed by inadequate infrastructure, rigid labour laws and procedural bottlenecks. The Contract Labour Act, which prohibits companies from hiring temporary workers, is likely to be relaxed in these zones. The Draft National Manufacturing Policy also proposes to double the employment in this sector by 2025.

India’s growth dynamics have been quite different from many East Asian economies and China as well. Unlike these countries, where manufacturing was the key growth driver, India’s growth has been driven by the services sector. The share of the manufacturing sector in GDP is over 30 per cent in China, Thailand and Malaysia, as compared to 16 per cent in India. India appears to have leapfrogged straight into services, bypassing the phase of rapid industrial expansion that is typical of economies that are growing their way out of agriculture. Consequently, the reducing share of agriculture in GDP was fast filled up by the services sector, not industry. But then, what are its consequences and why is it so critical for India to boost its manufacturing sector? Need to create sufficient employment POTENT POTENTIAL opportunities Labour laws need to be relaxed in the India is a young country with about 650 NMIZs, but it is equally important to have a million people. It has 61 per cent of its social security system to protect the interest population in the working age group of of the workers. The government policy 15-59 years, and the population in this age rightly proposes a safety net to protect the group is set to expand in the next couple of workers in these zones. Also, as the Indian decades. The country can capitalise on this judicial system is extremely demographic dividend by becoming a huge production Today, the manufacturing sector accounts for almost slow, either steps should be taken to expedite the judicial and consumption base. But if it half of India’s merchandise exports. In 2010-11, strong process or workers should have does not create sufficient employment opportunities, the support from engineering goods (metals, transport, recourse to an alternate demographic dividend could machinery etc.) and petroleum products enabled Indian redressal mechanism to fight against unfair treatment, if any. easily turn into a debilitative exports to grow at 38 per cent in US dollar terms. Fast tracking the proposals made burden. One of the major ways in the Draft National to create employment is by Manufacturing Policy will go a long way in scaling up manufacturing activity with a focus manufacturing sector, do not pick up, the pushing up the potential of manufacturing on labour-intensive processes in the perceived demographic dividend will be growth in India. manufacturing sector. Boosting the difficult to realise. The experience of the last manufacturing sector is, therefore, very two decades suggests that a significant Dr Dharmakirti Joshi, Chief Economist, CRISIL critical to India’s sustained job creating sustained surge in manufacturing is unlikely E-mail: djoshi@crisil.com economic growth. to happen in a business-as-usual scenario. Courtesy: Maharashtra Economic Development Overcoming infrastructural bottlenecks India needs to undertake proactive actions Council To accomplish this, India needs to overcome and speed up the reform process to unlock

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GROWTH DYNAMICS OF INDIAN ECONOMY

SET TO TAKE OFF Illustration By Uttam Rane

ALL

‘Slow and steady wins the race’ seems to be the mantra that Indian manufacturing is cautiously treading on. Over the decades, manufacturing in India, has witnessed an almost unnoticed transformation… a transformation that has long-term significance and certainly, a positive impact in store for the Indian economy. India’s trade and investment flows have increased, which reflects the global strategy and diversification that many Indian companies are following. These bi-directional rapid expansions in trade and investment flows reflect that Indian manufacturing companies are vigorously integrating into the global industry dynamics and global value chains. The future of Indian manufacturing, as a whole, seems to be bright. round the turn of the century, there was a palpable despondency in discussions around the future of Indian manufacturing. It was perhaps partly about the cyclical trend then, but it was also about the flood of cheap imports from China and the aftereffects of over-the-board capacity additions in many industries in the mid-nineties. A little over a decade down the line, that pessimism has turned out, in hindsight, to be misplaced.

RECENT PERFORMANCE OF INDIAN MANUFACTURING Indian manufacturing has not only survived, but has had many successes to write home about. The new index of industrial production (IIP, base 2004-05, recently released) shows manufacturing IIP for 2010-11 at 175.6. That translates into a

near-10 per cent compound annual growth rate (CAGR) over the last six years. The average growth was in the range of 18-19 per cent for capital goods and consumer durables. The new index shows that, over the last six years, the output of electronic goods & communication equipment expanded over eight times and that of electrical machinery expanded nearly four times. On the other hand, some of the traditionally important industries, viz. tobacco products, chemicals, paper products and textiles, have been laggards in this period growing at five per cent or less per annum. Investments into Indian manufacturing have kept pace with those in other sectors. The share of manufacturing in gross capital formation, at 33 per cent in 2009-10, is almost at par with what it was in 2004-05 – although it fell from the pre-globalrecession level of 38 per cent in 2007-08.

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Many among the Indian corporate sector have taken to quality and efficiency improvement with a missionary zeal over the last few years, spurred by the increased intensity of competition and drastic reduction of import duty barriers towards ASEAN levels. India has the largest number of Deming award winners outside Japan. The Annual Survey of Industries (ASI) data shows that between 2004 and 2009, the Indian factory sector has managed to: Grow its gross value added per employee faster than inflation Grow its gross value added per rupee of fixed capital employed, though at a rate slower than inflation Add, on an average, 0.7m to its employee force every year. The employment growth in ASI data seems to be at variance with the recent reports of jobless growth. Most importantly, there has been an improvement in India’s

GROWTH DYNAMICS OF INDIAN ECONOMY

competitiveness position on the global manufacturing map. According to the 2010 Global Manufacturing Competitiveness Index, carried out by Deloitte and the US Council on Competitiveness, India was perceived to be the second-most competitive manufacturing destination after China, among the 26 countries that were studied. The survey also projected India to maintain its position in 2015 – with a narrower gap following China. Key attractions listed for India were rich talent pool of engineers and scientists, well educated workforce and capabilities in engineering design & software development that are forming an integral part of modern-day manufacturing. The findings of the survey are also echoed in the increased interest of foreign investors in setting up parts of their manufacturing value chain in India, which is quite visible in areas like automobiles. Overall FDI to India, which also includes services and infrastructure sectors, has averaged $32 bn per year in the last five years, as against just $6 bn in the previous five years. India’s share in world manufacturing exports has increased from 0.8 per cent around the turn of the century to one per cent by 2005 and further to 1.3 per cent in 2009. Interestingly, it must be mentioned here that India’s trade and investment flows have increased in both the directions in recent years. Alongside inward FDI, the outward FDI has also zoomed, thus reflecting the global strategy and diversification that many of the Indian ctiompanies are following. India’s share in world manufacturing imports has also increased from 0.9 per cent in 2005 to 1.3 per cent in 2009. These bi-directional rapid expansions in trade and investment flows reflect that Indian manufacturing companies are vigorously integrating into the global industry dynamics and global value chains.

ROOM FOR IMPROVEMENT The share of manufacturing in India’s GDP has, however, not moved much. It has been in the range of 16-17 per cent ever since the 1980s, after having crept up from 10 per cent in the early 1950s. A strategy paper of the National Manufacturing Competitiveness Council (NMCC), in 2006, had talked of raising this share to 23 per cent by 2015. The share has moved barely, even as half of that time frame has passed. The recent Union Budget again mentions the need to increase the share to 25 per cent. The quest

for this share probably comes from the 30 per cent-plus share that manufacturing has enjoyed in many East Asian economies. It is also seen to be necessary considering that India will need to find employment for the many youths who are going to enter the working age population over the coming decades. After all, most services & quality jobs grow around manufacturing or agriculture, and activities related to these ‘hard’ sectors. Therefore, if the demographic dividend that lies ahead for the country is to be used gainfully, it becomes imperative to create an accelerated growth path for manufacturing ahead. While increasing the share of manufacturing in GDP remains a worthy objective for policy-setters to pursue, an objective assessment does not yet give a confidence that it can be realised to the extent desired.

FACTORS RESPONSIBLE Going beyond the indicators covered earlier, what factors have supported and what factors have hindered Indian manufacturing over the last few years? Perhaps, one global trend that has helped us is that of outsourcing parts of value chain. India’s huge domestic market and the opportunities that it created for a host of industries has been another very strong supporting factor. India’s talent base and the entrepreneurial ability have risen up to the challenges posed by the lowering of import duty barriers and intensifying global competition. The ongoing infrastructure development, especially roads, has been a supporting theme over the years and may continue to be so in the coming years – even though its pace has been frustratingly slow for many. On the other hand, most of the policy issues have remained outstanding. If one goes through the 2006 paper of NMCC, the policy agenda described then sounds almost equally relevant and pending in 2011 as well. Labour reforms, introduction of GST, the need for skills building – on which a major initiative was announced in the recent Budget – and the augmentation of infrastructure continue to be on the wish list for Indian manufacturing. While many industries have been trying to tackle these issues in their own way – for example, by building their captive infrastructure or by sponsoring customised skill development programmes – it is not always possible for industries, especially the smaller companies, to practice the same. For bigger industrial projects,

delayed clearances and law & order position have been critical challenges.

LOOKING AHEAD Overall, while business cycles would be there and perhaps, more accentuated and globally aligned, the structural growth momentum in Indian manufacturing seen over the last few years appears intact, and can pick up further in the coming years. Some of the things that can potentially make a huge, positive impact on the industry may have been delayed, but they should be there in the coming decade. Key ones on the list are GST and dedicated freight corridors. These will be in addition to the already existing supportive trends of urbanisation, growing middle-class and the inflexion in demand for certain industries with the per capita incomes crossing threshold level. Sectors that are aligned to these trends could outpace others. At the same time, there are certain likely trends that Indian manufacturers may need to keep in mind over the coming years: If the pace of falling import duties seems to have slowed in the last 3-4 years, it may pick up pace again selectively through free trade agreements (FTAs) that we have signed or are signing. A gradual decline in duties under FTA schedules have been kick-started. Shortages of coal and electricity are already attracting headlines. These may be real burning issues for many industries over the coming years. With a lot of demand running after talent, its availability could be a challenge for certain industries unless they plan skill acquisition and development – may be, as an industry. Given the pull of the ‘India story’ for investors, there may be a risk that the rupee will continue to appreciate, perhaps in nominal, and almost certainly in real terms, over the medium-term. Coupled with the inflationary tendency in India, it could create challenges for industries to maintain their cost competitiveness unless they value-add substantially. There would be, of course, winners and losers. But the future of Indian manufacturing sector as a whole seems to be secure and exciting. Mangesh Soman, VP – MD Cell, Hindalco Industries Courtesy: Maharashtra Economic Development Council

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21st CENTURY SMART MANUFACTURING

SMART SOLUTIONS TO RESOLVE MANUFACTURING COMPLEXITIES 21st century smart manufacturing applies information and manufacturing intelligence to integrate the voice, demands and intelligence of the ‘customer’ throughout the entire manufacturing supply chain. While the industry is making progress in developing and using smart manufacturing, the infrastructure and capabilities needed to deliver the full potential of this knowledgebased manufacturing environment have yet to be developed. For this, the industry needs to identify and prioritise the actions required to overcome the challenges associated with implementing smart manufacturing as overcoming the same will help the industry gain broad potential benefits.

ntense global competition, uncertainties in energy cost & supply and exponential growth in information technology are shifting industries toward agile, just-in-time processing, high-performance manufacturing and accelerated introduction of new products. Business performance is increasingly linked to sustainability and environmental, health & safety (EH&S) issues. Companies can use smart manufacturing (SM) to help meet objectives associated with these issues and improve overall economy, safety & competitiveness. From an engineering standpoint, SM is the intensified application of advanced

intelligence systems to enable rapid manufacturing of new products, dynamic response to product demand and real-time optimisation of manufacturing production and supply chain networks. SM connects all aspects of manufacturing, from the intake of raw materials to the delivery of finished products to market. It creates a knowledge-rich environment across a spectrum of products, operations and business systems – spanning factories, distribution centres, companies and entire supply chains. Over the last decade, the evolution in digital computing and communications has fundamentally changed the way manufacturing plants operate. Digital plants are creating

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new opportunities for the adoption of SM techniques to support more agile operations and accelerated product and business cycles. Today, smart tools and systems are being used to innovate, plan, design, build, operate, maintain and manage industrial facilities in significantly improved ways. While the industry is making progress in developing and using SM, the systemic infrastructure and capabilities needed to deliver and mobilise a knowledge-based manufacturing environment remain to be developed. The cost of developing and implementing open source software and technologies remains high, thereby creating a significant barrier to entry – particularly for small and medium enterprises (SMEs).

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Limitations in operator usability, protection of proprietary data, systems interoperability, and cyber security also continue to impede progress. The industry has some compelling reasons to explore the use of SM. The effective integration of these SM components could enable unprecedented manufacturing productivity. Widespread application of smart and virtual plant enterprise tools have the potential to quickly move new products from concept to commercialisation. In addition to cost and time savings, SM can optimise energy use, reduce carbon footprints and promote environmental sustainability. Further benefits include reduced plant maintenance costs and improved safety. The potential improvements in supply chain interaction could dramatically reduce inventories, increase product customisation and enhance product availability while facilitating traceability throughout the manufacturing process. The technologies at the core of SM collectively enable effective integration of the increasingly complex components that make up modern manufacturing systems. Continued advances in these technologies are needed to enable a substantially greater segment of industrial plants to take advantage of SM concepts.

VISION AND GOALS FOR THE SMART MANUFACTURING ENTERPRISE Vision For The Future The ideal SM enterprise would comprise of all aspects of manufacturing, from plant operations to the supply chain, and enable virtual tracking of capital assets, processes & resources throughout the entire product lifecycle. The end result would be flexible & agile and innovative manufacturing environments in which performance and efficiency are optimised and business & manufacturing operations works efficiently in tandem. A number of companies are already embracing portions of the coordinated, smart enterprise approach. Goals And Performance Metrics A number of manufacturing goals could be achieved through advances in SM and the implementation of key concepts, which will lead to overarching outcomes. The achievement of the following goals will be instrumental in attaining the same: Lower the cost for applying advanced data analysis, modelling and simulation in core manufacturing processes.

Lower the cost of pre-competitive infrastructure, including data and information networks, interoperable hardware & software and shared business data. Establish an industry-shared, community-source platform that provides access to customisable openaccess software, serves as an applications or â&#x20AC;&#x2DC;appsâ&#x20AC;&#x2122; store & clearinghouse and facilitates innovation. Create and provide broad access to next-generation sensing technologies and the digital infrastructure for the enterprise application of manufacturing intelligence, including disposable sensors, data fusion, wired & wireless networks, which combine data from different

Health: Highly integrated smart systems will enable the development of innovative pathways to competitively manufacture existing & novel materials and products in response to the growing domestic and global markets. Agility: Agile processes in highly optimised manufacturing plants and supply networks will enable rapid response to fluctuations or new trends in customer demands. Resource Efficiency: Ready access to usable manufacturing intelligence on operational inputs (energy, water, materials, labour and time) will allow factories to run more efficiently and minimise the use of precious resources. Safety And Confidence: Products and processes will be guaranteed safe & reliable

Current And Potential Applications Of Smart Manufacturing Digital control systems with embedded, automated process controls, operator tools and service information systems can optimise plant operations and safety. Asset management using predictive maintenance tools, statistical evaluation and measurements could maximise plant reliability. Smart sensors could detect anomalies and help avoid abnormal or catastrophic events. Smart systems integrated within the industrial energy management system and externally with the smart grid could enable real-time energy optimisation. sources to achieve greater measurement accuracy and more intelligence. Establish national test beds or accessible user facilities for smart manufacturing concepts and make them available to companies of all sizes. Develop virtual factory and supply chain tools such as real-time simulation and visualisation, virtual test beds, dynamic risk analysis and dynamic supplier involvement for real-time planning and point-in-time tracking or traceability of materials and products. Apply dashboard performance tools like key performance indicators, dynamic monitoring, dynamic visualisation of critical data (like a car dashboard) across the enterprise to manage dynamic production, use, and storage of essential resources (energy, water, air) sustainability and EH&S.

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through comprehensive tracking of the sustainable production and real-time handling of all material inputs throughout the factory and supply networks. Sustainability: Smart manufacturing processes will minimise impacts on the environment & climate and improve the sustainability of critical industries, such as clean energy, defence, biotechnology, medicine and homeland security. Next-generation Workforce: A manufacturing workforce with advanced skills and talent will be able to fully take advantage of manufacturing intelligence.

PROPOSED ACTION PLAN Ten priority actions were identified on the basis of their potential to substantially increase the penetration of SM into a broader spectrum of the industrial sector and to enable the use of SM in a range of plant sizes and companies, from small to large. The priority actions are organised into the following four categories:

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Industrial Community enable faster, more disciplined Metrics For Assessing Progress Toward Goals Modelling And Simulation decision making on the plant Reduced product Achieve a 10-fold acceleration in commercialisation Platforms For Smart floor and allow operators to cycles cycles (from idea to market). This would provide a Manufacturing become ‘knowledge’ workers. competitive edge in global markets and drive a significant increase in exports. The greater use of SM will The integration of human require models and computing decisions would also enable Reduced costs Reduce the implementation cost of smart software and platforms that are easily operators to see the more associated with SM systems by 80-90 per cent from the current accessible and available to a wide immediate impacts of their models and tools benchmarks, with substantial reductions achieved by 2015. More affordable models and computing range of users and, at the same actions and foster an environment platforms will drive wider adoption of smart time, protect intellectual of continuous improvement. manufacturing in all types of operations. property. Computational tools Plant-operator user-friendly Enterprise-wide Drive towards modelling 90 per cent of plant assets will also need advanced interfaces will also be needed to implementation of (equipment, systems) in 75 per cent of plant functionality to support more enable ready application of smart operations across the manufacturing enterprise. sophisticated analysis & decision software tools. manufacturing Routine and widespread use of smart manufacturing in making in the plant environment Priority Action 4: Expand The concepts manufacturing and business operations will and enable integration with Availability Of Energy Decision revolutionise and optimise the way business is business systems across the Tools For Multiple Industries And transacted across companies and supply chains. manufacturing enterprise. This Diverse Skill Levels Demand-driven, Enable lasting and significant impacts on manufacturing functionality includes integration Tools (e.g., energy dashboards, efficient use of performance, including: of all key performance indicators automated data feedback resources in highly A 20 per cent increase in operating efficiency, and enterprise-wide data, systems, energy ‘apps’ for mobile optimised, safe leading to a 30 per cent reduction in operating costs encompassing raw materials, devices, and energy optimisation industrial plants A 25 per cent reduction in safety incidents equipment, utilities, facilities, software) are needed to improve A 25 per cent improvement in energy efficiency products and logistics. Human real-time decision making about Up to a 40 per cent reduction in cycle times factors must also be incorporated energy use and options across A 40 per cent reduction in water use into decision tools and automated the manufacturing plant. Product tracking and traceability throughout the systems to enable the integration Collecting and interpreting supply chain of ‘machine’ knowledge with energy data at the level required Create common Achieve data and modelling frameworks to enable human behaviour and actions. to make effective decisions can understanding of transparent understanding of product sustainability The priority actions needed be challenging and time product from cradle to grave and create pathways to incentives to achieve community platforms consuming. In some cases, plant sustainability for supply chain sustainability. are outlined below: personnel lack the knowledge to Maintain and grow Create an environment conducive to innovation and Priority Action 1: Create correctly interpret such data. the existing achieve integration of engineering and business systems Community Modelling And Integration of plant energy data industrial base across companies, industries and supply chains. Simulation Platforms For Virtual with external information, such Measures of progress include the following: Plant Enterprise Revenue increase of 25 per cent by expansion of as the current cost of energy at suppliers into adjacent or new industries Standardised, communitythe local utility, weather Revenue increase of 25 per cent from new accessible, open-source conditions and other factors, products and services computing platforms could provide new insights and Double the capacity of small and medium (customisable, open-access enable comparison of diverse enterprises in the total market space software, data networks) with energy options. Commensurate increases in highly skilled, plug-and-play capability are Affordable Industrial Data sustainable jobs needed to successfully apply SM Collection And Management systems across a broad segment Systems of industrial users. These platforms would effectively mine data and use it to solve Large amounts of data will be needed to utilise generic application modules than can complex problems and enable decision support enterprise-wide SM systems. The be internally customised by individual making based on a wide range of technical data will need to be collected, stored, companies to simulate specific plant and business parameters. Advanced analysed and transmitted using highly configurations without exposing intellectual software would incorporate risk assessment efficient & standardised methods. Managing property to external software developers. into plant management; deliver energy and using data effectively & affordably is a Standards and protocols will also be needed management and optimisation techniques major challenge for SM. Addressing current to support the mixing & matching of generic and provide faster & more efficient data system limitations will require the modules and effective data exchange. operational management tools. development of consistent data methods Priority Action 2: Develop Next-Generation Priority Action 3: Integrate Human Factors and new collection frameworks that use Toolbox Of Software And Computing And Decisions Into Plant Optimisation comprehensive sensor networks and Architectures For Manufacturing Decision Software And User Interfaces simplify data transfer. Data systems will also Making Tools and techniques are needed to better need to be interoperable and exchangeable The next-generation software and integrate human factors and decisions into across diverse platforms and uses. computing architectures are needed to smart software tools. This integration would The two priority actions needed to

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create affordable data systems are outlined below: Priority Action 1: Establish Consistent, Efficient Data Methods For All Industries Effectively collecting, storing, reconciling and using data across the manufacturing enterprise is a key aspect of SM systems and successful deployment of operational models. Collection and use of engineering data in manufacturing facilities today is relatively inefficient due to the lack of standardised, easily usable data systems. Significant improvements are needed in todayâ&#x20AC;&#x2122;s data management systems and methods for mining intelligence from manufacturing data. This includes better data protocols & interfaces and communication standards. Priority Action 2: Develop Robust Data Collection Frameworks (Sensors, Data Fusion, Knowledge Capture, User Interfaces) Across The Manufacturing Enterprise An information technology (IT) framework is needed to collect robust and complete information; maintain data fidelity and provide simplified, effective knowledge transfer related to manufacturing equipment, facilities and systems. The framework would ideally apply sophisticated software to deliver manufacturing intelligence, provide simplified IT user interfaces and readily capture human knowledge in a proactive way. Advanced, rapid and low-cost sensors would expand the volume and variety of data, thereby enabling a more comprehensive analysis and optimisation of plant operations. Data fusion technologies could be applied to combine sensor data from different sources and achieve greater measurement accuracy. Enterprise-wide Integration: Business Systems, Manufacturing Plants And Suppliers The manufacturing enterprise is much larger than the manufacturing process and the products it generates. It includes a large business and management function that spans manufacturing plants, companies and industries. The integration of manufacturing operations and business functions across the supply chain is a central and advantageous aspect of a future SM enterprise. Successfully integrating business planning and manufacturing decisions could profoundly increase productivity and efficiency in the use of all types of resources â&#x20AC;&#x201C; from materials to energy, water, and labour. Integration across supply chains, without the loss of intellectual property, could open new doors

A systemic infrastructure is needed to support the implementation and use of SM throughout the industry. To be effective and reach a wide number of users, this infrastructure needs to be simple, scalable, secure, reliable and affordable.

need stronger interfaces to reduce time to market, improve product quality and enhance the ability of plants to adapt to new products. The objective is to develop a suite of validated, open-source software & standardised approaches (networks, virtual and real-time simulation & data transfer systems) that can be applied and customised for individual industries. A suite of integrated product and process models would facilitate successful integration of enterprise and plant-level planning, thus enabling multiobjective optimisation of key performance indicators. Education And Training In Smart Manufacturing A skilled workforce is needed to continue developing technology and other components of smart manufacturing and to enable its efficient adoption and widespread use at the plant level. While there are many pathways for educating the workforce, it is essential that university and college curricula incorporate SM concepts. Inclusion of these concepts in higher education will ensure a cadre of engineers and scientists trained in the needed disciplines. In-plant or industrial training programmes are also needed to train operators in the use of new tools and to ensure that human factors are continuously incorporated into computational and automated plant systems. Operators who can see the impacts of their decisions on plant operations and learn from those decisions become

to improve supplier performance and pave the way for suppliers to capture new or adjacent markets. The priority actions needed to achieve enterprise-wide integration are outlined below: Priority Action 1: Optimise Supply Chain Performance Through Common Reporting And Rating Methods Proactive, sense-and-response methods are needed to enable real-time assessment of supplier performance. Proactive computing systems continuously sense and respond. They acquire data from multiple sources, analyse the data and draw conclusions or determine actions. A public repository & computer-enabled sense and response reporting method would provide dashboards of performance by industry and across supply chains, thereby creating a consistent means to reward participating suppliers for exemplary performance in key areas. Priority Action 2: Develop Open Platform Software And Hardware to Integrate and Transfer Data Between Small & Medium Enterprises (Supplier Companies) And Original Equipment Manufacturers An affordable, open and Benefits Of Smart Manufacturing standard platform of Reduces time to market software & hardware is needed to integrate small Leverages dynamic demand-driven economics and medium suppliers Drives higher export markets with original equipment manufacturers (OEMs). Provides a global competitive edge This would enable the Enables progress toward zero incidents and rapid, effective transfer of emissions performance data between companies Takes advantage of integrated energy while ensuring protection for intellectual property management and the smart grid (IP). Achieving this Enables agile response to consumer demand. integration will require common languages and architectures that can be applied across highly efficient assets. diverse supply chains. The benefits would The priority action for developing a be supply chain optimisation, lower barriers skilled workforce in this field is outlined to entry for SMEs in new industries and below: easier & less costly supply chain integration. Priority Action 1: Enhance Education And Priority Action 3: Integrate Product And Training To Build Workforce For Smart Manufacturing Process Models Manufacturing Product and manufacturing process models Training modules, new educational curricula,

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smart design standards and effective learner interfaces will all contribute to creating a workforce skilled in SM techniques and provide pathways for continuous learning. Education at higher levels should be better aligned with the skills needed to create better smart industries. Collaboration between industry and educational facilities will help establish curricula that are dynamic and relevant to current industry needs. In addition, the training provided by the industry should be structured for all levels of employees and build knowledge of all the key performance indictors. Skilled workers would be able to rapidly adapt to new smart technology. In turn, SM technology would incorporate operational feedback to provide continuous learning for workers.

INFRASTRUCTURE NEEDS A systemic infrastructure is needed to support the implementation and use of SM throughout the industry. To be effective and reach a wide number of users, this infrastructure needs to be simple, scalable, secure, reliable and affordable. A number of core technologies and systems are essential to establish an SM infrastructure with the needed characteristics outlined below: Data Systems Semantic ontology i.e., structural frameworks for organising information Standards and protocols Advanced data collection and storage

capabilities Low-cost, easy-to-use wireless infrastructures Usability Effective user interfaces e.g., effective visualisation & intuitive systems New and complete interoperability between all systems, both internal and external to the industrial plant Knowledge management functions that remove barriers to information management and use Workforce Body of competent, knowledgeable experts in the field; training systems (e.g., modules like flight simulators) and skills development (interdisciplinary, including both, business and technical) Computational Platforms Cloud-based, value chain methods Generic algorithms Accessible products database to support sustainable products Open interface computing for programming, minimising the need to protect intellectual property Expanded and secure cyber infrastructure.

POTENTIAL MODELS FOR COLLABORATION Collaborative efforts have been instrumental in accelerating the development and deployment of some notable advanced

Essential Technologies For Smart Manufacturing Networked Sensors: Data for communications, automated controls, planning and predictive models, plant optimisation, health and safety management and other functions will be provided by large numbers of networked sectors. Data Interoperability: Seamless exchange of electronic product, process and project data is enabled through interoperable data systems used by collaborating divisions or companies & across design, construction, maintenance and business systems. Multi-scale Dynamic Modelling And Simulation: Business planning and scheduling can be fully integrated with operations via multi-scale models that support enterprise-wide coordination and enable large-scale optimisation across companies and supply chains. Intelligent Automation: Automated, learning systems are vital to smart manufacturing but must be effectively integrated with the human learning and decision environment. Scalable, Multi-level Cyber Security: System protection from cyber vulnerabilities without the compromise of functionality is needed throughout the manufacturing enterprise.

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technologies. A number of historical models were identified that could potentially be applied to future public-private collaborations in SM. These models and some factors that would be conducive to the success of future collaborations are described below. Potential Collaborative Models Hub Model: A knowledge and research hub could support open-source, functional blocks and platform development. Participants might have a vested interest in common threads but could also form consortia to solve particular problems quickly and at a relatively low cost. The US Department of Energy (DOE) Energy Innovation Hubs, for example, are modelled after the centralised management characteristics of the Manhattan Project and similar efforts. Each hub brings together leading scientists to focus on a high-priority technology. Industry Consortia Model: In this model, work would be coordinated through an industry-led, member organisation. This model includes a Board of Directors with representation from industry, academia and technology providers.

SUCCESS FACTORS FOR COLLABORATION The success factors identified for future collaborative activities in SM include flexible methods of partnering, meaningful timeline for results, intellectual property protection, mapping of actions to enterprise outcomes, open to all companies (including SMEs) at some co-investment level, testing & demonstration; not just theory and science, multidisciplinary nature, direct industry or owner involvement, multi-year programme, accommodation of work-in-kind and representation by all stakeholders. A key underlying factor for success is the direct participation by the industry. Active industry participation from inception will help ensure end user buy-in and acceptance of new technologies. Courtesy: Smart Manufacturing Leadership Coalition

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ZERO BREAKDOWN MAINTENANCE

ZERO BREAKDOWN MAINTENANCE: Preventive Therapy For Shop Floor .............................98 AUTONOMOUS MAINTENANCE: The Key To Productive Maintenance Implementation ........102 INDUSTRIAL ERGONOMICS IN INDIA: Ensuring Safety, Enhancing Productivity .....................108 MISSONOMICS IN MSMEs - ERGONOMICS: Application Of Ergonomics Is Good Economics ....112 MAINTENANCE PLANNING & SCHEDULING: Laying The Foundation For Effective Maintenance Execution ..................................................................................................................116 IMPORTANCE OF DESIGN: Meeting Human Needs ...................................................................122 LEAN MAINTENANCE BEST PRACTICES: Turning Asset Management Into A Profit Centre ....130 OUTSOURCING MAINTENANCE: Six Ways To Achieve Efficiency ............................................134

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Think about a situation or conditions around Chernobyl or plants that have had chemical releases or consider an event where plants that have had internal explosions that resulted in the deaths of employees and damage to the nearby communities to understand the statement. This demands urgent recovery steps to get back to normalcy. Maintenance management is the solution that can serve the twin objectives of preventing such disasters and also make the company earn regular profits.

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ARINDAM GHOSH

lthough it may sound unusual to think of maintenance in business terms, it is actually a big business. The impact that maintenance has on a company’s ability to produce a consistent profit from quarter to quarter is tremendous. It refers to a situation where all the equipment involved in the process of production are operating at their best possible efficiency at all times. To achieve such a situation, a well planned & researched maintenance strategy or a programme needs to be formulated. “The term ‘maintenance’ refers to keeping the equipment in an operational condition or repairing it to its operational mode. Its main objective is to ensure increased availability of production systems, with increased safety and optimised cost. Maintenance management involves managing the functions of maintenance,” says Prof OP Gandhi Industrial Tribology,

Machine Dynamics & Maintenance Centre (ITMMEC), IIT Delhi. The phrase ‘maintenance management’ aptly describes a well-developed maintenance policy for any manufacturing company, which involves the entire chain of process-monitoring, inspection, lubricating, cleaning, adjustment, replacement and other related actions at regular intervals for all the installed equipment and facilities. Currently, the world’s 11th largest with a nominal GDP of $1.43 trillion in 2010, India is expected to surpass China as the world’s fastest-growing economy by 2018 and become a $3.5-trillion economy by 2020, according to a report. One of the measures, which can be taken here to further strengthen the base of the country’s manufacturing sector, is adopting a well developed maintenance management.

IMPORTANCE OF MAINTENANCE MANAGEMENT Fundamental changes are taking place

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throughout the world due to new priorities. The plant’s top management is under pressure to give higher returns, higher growth & higher productivity against the increased wage bills, fast changing technology and stiff competition. “Concepts like zero wastage, zero defects and zero breakdown with updated technology have come into play. Improving the existing plant productivity is the main challenge today for the managers. Maintenance management has direct impact on the productivity as well as profitability of the plant,” claims SK Jain, CEO, Monnet Ispat & Energy, Raigarh Unit. He adds, ““Our plant is going through a transition. There is a de-centralised maintenance system in the running DRI and power plant. We are shifting towards preventive maintenance to minimise breakdowns.” Elaborating further Prof Gandhi says, “There has been a paradigm shift in the perception of maintenance & its management worldwide, and the Indian industry is no different. The maintenance of plant and

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machinery has now become an integral part of the business process in the plants.” “It is absolutely essential for maintenance departments to aim for maximum uptime, higher plant availability and greater overall equipment effectiveness; work for achieving zero breakdowns; arrest various abnormalities, resource wastage & economic losses; promote efficiency, productivity and control costs; adopt modern maintenance management practices, approaches & techniques; thrust upon plant safety and energy conservation programmes; and so on,” says Jitendra Kumar Sharma, Director (Courses), Institute of Maintenance Management Education (IMME).

WHERE MANUFACTURING OPERATORS INCUR LOSSES According to reports, manufacturing industries incur major losses at the following junctures of production: Breakdowns Setups and adjustments Idling and minor stoppages Reduced speed or capacity losses Quality defects and rework Startup and shutdown losses.

LEVELS OF AWARENESS There is a general awareness about maintenance management in the Indian manufacturing industry and the level keeps increasing with every passing year. The levels of awareness, however, vary from industry to industry. While the awareness levels in large plants is quite high, small and medium industries are not as aware. In fact, they are unable to even appreciate its importance. The same holds true for its status. Earlier, maintenance was considered subordinate to production or operation. However, this picture is changing worldwide and even in the Indian industry.

EFFECTIVE WAYS TO IMPLEMENT MAINTENANCE MANAGEMENT Maintenance for zero breakdowns is all about working for the ultimate goal with a winning maintenance strategy. “New generation maintenance concepts and techniques, such as condition-based predictive maintenance, machine reliability and maintainability improvement, reliability-centred maintenance, autonomous maintenance, total productive maintenance, etc., which came up during the past few decades only tend to produce

amazing results,” Sharma says. “The very first step towards zero breakdowns undoubtedly begins with effective preventive maintenance. However, since preventive maintenance usually entails the ill-effects of both, over and under maintenance, it is desirable to also incorporate condition-based predictive maintenance practices with a view to facilitate precise control on untimely breakdowns as well as unnecessary shutdowns.” However, these maintenance practices alone cannot always take care of all failures since, often, there are various other factors besides maintenance. Moreover, it is necessary to properly collect and analyse failure data along with downtime, nature of failures, failure modes and causes on account of improper operation, inadequate maintenance, design problems – low reliability and poor maintainability, unfavourable operating conditions, etc. Failure analysis thus constitutes an important activity to enable establishing root causes and subsequently, taking appropriate corrective actions to avoid recurrence of the failure problems. “Understandably, no amount of preventive and predictive maintenance can take care of perennial design problems in certain machines. Problems of low machine reliability or poor maintainability would normally require design improvements in individual parts or in the system as a whole. In order to move further and closer to zero breakdown performance, it would also

Steps to improve maintenance Right selection of people Participation or involvement of people Employee’s suggestion Skill development through technical training Enhancing productivity Strengthening equipment inspection Root cause analysis Wear debris analysis Good maintenance culture or mindset History or record keeping. Inputs by SK Jain, CEO, Monnet Ispat & Energy, Raigarh Unit

need reinforcement by way of concepts advocated by total productive maintenance, which lay stress on small group activity and autonomous maintenance through total participation of all employees,” he adds. “Therefore, to achieve zero breakdowns, it is not only the application of modern maintenance management techniques that are essentially required, but also a maintenance programme driven passionately by skilled people with a positive attitude and greater sense of participation, dedication and achievement. Maintenance for zero breakdowns requires total involvement, greater commitment and continuous effort by plant people,” Sharma adds.

MAINTENANCE STRATEGIES According to Prof Gandhi and other research papers by experts, a maintenance strategy or option means a scheme for maintenance, i.e. an elaborate and systematic plan of maintenance action. The following are the maintenance strategies that are commonly applied in the plants: Breakdown maintenance or operate to failure or unplanned maintenance Preventive or scheduled maintenance Predictive or condition-based maintenance Opportunity maintenance Design out maintenance. The equipment under breakdown maintenance is allowed to run until it breaks down after which it is repaired and put back into operation. This strategy is suitable for equipment that are not critical and have spare capacity or redundancy available. In preventive or scheduled maintenance, maintenance actions, such as inspection, lubrication, cleaning, adjustment and replacement are undertaken at fixed intervals of numbers of hours or kilometres. An effective preventive maintenance programme helps to prevent accidents. Condition monitoring detects and diagnoses faults. It helps in planned maintenance based on equipment condition. This condition-based maintenance strategy or predictive maintenance is preferred for critical systems and for such systems breakdown maintenance is to be avoided. A number of condition monitoring techniques, such as vibration, temperature, oil analysis, etc. have been developed, which guide the users in planned maintenance. In opportunity maintenance, the timing of maintenance is determined by the procedure adopted for some other

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Steps to effectively implement maintenance management Do a majority of jobs in a planned way: This requires considerable planning, including effective use of preventive maintenance to detect the likely faults through inspection; use of proven condition monitoring techniques to detect faults, inventory management and control of spares, tools & consumables, among others. Follow preventive maintenance programme religiously: Supplement this programme with condition-based maintenance and other proven concepts such as reliability centered maintenance, total productive maintenance, just in time, etc. for the critical systems. This requires the strengthening of a dedicated group specific in ‘health monitoring of plant machinery’, using the latest technology to diagnose early failures. Use of Information Technology (IT): This would include the application of appropriate & dedicated software to plan and schedule maintenance to take care of preventive maintenance, condition monitoring and corrective maintenance, report generation, analysis of failure, repair and maintenance including application of ‘RAM’, data collection for design and development of systems, feedback and follow up reports. Training and skill upgradation of manpower: The human element is the most important. Moreover, as the equipment are getting automated and more complex by the day, it is essential that training is not just restricted for one time use, but also on a regular basis and for all grades. Need for developing user-friendly, innovative and novel documents/ instructions: This would prove to be useful for troubleshooting of faults, repair and condition monitoring/checking among other things. Inputs by Prof OP Gandhi, Industrial Tribology, Machine Dynamics & Maintenance Centre (ITMMEC), IIT Delhi

item in the same unit or plant. In design out maintenance, the aim is to minimise the effect of failures and in fact, eliminate the cause of maintenance. Apart from this, Prof Gandhi and other research papers by experts state that new strategies, concepts such as proactive maintenance, reliability centred maintenance (RCM), total productive maintenance (TPM), etc. have recently been evolved to look at maintenance management from different perspectives. This has helped in developing effective maintenance. In proactive maintenance, the aim is to identify what can go wrong by monitoring the parameters that can cause failures. In RCM, the type of maintenance is chosen with reliability of the system in consideration, i.e. system functions, failures relating to those functions and effects of the dominant functional system failures. TPM, a Japanese concept, involves the total participation of all concerned. The aim is to have overall effectiveness of the equipment with participation of all concerned using a

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ELEMENTS OF EFFECTIVE MAINTENANCE MANAGEMENT According to Prof Gandhi, an effective maintenance system includes the following elements: Maintenance policy Control of materials Preventive maintenance Condition monitoring Work order Job planning Priority and backlog control Data recording system Performance measurement measures or indices. Maintenance performance for a plant or an organisation can be assessed through an analysis of reliability, availability and maintainability (RAM) plant data. Relevant parameters, measures or indices for specific plants can be identified and the performance over a period of time will show if it is improving, going down or sustaining. This

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will also help in knowing how well the objectives are being met. In addition, it will guide the areas which are strong and which need to be strengthened. The use of computers and dedicated software will certainly help in implementing this and the maintenance management system in general.

ACHIEVING ECONOMIC GOALS Maintaining equipment in the field has been a challenging task since the beginning of the industrial revolution. But since then, significant progress has been made to effectively maintain equipment in the field. With the engineering equipment becoming more sophisticated and expensive to produce and maintain, maintenance management is now faced with the challenge of maintaining such equipment in an industrial environment. A maintenance management programme for any company needs to be evolved and modified on a regular basis to tackle the challenges posed in terms of maintaining the equipment and keeping the industrial climate competitive. “Maintenance is expected to play a much bigger role in the years to come, as industries worldwide are facing increasing & stiff competition and increased automation of plants. The downtime cost for such systems is expected to be very high. To meet these challenges, maintenance has to use the latest technology and management skills in all the spheres of activities to perform its role effectively and thus ensure profitability for the company,” Prof Gandhi says. Seconding his views, Sharma concludes, “There is now greater awareness of the potential of maintenance management functions and what it can contribute with utmost productivity and effectiveness to help a company realise its economic goals. It is therefore important to have a maintenance strategy in place, which will improve the maintenance performance in a company in such a way that it supports the company’s overall economic goals.”

MANUFACTURING ZONE: Mergers & Acquisitions

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THE KEY TO PRODUCTIVE

MAINTENANCE IMPLEMENTATION Autonomous maintenance is about training operators and raising their awareness levels about the operation principles of their machines. This will help operators judge if operating conditions become abnormal, preserve normal conditions and thus respond quickly to abnormalities by repairing the machine. Through autonomous maintenance, operators will not only ensure that routine tasks are performed but will also be able to prevent early equipment deterioration and control contamination. aintenance of equipment through total productive maintenance (TPM) is a companywide approach for eliminating equipment-related losses such as breakdowns, quality defects and slow changeovers. Autonomous maintenance is an important pillar of TPM because it enlists the intelligence and skill of equipment operators. Through autonomous maintenance, we learn to value our machines as production partners; keeping them operating smoothly helps make our daily work trouble-free and satisfying. There are also various things a company can do to ensure low maintenance costs and higher equipment efficiency on the shop floor, through autonomous maintenance.

in their production equipment. Operators are also trained to develop the skills needed to detect the problems and find simple solutions for them. Training and nurturing operators with strong equipment skills is one of the goals of autonomous maintenance. The very first skill is to be able to tell when machine conditions are not normal – an ability that continues to grow throughout the autonomous maintenance process. From this solid foundation, we can learn next what to do when abnormalities occur. We develop clear standards for equipment operating conditions and maintain those conditions through routine inspection. Along the way, we may also learn how to make simple improvements to prevent accelerated deterioration (early wear). We learn about the machine’s structure &

BECOMING EQUIPMENT CONSCIOUS OPERATORS In the manufacturing industry, we use machines to make products in our workplace. Sometimes, however, the work does not go as planned. There are various reasons for this like equipment breakdowns, setup and adjustment delays, delays due to running machine speeds and minor stoppages plaguing the machines. These further result in delayed shipments and missed production schedules. In autonomous maintenance, operators are encouraged to discover problems

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subsystems, and if it is appropriate in our situation, we may even learn how to make simple repairs. There are four equipmentrelated skills required for equipmentconscious operators. These include: Ability to Detect Abnormalities The operators should have no trouble recognising functional breakdowns, defects and other abnormal results when they occur. To become equipment-conscious operators, however, the operators need to be able to see further. They need to be able to recognise abnormal conditions before the machine breaks down or produces defects. Considering that operators are mainly in contact with the equipment, it puts them in an ideal position to discover abnormalities before they turn into serious problems. Ability To Correct Abnormalities A machine can do its job only when the operator find the causes of ‘funny’ or ‘odd’ performance and then restore the original, proper state of operation. Operators must at least know how to explain clearly what happened to supervisors or maintenance personnel. Ability To Set Optimal Equipment Conditions Being able to tell that something is wrong depends on experience; not everyone is equally adept at spotting an abnormal situation or recognising its importance in time to take corrective action. For these reasons, the third

AUTONOMOUS MAINTENANCE

requirement for an equipment – conscious standards that distinguish abnormal conditions from normal ones. These standards should allow you to determine, quantitatively, whether or not the equipment’s critical systems are functioning normally. Do not put off setting standards because the operators are not sure what the correct conditions are. It is better to set temporary standards based on their understanding of current equipment performance, then follow these standards and revise them repeatedly until they serve as accurate condition indicators. Ability To Maintain Optimal Equipment Conditions To work with confidence, the operators need to be able to maintain equipment in its correct state through strict enforcement of conditions. There are two vital elements to maintain optimal equipment conditions. One is that individual operators perform daily preventive measures. They should also monitor the equipment to make sure standards for all equipment conditions are met. These actions allow us to work with confidence, knowing that the operators are getting the most out of their equipment.

clogged suction filters, grime on sliding surfaced and other problems that may lead to functional failures. Are cleaning, lubricants and checking easy to do? Do any large covers get in the way? Are oil inlets located conveniently? Do all gauges work correctly with the standard values clearly indicated? Find the sources of air and oil leaks. These are just a few examples of items, operators might put on a checklist for routine equipment inspections. The important point is that repeated cleaning and inspection teach operators through experience to recognise problems when they see them. operators expose so that it will not be forgotten Fix problems as soon as possible and remove their tags Draw up plans for resolving problems that cannot be addressed immediately. This tagging activity during initial cleaning shows operators how cleaning their equipment becomes inspection as well. Tips for inspection Do not stop at problems you can see. Look for loose fastenings, slight vibrations, abnormal temperatures and other problems that can only be detected by touch. Watch for worn pulleys and belts,

LOCALISED CONTAINMENT Deterioration is what leads equipment to break down or to generate defective parts. There are two kinds of deterioration – natural deterioration and accelerated deterioration. Even when equipment is used correctly, certain parts rub against one another, gradually causing physical wear. This is referred to as natural deterioration. By contrast, accelerated deterioration is deterioration that happens sooner than it would naturally. Accelerated deterioration is usually caused by not keeping parts clean and lubricated or by ignoring excessive loads or play in moving parts. Focussing on containment of scattering debris such as

CLEANING IS INSPECTION Initial cleaning is the foundation of autonomous maintenance. The idea that ‘cleaning is inspecting’ lies at the heart of all autonomous maintenance activities. Through an intensive initial cleaning, we get to know the machine and may discover things we never realised existed. In this process, we inspect for abnormal conditions, such as leaks or wear, and tag them for correction. When cleaning is done, we have a much better idea of correct conditions that need to be maintained. Then, through routine cleaning and inspection, we can spot any abnormal conditions and can take action to correct them before breakdowns or defects could occur.

WHEN YOU FIND A PROBLEM, TAG IT! A thorough cleaning will reveal countless problems and conditions that are less than satisfactory. As you clean and inspect: Attach a tag to each problem the

The Seven Steps of Autonomous Maintenance Clean and Inspect – Eliminate all dirt and grime on the machine, lubricate, tighten bolts and find & correct problems. Eliminate problems sources and inaccessible areas – Correct sources of dirt and grime, prevent spattering & improve accessibility for cleaning and lubrication. Shorten the time it takes to clean and lubricate. Draw up cleaning and lubricating standards – Write standards that will ensure that cleaning, lubricating and tightening can be done efficiently. (Make a schedule for periodic tasks.) Conduct general inspections – Conduct skills training with inspection manuals and use general inspections to find & correct slight abnormalities in the equipment. Conduct autonomous inspections – Prepare standard check-sheets for autonomous inspections. Carry out the inspections. Standardise and visually manage all work processes. Implement autonomous equipment management – Develop company policies and objectives, make improvement activities part of everyday practice; keep reliable Mean Time Between Failures (MTBF) data, analyse it, and use it to improve equipment.

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cutting chips and lubricant is vital. This debris speeds up deterioration of cutting tools and other machine parts and contributes to quality defects. Some companies try to solve the debris problem with enclosures that surround the machine, but such covers may not keep debris out of critical functional parts; they also make regular cleaning more difficult. Using localised containment to control scatter produces both tangible and intangible benefits: Accelerated deterioration stops because dirt and grime do not penetrate to the critical functional parts of the equipment. This considerably reduces breakdowns. Cleaning can be performed quickly Easy lubrication and checking promote thorough maintenance The application of cutting oil and other machining conditions can be checked easily Setups and changeovers go quicker because the machine is cleaner and not obstructed by large guards. Team members are energised and motivated to take up the challenge of difficult improvements Leaders and operators alike learn the techniques and experience the benefits of continuous improvement. Tips for Containment Here are some tips for containing chip and coolant scatter on wet-type machining equipment: First of all, check whether the coolant is concentrated on the cutting point. When it is not, the scatter gets much worse, the tool life shortens, and the quality of the workpiece finish (for example, surface roughness) deteriorates. This situation occurs surprisingly often, so we need to observe and confirm what is really happening. Understand the direction, angle, volume, and speed of the scattered material. Check the shape and size of built-in guards and notice how they may affect machine safety and operability.

- Failure to adhere to correct lubrication standards - Absence of lubrication standards - Use of the wrong standards. Getting rid of lubrication problems means, first of all, never, ever running equipment without lubrication. In the first three steps of autonomous maintenance, one learns to inspect lubrication sites to make sure that the levels are appropriate; one also learns to recognise abnormal conditions such as excess grease and oil drips. Caring about equipment and knowing its structure and function make it possible to lubricate it correctly and to wipe out problems caused by inadequate lubrication. Lubrication is handled by the maintenance department in some companies, but operators know their machineâ&#x20AC;&#x2122;s conditions better than anyone else. So, companies implementing TPM often involve operators in lubrication as part of autonomous maintenance. Basic aspects of lubrication, such as knowing how much lubricant to use and ideas such as simple colour coding of inlets to match the colours of various lubricant storage containers, is vital. There is nothing difficult about lubrication management. It simply means lubricating equipment correctly and reliably. Machines need to be lubricated according to their use with a clean lubricant at designated inlets or fittings at specified amounts of lubricants in order to ensure coverage of surfaces in contact. Lubrication management on the shop floor simply

LUBE MANAGEMENT According to some experts, 60 per cent of breakdowns that occur in the moving parts of machine tools happen due to poor lubrication or oiling. There are several possible reasons for lubrication problems, which include:

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means specifying and adhering to these conditions.

TEAM ACTIVITIES The goal of autonomous maintenance is to develop operators with truly strong machine-related skills. Teams full of highly skilled people will build a strong, vital workplace. Team success depends on motivation, ability and a favourable environment. Ability comes from practice and confidence grows out of success. The team, as a whole, grows when all its members are motivated and encouraged to attack a problem, encourage one another and work towards finding a solution. Team work energises the workplace and everyone shares the satisfaction of achievement.

THE ACTIVITY BOARD The team needs a visual guide to its activities that makes the items that operators lists so that anyone can immediately understand them. An activity board fills these functions and that is why it is such an effective tool.

ONE â&#x20AC;&#x201C; POINT LESSON A one-point lesson is a 5-10 minute selfstudy lesson drawn up by team members and covering a single aspect of equipment or machine structure, functioning or method of inspection. It is frequently difficult to devote much continuous time to training. At the same time, much that it learned is forgotten because there is no opportunity to practice it. Learning in short periods of time during daily meetings or production activities is very effective in overcoming these problems. One-point lessons are a training tool that can be effectively incorporated into ongoing autonomous maintenance activities.

MOTIVATION IS THE WAY AHEAD At the same time, it is not enough to simply pass knowledge on to team members. It is essential that the person who gives the instruction, the team leader, or the team as a group follow up to ensure that the knowledge is put into practice every day. Compiled by Purna Parmar Source: Autonomous Maintenance Operators Shop Floor Series

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INDUSTRIAL ERGONOMICS IN INDIA

ENSURING

SAFETY ... ENHANCING PRODUCTIVITY

Ergonomics is the process of reducing worker injury through effective workplace design. In an industrial environment, it focusses on the industrial workers, the machine on which he is working and the environment in the shop floor with an aim to identify risk factors, potential injuries and methods to minimise or eliminate ergonomic hazards. Ergonomics has a wide application scope and can be applied for improving performance and enhancing overall system efficiency. In a nutshell, it ensures that the machine is designed for man and not the other way round. redominantly, man was designed for hunting and gathering food. A few million years down the line, man evolved to a phase that is evident today. As a result of the growing demands of industrialisation, characterised by mass-scale manufacturing, the expectations from the human body tremendously increased. There was a sudden change of purpose with industrialisation. This imposed a good amount of stress on the evolving human body and mind and thus, led to problems like neck & back aches, injury to body parts, etc., which, in turn, led to a fall in industrial

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productivity, quality of job and increased the rate of accidents and errors at the shop floor. Ultimately, the industry and industrial output suffered.

EVOLUTION OF ERGONOMICS In Greek, ‘ergos’ means work and ‘nomos’ means natural laws. Thus, ‘ergonomics’ refers to ‘the natural laws of work’. In the US, the concept is known as ‘human factors’ or ‘human factors engineering’. The ‘evolution’ of ergonomics can be explained through the following example. During the Second World War, pilots of combat aircraft were making certain mistakes despite the fact that they were well trained and their

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combat aircraft were ‘properly’ designed. When the problem was analysed in depth, it came to light that the pilot in the cockpit was pulling the wrong gear for dropping bombs over enemy territory. This was because the landing gear and the gear for releasing the bombs not only looked similar, but were also located close to each other. The analysis thus concluded that in any man-machine system, the machine needs to be designed keeping the human being in mind. This was the official genesis of the science, technology or art of ergonomics. From a systems perspective, there are three elements – pilot (man), the controls (machine) and the environment in which he

INDUSTRIAL ERGONOMICS IN INDIA

operates – all of which are interdependent. The most important entity in this system is man for whom the system has been designed. Hence, while designing such a system, the capacity, limitations, dimensions, etc. of man need to be considered, if maximum output is to be obtained from a machine. This makes ergonomics a systems concept, capable of bridging the gap between machine and humans. The concept of ergonomics is relatively new in India. It was officially established in the early seventies by Professor Rabindra Nath Sen, who is known as the ‘Father of Ergonomics in India’. Prof Sen had prepared a special paper on ergonomics in the department of Physiology, Calcutta University, at the post-graduate level, which was the first of its kind at that point of time in all of South East Asia. Today, many educational institutes in India are offering Ergonomics as a subject at different levels.

COMPONENTS AND APPLICATION AREAS Ergonomics is a multidisciplinary subject, which draws parallels from physiology, psychology. anatomy, engineering sciences, biomechanics and statistics. It is a crossroad of many different subjects, including the social sciences and even arts. Its application is so wide that it covers everything from the ‘womb to the tomb’. Hence, whenever there is a human being associated, Ergonomics can be applied, as it has to do with ‘humanising’ technology for the betterment of mankind. So, even if it is a simple product design like pliers, or a complex product like the control display of the air traffic control system, ergonomics can be applied for improving performance and enhancing overall system efficiency.

INDUSTRIAL ERGONOMICS The application of ergonomics in the industrial scenario falls under the domain of industrial ergonomics. Herein, there is a focus on three elements – the industrial workers, the machine on which he is working and the environment in the shop floor. Apart from these, other issues like the workers’ mental state, his cultural background, etc. also need to be considered. Let us understand how external factors affect his productivity. What does a worker driving nails into a wooden plank in a shop floor need to enhance his productivity? First and foremost, he needs a hammer, which should be designed such that he can hold it

with ease. To make sure that the hammer is designed appropriately, one has to take into account his hand dimensions. Such dimensions of the human body are called anthropometric dimensions. Second, the height of the work surface at which he is working should be appropriate. This would be dictated by the height of the person and the type of task he is doing. Third, the physical component of the shop floor environment is also important. Hence, the shop floor needs to be well lit so that he can see the task and factors like heat, humidity and ventilation should be such that it allows him to work comfortably. These are all tangible factors, which affect productivity and can be directly measured. But then, there are intangible factors that need to be considered as well. These would include the mental state of the worker. For example, if he is thinking about his unwell relative at work, he would not be able to focus on the task. This, in turn, will affect his productivity. This area of ergonomics, which deals with human mind, information processing, etc. is called cognitive ergonomics. From the above, we can infer that industrial productivity is dependent on multiple factors, which need to be addressed for improving the quality of work, productivity, minimising errors and increasing human satisfaction, while facilitating occupational health and safety of workers.

INDUSTRIAL ERGONOMICS IN THE INDIAN CONTEXT Industrial ergonomics, as an applied field, has good scope in India. With a large manufacturing sector, huge numbers of skilled & unskilled labour from varied cultural and socio-economic backgrounds, industrial ergonomics can change the fate of the manufacturing sector. The application of ergonomics principles like designing specific workstations for workers as per their respective anthropometric dimensions, formulating work-rest cycle times for recovery from fatigue, suggesting optimum illumination, ventilation and humidity content in the shop floor can boost the quality of work and productivity. Apart from this, suggesting suitable postures at which workers should and should not work and vulnerable postures to be avoided would help reduce incidences of injuries at the shop floor and thus reduce the company’s expenses in giving medical benefits and other compensation to the workers. Even at the recruitment stage,

ergonomics, on the basis of different physiological, psychological and anthropometric parameters, can play a crucial role in determining which candidates to select for specific departments. In the subsequent stage, while developing training modules for the newly appointed candidates, ergonomics can help in determining the content, duration and frequency of the modules as well as the parameters for judging the level of readiness among the candidates for their new job. As India is a country of diverse culture, these variations have to be factored in during the selection and training period itself. The issues pertaining to population stereotype are very important. For example, in some parts of the country, people read from right to left from their childhood. Such people need to be trained properly about how to operate a machine control. Use of colours also has to be taken care of so as to avoid hurting people’s sentiments.

SUCCESS STORIES So far, if we look at the global context, industrial ergonomics has moved by leaps and bounds. Unfortunately, in the Indian scenario, such success stories are not published as case studies. Some of the industries in India, like iron and steel, heavy machinery manufacturing and automobile have been using and implementing ergonomics in-house, but these are not published for the general public. Any big manufacturing sector abroad has a professional ergonomist on board to look into different ergonomics-related issues, which has benefitted the company manifold. There are a number of examples in the US. AT&T Global has benefitted immensely after applying ergonomics principles in workstation design; Red Wing Shoe has adopted ergonomic principles in work process design to reduce the incidences of work-related injury. Similarly, Deere and Company, who primarily manufacture agricultural equipment, also implemented ergonomics principles in designing jobs for their employees to boost productivity. In Sweden, there are a number of success stories as well. The following examples from the Department of Human Work Sciences, Lulea University of Technology, Sweden are worth mentioning: Steel pipes & rod handling and store keeping system: A semi-automatic stock and material handling system, primarily for steel rods and pipes was ergonomically

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redesigned. The ergonomics design was capable of reducing the noise level from 96dB to 78dB. There was a subsequent increase in productivity by 10 per cent followed by a drop in rejection rate from 2.5 per cent to one per cent. The entire ergonomics design and development cost was paid back in approximately 18 months. Tube manufacturing, handling and storage system: A tube handling system had problems of high-noise level. There was high rejection rate and heavy manual material handling was required. The safety record of the industry was very poor. Ergonomics redesign of the system improved overall stock organisation. Workers could now lift with relatively reduced efforts. Subsequent reduction of noise by 20dB, as well as increased productivity was achieved. The payback period was only 15 months. Forge shop manipulator: The old manipulator in a forge shop was replaced by an ergonomically designed one. This one had an ergonomically designed cabin, with improved workspace design. The whole body vibration was reduced. Noise was reduced by 18db. Sick leave applicant dropped from eight per cent to two per cent and overall productivity increased. A significant drop of 80 per cent in maintenance cost was observed.

APPLICATIONS The application of ergonomic principles has proved to be fruitful in industrially developing countries. With a huge pool of talented workforce, it is important that they be selected and trained in the best possible manner to prepare them to work. Ergonomic principles in the Indian industry could be applied in the following domain: Building construction: At the initial stage, when the shop floors are being constructed, ergonomic principles should be applied. Data on the number of workers and the dimension & type of machineries to be installed need to be calculated for determining the exact dimension of each shop floor. Ergonomic principles like static and dynamic anthropometric dimensions of the workers, along with adequate allowances for different tasks would help architects efficiently fine-tune the design. Workstation: Individual workstations should be designed taking into account the primary, secondary and tertiary work zone of the workers. Allowance has to be given for the movement and change of posture. Adequate

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space around the workstation, where precision work is done, has to be given, The height of the workstation has to be determined with reference to the type of task that would be performed and based on that, the height of the workstation needs to be fixed. Cognitive ergonomics issues, like personal territory and communication with fellow workers, need to be considered as well. If the task requires specific inspection, then task-specific lighting needs to be recommended. All work areas need to be properly demarcated and at times, separated by barriers from the common passage. Machine and tool design: Machine and tools should be designed as per the anthropometric dimensions of the workers. One needs to keep in mind that workstations will remain constant, but workers will change. Hence, at the design phase, one needs to be prudent in selecting proper percentile value of the relevant anthropometric dimensions in designing tools and workstations. Apart from this, the different strengths of the human body â&#x20AC;&#x201C; grip, torque, push, pull, etc. â&#x20AC;&#x201C; which are normally envisaged, also has to considered. Selection and training: Anthropometric dimensions and physiological parameters of workers like heart rate; both resting as well as post exercise, can provide valuable insight into the suitability of a candidate for a particular job. Similarly, while developing training modules for new recruits, the module content, frequency and duration can be designed in a way that would reduce effective training time. Environment and ambience: Prescribing the exact illumination level for each task can improve productivity and delay the onset of visual fatigue. The combination of natural and day light is important as the same time glare needs to be prevented to minimise visual fatigue and, at times, accidents, through changing the surface texture of workstations or shielding the source of light from the workers visual cone. The colour, along with illumination, can help improve the overall ambience. In addition, the use of light colors like blue and green, gives the workers a sense of coolness on the shop floor. Nonetheless, providing adequate ventilation and keeping the temperature in the comfort zone is equally important. For workers engaged in doing heavy physical work, the comfortable temperature should be a little below that of those doing sedentary workers. In very hot environments, like blast furnaces, workers

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could be provided micro breaks of 5-10 minutes after every hour to rest in relatively cooler areas. This would help delay fatigue and boost productivity. In monotonous work like assembly line, slow music could be played as this would increase the level of alertness among workers. Job design: It is very important to train the workers on how to work effectively based on the principles of motion economy. The work load should be distributed in both the hands and a proper posture should be maintained. In circumstances where the job demands working in awkward postures, there could be two approaches. For example, any unscrewing activity with the right hand is an awkward and risk activity, as it renders the shoulder arm system prone to injury. This is because the physiological cross-sectional area of the forearm muscles decreases in the prone posture, thereby rendering the shoulder-arm system at a distinct mechanical disadvantage. In such a case, one can appoint either a left-handed person to do the task or the second alternative could be rotate workers in the task so that one single worker is not exposed. The third option could be providing for micro breaks between tasks.

SENSE AND SENSIBILITY There is often a wrong notion that ergonomics is only related to comfort. It is more than that. Comfort is just one of the byproducts of ergonomics. These are all physical ergonomics. People in the manufacturing sector, including those who are completely automating their manufacturing operations in India, need to adhere to ergonomic principles. This is because, even though the sector requires minimum manual labour, automation still involves human participation and thought. Thus, the cognitive load on humans increases. In addition, automation also requires a person to monitor the system to ensure that all things function well. We need to remember that ergonomics is not only common sense, but more about how to arrive at this common sense through the crossroads of different sciences, technologies and arts. Ergonomics ensures that machine is designed for man and not the other way round. Dr Prabir Mukhopadhyay, Assistant Professor, PDPM-Indian Institute of Information Technology Design and Manufacturing, Jabalpur, MP E-mail: prabirdr@gmail.com, prabir@iiitdmj.ac.in

MISSONOMICS IN MSMEs - ERGONOMICS

APPLICATION OF

ERGONOMICS IS GOOD ECONOMICS With a contribution of eight per cent to the country’s GDP, 45 per cent of the manufactured output, 40 per cent of the exports and a source of employment to about 60 million persons spread over 26.1 million enterprises, MSMEs form an important component of the country’s economy. But have they been able to implement the best of ergonomic practices or is it still a missing link? Take a look if ergonomics is still a ‘missonomics’ for MSMEs... ARINDAM GHOSH

overnment reports reveal that under the current ongoing Five Year Plan period (2007-2012), the Micro, Small and Medium Enterprises (MSMEs) is expected to grow at 13 per cent per annum and is expected to generate an additional 1.3 million jobs. MSMEs in the country manufacture over 6,000 products. The major advantage of the sector is its employment potential at low capital cost. The labour intensity of the MSME sector is much higher than that of the large enterprises. MSMEs constitute over 90 per cent of total enterprises in most of the economies and are credited with generating the highest rates of employment growth. In addition, the sector accounts for a major share of industrial production and exports. The MSME sector demonstrates high prospects, especially in terms of its contribution to the country’s economy coupled with achieving national objectives of growth with equity.

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Nonetheless, this sector can be further productive for the economy if it looks towards adopting and effectively implementing ergonomics to manufacture the produce. Ergonomics plays a crucial role in teaching workers to use good tools in a proper manner while adopting an appropriate work posture. “Wherever there is a human being associated, ergonomics can be applied, as it has to do with humanising technology for the betterment of mankind. So, starting from a simple product design like pliers, to a complex product like the control display of air traffic control system, ergonomics can be applied for improving performance and enhancing overall system efficiency,” says Dr Prabir Mukhopadhyay, Assistant Professor, PDPM-Indian Institute of Information Technology Design and Manufacturing Jabalpur. In the manufacturing industry, the application of ergonomics focusses on three primary elements – the industrial workers,

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the machine used while working and the environment inside the shop floor.

IMPORTANCE OF ERGONOMICS The application of ergonomics is absolutely crucial because ergonomics is all about interaction between man, machine and the environment. “If you look at it from a system perspective, our main target in the manufacturing sector is productivity, output with least number of errors and to ensure that the workers keep in good health so that there is less of injuries and companies do not have to pay compensations to the workers. At the end of the day, people should be happy at their workplace. It is only then that they would be able to give the maximum output,” says Dr Mukhopadhyay. Reema Nanavaty, Director – Economic and Rural Development, Self Employed Women’s Association (SEWA), says, “Ergonomics is very important for two major reasons. Firstly, it reduces the drudgery of the workers and secondly, it

MISSONOMICS IN MSMEs - ERGONOMICS

increases the productivity and thereby the incomes and earnings of the worker.” She adds, “Take, for instance, the case of women who work in tobacco fields. They continuously pluck tender buds, which secrete nicotine juice that is harmful for the workers. Giving these women specially designed gloves and aprons would prevent them from the harmful effects of the nicotine secretion.”

FIVE EFFECTIVE WAYS TO IMPLEMENT ERGONOMICS When selecting a particular worker, check for some of the physiological parameters like heart rate of the end consumption, blood pressure, etc., which give an insight into what specific type of activities the person is good at or will be good at. Training people, developing training modules as per ergonomics norms, i.e. finalising on the duration and content of training so that less time and money is spent on training workers. The overall design of the shop floor plays a significant role considering the number of people who are going to work on that particular shop floor. So, factors like the area needed; the placement of equipment at a particular height to facilitate working conditions for the worker and thus ensuring fruitful benefits in the long run need to be kept in mind. The physical environment of ergonomics is important and includes adequate illumination or lighting level, which will not cause visual fatigue and will enhance productivity in the long run. Heat, humidity and ventilation of the shop floor also have a direct bearing on the performance of a worker working in that particular place. Ergonomics also focusses on the safety of workers and plays a critical role when it comes to the material of the work wear. Workers on the shop floor are provided with safety shoes, gloves & aprons.

AWARENESS LEVELS OF ERGONOMICS IN INDIA According to research papers, the concept of ergonomics was introduced in the early 1970s. However, since its introduction, the present level of awareness in the industrial sector in India is quite poor because the manufacturing sector perceives ergonomics as a comfort or a sort a luxury for workers.

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CASE STUDIES ON ERGONOMICS Take time out In one of the industries, which deals in iron & steel, there were incidences of less or falling productivity in front of the blast furnace. Workers faced inconvenience due to the tremendous amount of radiant heat emitted from the blast furnace. To deal with this scenario, workers were provided with a special work wear for the face. Apart from this, certain recommendations to improve the working conditions of workers were also suggested. Recommendations, such as, placing a mild steel shield between the blast furnace & the worker and permitting workers to rest in cool places for 5-10 minutes after working for a duration of half-an-hour near the furnace so that they can delay the onset of fatigue, were also made.

Hand in glove In another industry, it was observed that workers were reluctant to use hand gloves. Upon investigation, it was concluded that the gloves were imported from western countries and did not fit into the hands of Indian workers. As a result, the workers could not get a good sensation of grip when they were working with the gloves while throwing coal into the blast furnace. Working towards resolving the problem, workers were given gloves to perfectly fit the dimensions of Indian workers. After wearing these gloves, workers could comfortably perform their tasks. But Dr Mukhopadhyay believes, “it is more than that. Ergonomics is not only about comfort, it is also about productivity, it is also about business”. Globally, in countries like the US, the application of ergonomics has been highly successful. “if you are in a position to apply ergonomic principles at your workplace, you will benefit in the long run because we take care of output in the long run; we take care of the well being of the industrial workers in the long run; so if you calculate at the end of the day, we are paying less in terms of compensation, but we are getting more in terms of productivity,” he adds.

TRADE UNIONS – A STEP CAN BE TAKEN TO CREATE AWARENESS Trade unions in India are unaware of the principles of ergonomics and the benefits it has in store for workers. Throwing light on the same, Dr Mukhopadhyay explains, “The trade unions in our country are not aware of the principles of ergonomics. If they take these principles of ergonomics to the government or to the people, I think the level of awareness will be much more. The moment the industry people get to know that it has got something to do with their

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business, from that moment of time things will speed up.”

FUTURE OF ERGONOMICS Given India’s strong and ever-growing manufacturing sector and huge number of skilled & unskilled labour hailing from varied socio-economic backgrounds and practicing different cultures, the application of industrial ergonomics certainly has a huge scope and potential in India. Talking about the future of ergonomics in India, Dr Mukhopadhyay says, “I see a tremendous future for ergonomics in India. We have to go to the people and explain to them. Everybody has to work in tandem. The government has a big role to play here.” In a country like India, steps and initiatives need to be taken to generate more awareness towards the application of ergonomics, under which focus needs to given to the designing of the work station, shop floor and work, to make workers more efficient and turn a productive sector, like MSME, into a more productive one. Nanavaty avers, “In heavy industries, a lot of changes take place, especially in terms of development in machines and tools. But when it comes to small industries and the MSMEs, a lot more research and development is certainly required.”

MAINTENANCE PLANNING AND SCHEDULING

Pla Schnning ed an ulin d g

nce tena Main revision Sup

c tio

ns Illustration By Sanjay Dalvi

e Insp

ting oun Acc

ons rati e p O

LAYING THE

FOUNDATION FOR EFFECTIVE

MAINTENANCE EXECUTION

Maintenance planning and scheduling is an essential element in maintenance management. Being the hub of a well functioning maintenance organisation, it is a disciplined approach for utilising the existing maintenance resources to minimise the overall production costs. Thus, it not only helps organisations achieve least operating costs, but also eliminates defects in operating plants and maximises production. very company has its own way to deal with situations like equipment breakdowns and shutdowns. However, with the help of effective planning and scheduling of maintenance programmes, these issues can be handled efficiently. Maintenance planning can be defined as a decision-making process that focusses on the future. The decisionmaking in maintenance planning is a fivestep process, which includes: Identifying tasks Identifying and developing primary & secondary plans Evaluating plans Choosing the best plan Processing and executing the best plan. Identifying the tasks is simply taking the work that is requested on a notification and

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converting it into a work order. Identifying and developing the plans indicate that the planner will consider several methods of accomplishing the work. The planner will next evaluate the plans based on the actual work activities, the skill sets available and the timeframe available to perform the work. Based on this evaluation, the planner will select the best plan and will subsequently develop & schedule that plan and ensure that it is executed. The planning process requires utilising technical skills to convert a conceptual methodology of performing work into an actual plan to perform the work.

WORK ORDERS ENABLE PLANNERS SUCCESS Work orders are the key documents that enable planners to be successful. They are

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central to successful planning and scheduling. The more effective the work order system, the more effective the planning and scheduling functions will be. Organisations that want to move into maintenance planning and scheduling should concentrate on effectively using the work order system to build the foundation on which they can develop good planning and scheduling practices. The work order accomplishes the following objectives: It provides a means for screening and authorising requested work It provides a method for capturing the data necessary to plan and schedule work It provides a method for communicating instructions & estimates for the supervisors and craft technicians It provides a method for accumulating

MAINTENANCE PLANNING AND SCHEDULING

data on the job progression and costs to measure opportunities for improvement It provides a method for collecting the data necessary to monitor and improve performance. There are various types of work orders to accomplish these objectives. The first type is a short form work order, which, in some systems, is called a notification. This form is used to capture information about various small jobs. Here, a few details are necessary to capture. The second type of work order is a standard work order, which is typically used to capture the data necessary to plan, schedule, execute and record all the work activities. The third type is a project work order, such as shutdowns, outages and turnarounds, while the fourth type of work order is a standing work order. The standing work order is left open for a predetermined period of time, during which it captures all costs and repair information at a very high level. The standing work order is typically used when capturing the data on a standard work order would be too cumbersome. These types of work orders are typically used by the maintenance department when they do not want to take the time to identify detailed standard work orders. Standing work orders should be avoided except when the data cannot be captured on another type of work order.

MISTAKES TO AVOID Two common mistakes, both related to recognising the proper roles and responsibilities in planning, are made while developing any planning programme. The first mistake is allowing planners to be involved in unscheduled and emergency work activities. This diverts their attention from true planning and involves them in reactive activities. Maintenance supervisors have the responsibility of coordinating and executing emergency & breakdown work activities. If planners become involved in controlling breakdowns and emergency work, planning programmes will never show the results needed to maintain the managementâ&#x20AC;&#x2122;s support. The second common mistake made in the planning programme is allowing the planners to fill in for maintenance supervisors who are either temporarily working on another assignment or are on vacation. Planners accepted the supervisory role because they fit a different skill profile. The two skill profiles are not the same. Planners must stay focussed on planning and not

become temporary or fill-in supervisors. Allowing them to change their focus will severely impact the effectiveness of planning & scheduling.

CRITERIA FOR EFFECTIVE PLANNING For a planning department to be effective, it must address the following: Goals As far as a goal is concerned, maintenance planning should focus on the most critical or costly activities to ensure that the profit improvement derived from planning have the greatest impact. Hence, planners and planning supervisors should constantly evaluate the work being planned and thus make sure that the planner has not lost focus. It is easy for planners to get distracted and begin planning the wrong type of work. Periodic review of the work being planned can eliminate this problem. Objectives The objectives for maintenance work are similar to the goal, except in this case, the focus is on all economically justified work. The objectives are related to the equipment capacity. This means that the job plans and, ultimately the job schedule, do not interfere with the availability and efficiency of the equipment. Planning and scheduling are to be complementary to the production goals and not diametrically opposed. Periodically, it would be good for the production management and maintenance management to discuss schedule coordination. Policies The policies for maintenance planning provide guidelines to ensure that the policies and objectives are met. There may be financial limits set on work that can be performed without planning. For example, all maintenance activities over $500 will be planned. This number may be too high in some plants and too low in others. However, some form of financial guidelines can be set. Another guideline may be related to project or shutdown work, insisting that any work requiring equipment shutdown will be planned. Some organisations require work utilising outside contract labour to be planned. Other organisations require planning for all maintenance jobs over a certain hour limit. Still others require that all the jobs exceeding work that can assigned to the job, will be planned. Whatever policies are determined; these guidelines keep the planners focussed and maximise

the benefits that can be received from planning. Procedures The work procedures that the planners develop are really the â&#x20AC;&#x2DC;how to do itâ&#x20AC;&#x2122; part of planning. These procedures are the decisions that planners must make as they put together a job plan. When planners have made the necessary decisions, and the job plan is complete, the work is executed. After a time, when the job has been repeated and becomes standardised, it can become a standard maintenance procedure (SMP). SMPs are typically kept in an electronic library. When similar or identical work is requested, the procedure is called from the library; very little planning is required. In some organisations, these are called pre-planned jobs. The longer a planning department exists, and the more the SMPs are developed, the easier it is for planners to perform their job. Shutdowns, turnarounds and outages Shutdowns, turnarounds and outages (STOs) are work activities involving many people, many work orders and complete shutdown of plant processes or equipment. With these many resources, and the lost production that is occurring, it is imperative that tight coordination of all activities is achieved. Therefore, during STOs, planners are typically responsible solely for this event. This focussed effort by planners ensures that the resources required for the STO are properly deployed and that the lost production during the equipment outage is kept to a minimum. The individual planner in-charge is sometimes referred to as the outage planner.

PLANNING ENABLERS Planning enablers are disciplines, attitudes and actions within the maintenance department that makes planning successful. The first is thorough preventive maintenance (PM) inspections. With good PM inspections, small things can be identified and repaired before they become emergencies. A second planning enabler is complete equipment repair histories. When equipment repair histories are complete, the planners and maintenance engineers can use them to determine chronic problems. They can then bring about permanent solutions that eliminate equipment breakdowns. A third planning enabler is a complete failure analysis. When performing failure analysis, maintenance planners and maintenance engineers can

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find and fix the root cause of problems, thereby eliminating repetitive issues. A fourth planning enabler is the timely reporting of potential problems by operations personnel. Because they are close to their equipment, they can identify small problems before they become emergencies or equipment breakdowns. A fifth planning enabler is an effective planned component replacement policy. This policy is typically part of a very effective PM programme, where equipment is identified and scheduled to be replaced before the equipment is allowed to fail. A sixth planning enabler is closely related to the fifth; it is world-class overhaul and rebuilds capabilities. This capability, not only prevents excessive deterioration of the equipment components before they are replaced, but also insures quality control of the rebuilds. The seventh planning enabler is having the maintenance foremen, supervisors, or coaches aware of the impending problems. This means that they have a good open dialogue with the operators on troublesome equipment. Small problems can then be discovered early. Good communication at this level prevents equipment failures. The eighth planning enabler is pride in workmanship by the craft technicians. This ensures that all the work will be of the highest quality, with zero-maintenance rework. A prerequisite for the technicians to have pride in workmanship is an adequate skills training programme for all technicians. The ninth planning enabler is the good use of repaired technology. This means that predictive maintenance tools such as vibration analysis, oil analysis and thermography are utilised to monitor equipment. This helps to insure that no craft technician resources are wasted.

BENEFITS OF MAINTENANCE PLANNING The benefits of maintenance planning include the following: Fewer job interruptions Well-planned jobs are executed smoothly. They are also completed in a shorter time and consume fewer maintenance resources. Completing the work in a shorter span of time period also reduces equipment or facility downtime. Clearer job instructions With clear job instructions, the supervisors can move more easily through job elements. This insures that fewer supervisory delays are encountered, which increases the

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productivity of the craft technicians. Materials are ordered in advance The materials are delivered to the work site when needed or they are available for pickup when needed. In either case, the material delays are eliminated, thereby increasing maintenance technician productivity. Maintenance tools are prearranged and available During peak times, it seems that there are never enough tools for all the ongoing jobs. By preplanning the tools, the heightened coordination prevents work delays related to tools not being available. This reduces the amount of non-productive time incurred by the craft technicians waiting on tools. Special equipment is prearranged When the work is unplanned, it seems that there is never enough rigging or scaffolding to complete the work. Good planning allows for coordination, which prevents delays. This coordination has a significant impact on increasing maintenance labour productivity and decreasing equipment downtime. Priorities are meaningful When organisations are not planning, everything seems to be a high priority. When an organisation becomes proficient at planning, the priorities are properly assigned. Planning allows the labour resources to be deployed correctly. The labour productivity delays and overall job completion time are reduced, thus significantly lowering the maintenance costs. Supervision is better prepared Advance preparation allows the supervisor to be more efficient at assigning jobs, as well as being available to instruct during job execution and ensure that the job execution is managed well, all of which will increase the maintenance technician crewsâ&#x20AC;&#x2122; productivity. Increased supervision minimises delays and avoids confusion, which insures that jobs are completed more effectively & efficiently, and in a shorter time. Overall benefits An effective planning programme brings with it improved labour utilisation, improved materials coordination, improved contractor utilisation and increased equipment reliability. All of these benefits will have a significant impact on the companyâ&#x20AC;&#x2122;s profitability. Thus, it is extremely important for organisations to focus on implementing and improving maintenance planning.

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MEASURING PLANNING PERFORMANCE For a planning programme to progressively become more efficient, it is necessary to measure its performance indicators. These indicators include: Actual labour used on work versus the labour estimated to be used to complete the work: This indicator measures whether the labour resources are properly estimated. Accurate work order plans lead to accurate schedules. Actual materials used on work versus the materials estimated to be used to complete the work: This indicator measures whether the material resources are properly estimated. Actual contractors used on work versus the contractors estimated to be used to complete the work: This indicator measures whether the contract resources are properly estimated and utilised. Actual tools used on work versus the tools estimated to be used to complete the work: This indicator measures whether the tools are being properly estimated and utilised. Special equipment used on work versus the special equipment estimated to be used to complete the work: This indicator measures whether special equipment being rented or purchased is properly utilised. Jobs scheduled versus jobs completed: This indicator will highlight many areas of performance. But in the context of the planner performance, this indicator helps to see how accurate the estimates were on the planned work. If more jobs are scheduled than were completed, this percentage will be low. A lower percentage typically indicates problems with the job plan. However, there are other factors that can skew this indicator. Therefore, it is wise not to jump to any conclusions if this indicator is low, but take the time to examine the root cause of the problem. Preventive maintenance compliance: This is not strictly a planner indicator. If the preventive maintenance programme compliance is low, it is quite likely that the remaining planning and scheduling indicators will be low. Monitoring the PM compliance can help pinpoint the root cause of low planning and scheduling.

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MAINTENANCE PLANNING LEADS TO MAINTENANCE SCHEDULING Maintenance scheduling is a system of accomplishing maintenance and reliability work activities at a predetermined time, based as closely as possible on the organisational priorities that specify when the work is required to be completed. Maintenance scheduling is adapting planned work to a specific timetable for execution. It is the middle of a threestep process to complete work, which includes planning, scheduling and work execution. Maintenance scheduling is very important, since without proper scheduling, all the benefits of good maintenance planning are lost. The following are the requirements for effective scheduling: The availability of the equipment or assets This means that the equipment or facility requiring maintenance services must be available for all the affected departments. It must be available at the right time and for an adequate amount of time and ensure that the job gets done right in the first time itself. The availability of labour resources This task involves arranging the right number

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of craft technicians, with the right skills, at the right time. Coordinating the resources ensures that quality work is performed correctly with maximum labour productivity. The availability of proper MRO inventory All the necessary materials, supplies and maintenance, repair and operating (MRO) spare parts must be on hand so that the job can be completed in a timely fashion with no material-related delays. The availability of rental equipment All the required rental equipment must be available as scheduled to ensure timely completion of the planned work, with no delays to the craft technicians. The availability of proper tools All the major tools not permanently assigned to any one employee must be coordinated such that it is ready for the job when the work is scheduled. This readiness will eliminate delays in the work area. The availability of information related to regulatory compliance This step involves making sure that all permits, safety and health regulations are complied with in the schedule. Failure to consider these issues may not only hinder the completion of the work, but also may

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result in injury to the employees or incur liability by the company.

GOOD MAINTENANCE PLANNING The true benefits of planning and scheduling are financial. Good maintenance planning and scheduling allows for maximum productivity at the lowest cost. Many will say that good maintenance is expensive. However, bad maintenance costs even more. Being reactive is a very expensive way for an organisation to do business. A planned and scheduled job will be completed at one-half to one-fourth the cost of the job performed in a breakdown or emergency mode. Without good scheduling, the benefit of planning is lost. Without good planning, maintenance costs will always be higher than they should be. The more planned and scheduled that maintenance and reliability departments can become, the more economically viable the business will be. Compiled by Purna Parmar Source: Maintenance Work Management Processes

IMPORTANCE OF DESIGN

MEETING

HUMAN NEEDS The primary aim of ergonomics is to optimise the functioning of a system by adapting it to human capacities and needs. It eliminates barriers to quality, productivity and human performance by fitting products, tasks & environments to people. This not only enhances productivity, but also makes the workforce much more efficient. It is a much needed combination of physiology & psychology with an engineering approach. rgonomics is an interdisciplinary approach towards adapting the man-made environment around man, rather than man around the environment. It is the study of the relationship between the employee and the workplace. It is a developing body of knowledge whose goal is to provide and maintain a healthy ‘user-friendly’ environment. If properly applied, ergonomic principles support each person’s desire to find a zone of individual comfort. Ergonomics is the study of how human beings relate to their work environment. The result of ergonomics is the adaptation of the workstation design and work tools to suit the individual performing a particular job function. The application of ergonomics principles to workstation design can result in increased effectiveness, work quality, health & safety and job satisfaction.

ERGONOMICS RISK FACTORS Ergonomics risk factors are characteristics of a job that contribute to the creation of ergonomic hazards. Risk factors are present at varying levels for different jobs and tasks. Generally, the greater the exposure to a single risk factor or combination of risk factors, the greater the probability of an ergonomic injury or illness. The three big ergonomic risk factors are: Force i.e. how much you lift, push or pull

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Repetition i.e. how often you perform the task Posture i.e. your body position. The other potential ergonomic risk factors include vibration, contact stress, sustained exertions and cold temperatures.

ERGONOMICS PROCEDURE Ergonomic considerations will be integrated in the job hazard analysis process and conducted in accordance with Army regulations. Worksite analysis implementation of ergonomic hazard control measures will be performed in conjunction with the job hazard analysis.

WORKSITE ANALYSIS Essential steps in conducting worksites analysis include: Problem or hazard identification The identification of jobs or worksites with ergonomic risk factors is the first step in the prevention of ergonomic hazards. This is

Benefits of Ergonomics Decreased injury risk Increased productivity Decreased mistakes or rework Increased efficiency Decreased lost work days Decreased turnover Improved morale.

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accomplished by direct observation, case referrals and incident reports. Direct observation may be done by trained personnel or by workers who can identify tasks or situations which are uncomfortable and may indicate ergonomic risks. Case referrals from occupational health nurse, industrial hygienist or safety personnel may be used to identify a work area having potential ergonomic risk. For example, a computer technician seeks medical care for hand or wrist pain and provides an occupational history that indicates possible worksite risk factors. In this situation, the referral would be from the occupational health nurse to the supervisor. Specific health or performance events such as wrist pain, back pain or increased mishaps may be indicative of ergonomic risks. Incident reports such as accident reports, occupational and health reports and supervisor monthly surveys are used to help identify ergonomic risk factors. The following are risk factors that contribute to ergonomic-related disorders that should be considered when identifying ergonomic problems or hazards: Repetitive motions, especially during prolonged activities Sustained or awkward postures Excessive bending or twisting of the wrist Continued elbow or shoulder elevation (e.g., overhead work) Forceful exertions, especially in an awkward posture

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IMPORTANCE OF DESIGN

Excessive use of small muscle groups (e.g., pinch grip) Acceleration and velocity of dynamic motions Vibration Mechanical compression Restrictive workstations (e.g., inadequate clearances) Improper seating or support Inappropriate hand tools Machine-pacing and production-based incentive Extreme temperatures Extended exposure to noise. Detailed analysis The combined effect of several risk factors in a job workstation may lead to a higher probability of causing an ergonomic disorder. A detailed analysis is necessary for further evaluation of those jobs or worksites. A personnel conducting analysis should systematically: Consider the concept of multiple causation Look for trends including age, gender, work task and time of injury Identify the work task or portions of the process which contain risk factors. Prevention and control of ergonomic hazards The primary method of preventing and controlling exposure to ergonomic hazards is through effective design or redesign of a job or worksite. The following are intervention methods in order of priority for preventing and controlling ergonomic hazards: Process elimination: Elimination of the ergonomically demanding process essentially eradicates the hazard. For example, eliminating a meat wrapper’s need to use a manual tape dispenser and label applicator by providing an automatic label and tape dispenser. Engineering controls: Ergonomic engineering controls redesign in the worksite or equipment to fit the limitations and capabilities of workers. Equipment or worksite redesign typically offers a permanent solution; for example, the provision of a visual display terminal (VDT) workstation, which is adjustable over a wide range of anthropometric dimensions. Substitution: Substituting a new work process or tool (without ergonomic hazards) for a work process with identified ergonomic hazards can effectively eliminate the hazard. For example, replacing hand tools, which require awkward wrist

Work Place Indicators Quality control problems Absenteeism and turn-over – Human Resources Performance deterioration – Engineering Musculoskeletal disorders – OSHA Logs WC reports Complaints of fatigue and discomfort.

maintenance and effective housekeeping programmes. Administrative controls: These can be used to limit the duration, frequency and severity of exposure to ergonomic hazards. Examples of administrative control are not limited to: Reducing the number of repetitions by decreasing production rate requirements and limiting overtime work Reducing the speed and number of repetitions by reducing line or production speed or by having worker input into production speed, for e.g., using worker-based rather than machine-based production speed Providing rest breaks to relieve fatigued muscle-tendon groups. The effort required, total cycle time and the muscle-tendon group involved should determine the length of the rest break Increasing the number of employees assigned to the task, for e.g., lifting in teams rather than individually Instituting job rotation as a preventive measure, with the goal of alleviating physical fatigue and stress to a particular set of muscles and tendons. Job rotation should not be used in a response to symptoms of cumulative trauma, as this can contribute to symptom development in all employees involved in the rotation schedule rather than preventing

positions (extreme wrist flexion, extension, and deviation), with tools which allow a neutral wrist posture. Work practices: Practices, which decrease a worker’s exposure to ergonomic risks, include changing work techniques, providing employee conditioning programmes and regularly monitoring work practices. It also includes equipment maintenance, adjustment and modification of current equipment or tools, as necessary. These work practices include: Proper work techniques that include methods encouraging correct posture, use of proper body mechanics, appropriate use and maintenance of hand & power tools and correct use of equipment and workstations. Trained ergonomic personnel in consultation Work Station Guidelines with occupational health Reduce static component and allow workers should identify those jobs that require a break-into use optimal posture usually at midpoint of period. Occupational limbs range of motion health should evaluate Avoid muscular insufficiency and forward those employees reaches in excess of 16 inches returning from a health absence and define the Elbows down close to the body flexor angle break-in period for each around 90 degrees individual employee. Sit-stand preferred but rarely seen Regular monitoring of Use gravity, do not work against it operations helps to ensure proper work Avoid the need for excessive head movement practices and to confirm Avoid compression Ischemia. that the work practices do not contribute to cumulative trauma injury or hazardous problems. Trained ergonomic and health risk factors. care personnel should conduct analysis Effective schedules for facility, equipment of the jobs used in the rotation and tool maintenance, adjustments & schedule Providing limited duty assignments to modifications will reduce ergonomic allow injured muscle-tendon groups hazards. This includes ensuring proper time to rest thereby assisting in the working condition, having sufficient healing process. Limited duty assignments replacement tools to facilitate

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Ergonomics Programmes Evaluate employee workplaces for ergonomic problems upon the request of the occupational health office, supervisors or employees and make recommendations & modifications for corrections Develop and teach a train-the-trainer workshop as needed Assist directors, commanders and supervisors in resolving ergonomic-related issues Develop and disseminate ergonomic awareness materials Maintain and review injury and illness records related to musculoskeletal disorders to develop trend analysis and countermeasures Assist supervisors in preparing job hazard analyses when needed Assist occupational health in identifying, modifying and resolving work-related musculoskeletal disorders of personnel Arrange an ergonomic committee and hold quarterly meetings Assist in evaluating the workplace for ergonomic problems and make recommendations and modifications for corrections Assist in conducting ergonomics training as needed Provide technical assistance in identifying and resolving ergonomic issues Ensure that when activities purchase new furniture, it is ergonomically designed Ensure that the top management personnel receive ergonomic training to assist customers with purchasing furniture and equipment Ensure ergonomics considerations are an integral part of the design, modification and construction of all facilities Consult with trained ergonomic personnel concerning facility modifications and construction Establish and implement an ergonomics plan Ensure supervisors are trained on ergonomics awareness factors applicable to their area of responsibility Ensure area of responsibility is periodically evaluated for identification of ergonomic deficiencies and take appropriate corrective action Ensure ergonomic considerations are included in all job hazard analyses Develop and implement an ergonomics plan applicable to their area of responsibility Provide ergonomics awareness training to employees in their specific work tasks and procedures for recognising and reporting early signs of work-related musculoskeletal disorders Conduct job hazard analyses and identify tasks that pose a risk of musculoskeletal disorders, evaluate the tasks and ensure the risks are reduced or eliminated Ensure personnelâ&#x20AC;&#x2122;s workstations are properly set up and personnel are trained to properly adjust their furniture and equipment Ensure proper use of work and rest breaks, which can vary according to the jobâ&#x20AC;&#x2122;s physical and psychological demands Provide protective equipment to reduce potential ergonomics injury or illness while engineering controls are implemented Ensure ergonomic considerations are being integrated into the purchase of new furniture Detect early signs of musculoskeletal problems of personnel such as frequent reports of aches and pains or job tasks requiring repetitive, forceful exertions. Send personnel with signs of musculoskeletal disorders to an occupational health clinic along with completed record of injury Assist supervisors in identifying ergonomic hazards Report symptoms of possible work-related musculoskeletal disorders or related injuries or illnesses Take mini breaks or perform a different task if more than one hour. should be provided when physical limitations, as identified by a health care provider, allow the worker to return to

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work performing less than their normal work requirements. Personal protective equipment: Personal

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protective equipment is not necessarily recommended for controlling exposure to ergonomic hazards, as little research has been conducted to support the claims of its usefulness. Ergonomic appliances such as wrist rests, back belts, back braces, etc. are not considered personnel protective equipment. Consultation with trained ergonomic personnel on the effectiveness of such devices should be made prior to purchase. Personnel protective equipment should be provided in a variety of sizes and should accommodate the physical requirements of workers & the job. It should not contribute to ergonomic hazards. Also, early recognition and medical management of ergonomic disorders are critical to reduce the impact of injury on both, the employee and employer. Ways to identify and prevent these include: Common symptoms of musculoskeletal ergonomic disorder are not limited to pain, tingling, numbness, stiffness and weakness in the neck, shoulders, arms, hands, back, and legs, it can also include symptoms like headaches, visual fatigue and increased errors Employees displaying symptoms of ergonomic disorders should report to medical personnel for an evaluation. Active duty employees should report to their primary care provider Supervisors should ensure that symptomatic soldiers and employees report for a medical evaluation in a timely manner.

OUTSTANDING BENEFITS Gone are the days when companies thought that there was a bottom-line tradeoff between safety and efficiency. Now, they embrace ergonomics with open arms as they have realised that designing a safe work environment can also result in greater efficiency and productivity. Organisations have realised that providing a worker with an environment that will facilitate his work, will enhance his efficiency and ultimately translate into productivity gains. Analogously, the safer it is to do a job, the more likely it is to see gains in productivity due to reduced time off for injury. Ergonomics can thus address these issues by maximising the workspace and equipment needed to do a job. Prof. Mahendra Mali, Assistant Professor, Production Engineering Department, Government Engineering College, Bhavnagar, Gujarat E-mail: mahendra_mali2006@yahoo.com

Illustration By Sanjay Dalvi

LEAN MAINTENANCE BEST PRACTICES

TURNING

ASSET MANAGEMENT INTO A PROFIT CENTRE The concept of lean manufacturing seeks to cut waste across the production process, from material ordering to packing and shipping as well as throughout every department, from human resources to sales. When attempting to accomplish the goal of getting lean in the maintenance arena, a company must have an evaluation process in place that covers all the aspects of maintenance. But to view maintenance as a positive activity, it is important to see it as a profit centre instead of a cost centre. A cost centre approach is strictly concerned with adhering to the budget and decreasing expenses. In contrast, the profit-centre model realises that investment and operating costs can be allocated to improve efficiency, which naturally results in higher profits. ne of the most popular buzzwords in business today is ‘lean’. This term conveys the idea of fat elimination – the elimination of enterprise waste, the streamlining of processes to increase productivity and the more efficient use of capital assets and valued personnel in the pursuit of continuously improving bottom lines. It is a known fact that asset downtime disrupts production and drives up both process and per unit operating costs. Executives often lose sight of this because they focus on output and not on the assets used to create it. As one CFO put it, “Companies care about how many widgets they make, not the widget machine.” The irony is that companies can use asset performance management in implementing lean maintenance techniques not only to make more widgets, but to make each widget more profitably.

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An energetic, effective enterprise recognises the connectivity of issues that affect maintenance efficiency and ultimate success and include a broad spectrum of solutions. In addition, effective leanness in maintenance – like all the other areas of the enterprise – requires continuous review, evaluation and improvement because a static maintenance process is a maintenance process that is gathering new forms of waste and inefficiency.

AREAS AFFECTED BY LEAN MAINTENANCE EFFORTS There is no concrete list of improvements that can be provided in the bid to revamp a typical business. That is because there is no such thing as a typical business. Each enterprise has its own superlatives and laggards. Specific areas within the maintenance arena do, however, lend themselves to generally similar examination. These areas include:

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Spare Parts Inventory Management: Most parts’ storerooms contain a substantial number of excess or obsolete parts. Often, these parts add up to a 6- or 7-figure investment that languishes within the maintenance budget. An enterprise must optimise its parts inventory so that the parts are available for preventive and corrective maintenance without gathering dust worthlessly on shelves and in storage areas. Such optimisation requires communications between storeroom managers, purchasers and maintenance personnel (foremen and technicians). Discussions centre on parts usage, maintenance routines, anticipated demands and historical usage data. In a multi-site enterprise, the discussion must include options to centralise expensive, critical and seldom-used items. Although this is a parts issue, stakeholders must be open to suggestions for altering

LEAN MAINTENANCE BEST PRACTICES

maintenance operations and thereby scheduling to permit more control & less waste in the parts inventory management regimen. Preventive Maintenance Management: A quality preventive maintenance programme is the cornerstone of a quality maintenance programme. For ages, the benchmark budget has been 90 per cent for preventive maintenance (PM) activities and 10 per cent for corrective or breakdown maintenance. Anything less indicates an urgent need for improvement because larger spending on corrective maintenance also means greater number of unplanned equipment shutdown, greater equipment wear and lessened equipment useful life. In today’s stringently competitive business world, preventive maintenance must be further refined. Examine predictive maintenance, reliability-centred maintenance and risk-based inspection management to tailor PM activities for critical assets. Use historical maintenance and breakdown data to facilitate this important tailoring. Cross-Training Personnel: Earlier, we emphasised that lean maintenance is a totality. This means that maintenance personnel must become more flexible in their skills. While it does not imply that a plumber must qualify as an electrician, it does mean that the plumber should become well-versed in plumbing systems and potential associated problems in his/her areas of responsibility. The plumber learns about important switchboards, conduits and power supplies; the electrician learns about important valves, piping, pumps and reservoirs. The result: a much more savvy workforce that is more prepared to recognise potential problems before those problems impact operations. Continuous Improvement Throughout The Maintenance Spectrum: Once lean methodology is initiated, all the stakeholders must buy-in and contribute not just at the outset, when progress can be most visible, but as a part of daily routines. That is why cross-training personnel can provide the impetus for continued reduction in wasted time, effort, material and production capacity. Each member of the maintenance team must be encouraged and empowered to initiate improvements. All such initiatives should be recorded and

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tracked to quantify true improvements and to ensure that the initiatives continue to match the overall goals of the maintenance programme – and the goals of the business. Continued upper-level management support and involvement is critical if only to apply the ongoing push towards greater successes in the leanness effort. It is easy for an organisation to slip into complacency and allow the successes of leanness to be lost in the fog of routine. It took Lucas a period of seven years to slip away from lean practices. The message here: Never relax in the effort to trim waste and streamline practices. Hand in hand with these improvements comes refined purchasing methodology. Most storerooms employ computerised systems that govern parts ordering. Consider supplier consolidation within that scheme so that the power of volume purchasing can be brought to bear on supplier pricing. For multi-site enterprises, this can reap large rewards in the form of cost savings, better supplier service and lower inventory holdings. In addition, it can facilitate much greater communication between line maintenance personnel and PM planners and managers. Why? To generate a flexible preventive maintenance programme that is prepared to use any opportunity to accomplish PM activities that may be coming due. Such opportunities include equipment breakdowns and equipment changeovers. By taking advantage of an unplanned shutdown, PM managers can save a planned shutdown, thus improving overall productivity. PM activities should be scheduled to coincide with equipment changeovers and other planned shutdowns when possible.

THE ROLE OF TECHNOLOGY Lean maintenance is not the same as the acquisition of more and more technology. That is a conceptual error committed by far too many businesses in making huge investments in new equipment, software and hardware, believing that they are solving problems by such purchases. Such a path is, of course, counterproductive to the lean model. That having been said, we must now stress that technology has a role in the progress towards greater leanness in the maintenance process. Tracking parts usage and cost trends, automated or tailored parts purchasing, recording and evaluating

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effectiveness of preventive maintenance & the associated trends in breakdown occurrence, identify additional areas for improvement and to police past efforts to ensure there is no backsliding. Where does technology belong in this scheme? Nearly all successful business enterprises employ enterprise asset management (EAM) software applications. Primarily, these applications manage work assignment through various methods. Quality EAM offerings provide integration between the maintenance effort and spare parts inventory management. Excellent offerings include a variety of data requirements associated with maintenance activities so that each activity provides building blocks of information that leads to trend and event analysis. The best EAM products integrate storeroom, repair, preventive maintenance planning and purchasing functions with numerous additional lean-oriented technologies such as mobile connectivity, bar code technology, radio frequency identification (RFID) technology, and automated communications features such as email, pager & operating screen notifications to key personnel. The inclusion of key performance measurements is a must to ensure that leanness goals are being accomplished. Businesses should also look for a separate analytical capability that is incorporated within the EAM umbrella. Clearly, these capabilities contribute both to the streamlining of the maintenance work process and to the gathering of critical performance, cost and productivity information. A business should seek technology only as it contributes to these corporate goals.

ACCOMPLISHING THE ‘LEAN’ GOAL Lean maintenance is mostly about people, their functions and their contributions to the business processes that make up the associated enterprise. In this paradigm, the role of upper management is, therefore, crucial to the success of the leanness effort. Without energetic, agile, flexible, insightful leadership; the lean maintenance effort will struggle – or fail. Everyone in the business concern is a stakeholder. And every stakeholder needs to be empowered to accomplish leanness maintenance goals. Those goals, of course, must be aligned to the goals of the enterprise itself. Courtesy: Infor Global Solutions GmbH

OUTSOURCING MAINTENANCE

6 ith today’s limited internal resources, it is tough to transform machine maintenance from reactionary to preventive and ultimately, proactive, despite the obvious upsides in higher overall equipment efficiency (OEE), better process control and lower total cost. Outsourcing this requirement to a third-party specialist, however, is a cost-effective alternative, according to companies that have crunched the numbers. Lockheed Martin offers a case in point. The company has contracted with MAG (leading machine tool manufacturer) for global service and support of machining equipment & systems at all its major plant locations around the world. The comprehensive agreement provides interactive diagnostic help, preventive maintenance, field service, training, replacement & spare parts, productivity improvements, machine rebuilding, and even machine & system relocation and set-up. Manufacturers of all sizes – from single plant to multi-plant and multi-national – can benefit from outsourced maintenance to achieve world-class productivity and competitiveness. There are six primary

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WAYS TO ACHIEVE EFFICIENCY

Outsourcing maintenance, if implemented properly, can help manufacturers achieve world-class productivity and competitiveness and thus, prove to be an extremely positive experience for all involved. Nonetheless, working with a single-source maintenance provider is an economical way to get the most from machines. Doing so, will not only help the machine operate at the highest possible efficiency but also make operations flexible enough to tackle future changes and adaptations.

areas where a single-source maintenance partner can optimise the capital investment & provide cost savings through lower total cost of ownership and increased return on investment. These areas are:

APPLICATION SUPPORT Machine tool experts can analyse the tasks assigned to each machine and provide recommendations on process improvements, cycle time reduction strategies, proper cutting tools and workholding configurations to optimise machine usage & performance, and reduce work in process, set up times and costs per part.

TRAINING Knowledge is power and knowledgeable operators are key to maximising the production power of machines. Ensuring that personnel are trained on the latest operation & maintenance developments and techniques is critical for getting the most out of machine tools. Training can be individualised and conducted online for further cost savings.

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SERVICE SUPPORT When a machine’s performance slackens, it transforms from an income generator into an expense. Timely service support is key for getting the machine back online. At times, when on-site maintenance is cost-prohibitive or time-prohibitive, interactive tech support, via video, voice and data communications over a standard phone line can quickly diagnose problems remotely for faster service and thus, ensure less downtime.

PREVENTIVE MAINTENANCE Knowing what areas of the machine need preventive maintenance, and what level is cost-effective, are part of the support partner’s holistic services. A supplier that has wide experience with many makes & kinds of machine tools will know the typical service life of various components and potential weak spots or problem areas with certain designs. This enables closer monitoring, trend tracking and appropriately scheduled maintenance to prevent costly downtime. Also, coordinated ‘ganging’ of

OUTSOURCING MAINTENANCE

service to multiple machines can produce significant economies of scale.

responsibility for spindle inventory and replacement; often working with a third-party spindle re-conditioner for new or rebuilt units, and thus reducing turnaround time from days to hours. At the same time, since small-volume, high-value part manufacturers cannot afford to let the huge overhead of a giant gantry machine –

systems, tool changers and automation, as well as laser calibration, ballbar testing & axis alignment. The goal is to ensure that the machine meets or exceeds original equipment manufacturer (OEM) MACHINE MONITORING specifications and can make quality parts as Trends in production monitoring are per the programme or contract’s rapidly moving from machine-level to requirements and ISO 9000 or other process-level intelligence, and standards. real-time performance A support partner can also Knowledge is power and knowledgeable operators are provide consultation on control management (RPM) from a key to maximising the production power of machines. retrofits, mechanical rebuilds service or support partner can optimise equipment utilisation Ensuring that personnel are trained on the latest and machine reassignments, for greater manufacturing operation & maintenance developments and techniques thus analysing the benefit for efficiency, productivity and productivity and the impact that is critical for getting the most out of machine tools. returns on investment. the changes may have on Computer-enabled data operations. This allows one to collection tools identify and resolve out-ofboth physically and financially speaking – sit see the ‘big picture’ and thoroughly cycle events as they are happening, and dormant, it ensures that the machine understand the condition of the equipment provide interactive, on-demand reporting immediately responds to spindle or before investing in updating, rebuilding or of production equipment availability, gear box replacement needs, and other relocating it. Working with a single-source utilisation and performance. major repairs. maintenance provider is an economical way to get the most from machines, GOING THE ECONOMICAL operate at the highest possible efficiency WAY and handle changes & adaptations in future SPINDLE REPLACEMENT Service or support partners can also assist operations. For plants operating high-volume machining with machine certifications after a relocation Ron Hoffman, VP & GM, MAG Maintenance systems, such as automotive, the service or or in-plant reassignment. This may include Technologies support partner can take complete inspection of axis alignment, coolant or lube

THE MUSIC OF BUSINESS orporate social responsibility has become the buzzword among several leading corporations. But can corporate social responsibility be considered every company’s and employee’s reason for being rather than being termed a mere objective? Attempting to throw light on this question in a reader-friendly way is the educationist-industry duo John Alexander and S Venkataraman in their co-authored book titled, ‘The Music of Business’. The book ‘The Music of Business’ is an eye opener and offers accurate insight into the responsibility of corporates using the three principles of service, harmony and culture, which enable an organisation to fulfill its calling. Embellished with easy-to-understand illustrations and interspersed with informative literature, the book invites corporates to go beyond market fundamentalism. It urges them to strive towards achieving the perfect blend between

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The book is exclusively available in India at Productivity & Quality Publishing Contact Person: Revathy Murali Phone: 044 2434 4519 E-mail: service@kkbooks.com Web: www.productivityquality.co.in

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economic and societal good. ‘The Music of Business’ forces one to honestly assess one’s motive for work & life and compels one to examine one’s moral compass. In a nutshell, the book is a rare synthesis that will inspire generations of entrepreneurs, executives and business leaders striving to take their businesses and companies to higher levels. It calls upon corporations to devise well thought of strategies to achieve long-term growth by exploring untested markets in an ethical way. The authors urge corporates to set an example of community involvement that its associates (employees), customers, business partners and others will want to follow. It will serve as guide to help them find a sense of mission and fulfillment as they invest in themselves & in their work and will also help the organisation realise its true calling to be a corporate citizen. This book offers many practical lessons for business management. It will certainly prove to be a valuable resource book for managers and business leaders.

BEST PRACTICES FOR LUBRICANT STORAGE & HANDLING

BEST PRACTICES FOR LUBRICANT STORAGE & HANDLING: 10 Ways To Control Contamination ...............................................................................................................................138 COST-EFFECTIVE LUBRICATION SELECTION: Maintenance Cost Or Opportunity? ...............143 PERIODIC MONITORING OF LUBRICANTS: Offering Longevity, Optimising Performance ....146 ENVIRONMENTAL IMPLICATIONS FOR LUBRICANTS: A Move Towards Attaining Sustainability ....................................................................................................................152 TIPS & TRICKS: An Action Plan For Coolant Maintenance ............................................................158

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BEST PRACTICES FOR LUBRICANT STORAGE & HANDLING

A clean lubricant can positively impact the life and performance of equipment. However, protecting lubricants and ultimately, equipment from contamination and lubricant degradation begins with proper in-plant storage. By practicing simple steps like ensuring that the lube room is perfectly designed and taking utmost care of aspects like bulk oil storage, quality control and dispensing options for stored oils, among others, can substantially impact the shelf life of lubricants and equipment. or a lubrication programme to work effectively and provide maximum returns on investment, the entire gamut of lubrication, ranging from receiving to application, must be considered. Through this gamut, there are missed opportunities to increase equipment productivity & reliability and to maximise the returns of investing in a professionally designed lubrication programme. One of the biggest and most costly missed opportunities is proper lubricant storage and handling. Many facilities are unaware of the dangers associated with improper lubricant storage & handling practices and what inevitable impact it can have on equipment in terms of reliability and lifecycles. Proper lubrication is not only about the right amount, at the right time and at the right place, it is also about keeping lubricants clean, cool and properly identified. Here are some tips to help outline the best practices for proper lubrication storage

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and handling:

LUBE ROOM DESIGN AND REQUIREMENTS

A properly designed lube room must be functional, safe and expandable. It should provide all the necessary storage and handling requirements for the facility. Lube room designs should permit maximum storage capacity with a limit on the quantity of bulk oil and grease storage as this would ensure that the oils stored are utilised in a timely manner. Some key features to consider are a limited access door, which will allow for logging of who and when a lube technician enters and leaves the room; visible landing area for new lubricants; log all new lubricant deliveries; make filtration of stored lubricants easy; provide proper safety devices; designate enough floor space for fireproof storage cabinets to store top-up containers, grease guns, etc.; and include a desk & computer to track inventory, sampling, filtration, receiving, etc. It also is a smart

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idea to have a separate storage area to store bulk totes, drums, buckets, etc.

BULK OIL STORAGE

The first area of a lubricant storage and handling system that requires attention is bulk storage. Whether storing lubricants in a 10,000 gallon tank or 55 gallon drums, it is very important to ensure that the lubricantsâ&#x20AC;&#x2122; quality is not tainted by contamination or additive settling. To ensure that lubricants stay in an optimal condition, one must determine how much lubricant should be stored at one time. To aid this process, certain steps need to be employed. These include: Determine lubricant consumption rate: Consumption will vary depending on the type of industry and equipment. To ensure that the right quantities of lubricants are being stored at a facility, the consumption rate must be determined. There are many factors, ranging from leaks to excessive drain and fills, which contribute to consumption.

BEST PRACTICES FOR LUBRICANT STORAGE & HANDLING

Determine lubricant storage capacity: The required lubricant storage capacity depends on consumption, but often, there are too little or too many lubricants stored at one time. The proper storage capacity should maximise shelf life and, at the same time, allow for a certain per cent excess of critical lubricants to be stored for emergency situations. Determine lubricant supplier turnaround time: A lubricant supplier’s turnaround time should be a metric used to aid in determining the quantity of lubricants stored. If there is a short time interval between deliveries, fewer lubricants can be stored onsite, but if there is a lengthy time interval between deliveries, the quantity of lubricants stored onsite should account for this. Once the consumption rate and storage capacity have been determined, one should decide on what type of storage containers will be used. The correct size storage container is a direct reflection of the consumption rate and storage capacity. If a large consumption rate is determined, a large bulk storage tank may yield the best results; but if a low consumption rate is determined, a rack mounted storage system or 55 gallon drums may yield the best results. For smaller facilities that have a small consumption rate, the use of drums may be the best option.

APPROPRIATE RECEIVING TECHNIQUES

meet their standards, the use of oil analysis is a powerful tool. It will reveal the following: Quality of base stocks Additive quality and concentration Lubricant performance properties Thickener performance properties (grease).

PRESENCE OF MIXED OR CONTAMINATED LUBRICANTS

Oil analysis results and other quality assurance variables, such as damaged containers, rusted containers and any other quality issue, should be well documented and cataloged. The items to note in the documentation phase are: Delivery date and date of oil sample taken Inspection results of storage containers Labels depicting results of oil analysis test Itemised checklist for sampling test Periodic decontamination with filtration. Whichever storage container is chosen, it is best to filter the new oil while filling the storage container. Doing so, will reduce the amount of contamination that is delivered with the new oil, but periodic filtration and agitation should be performed to maintain certain ISO cleanliness levels and prevent additive settling. Periodic filtration is a good practice to ensure that clean and fresh oil will be used to perform top-ups and drain & fills. There are two primary methods for filtration of bulk stored oils – hard plumbed filtration system or filter cart. The hard plumbed filtration system works best in conjunction with a rack mounted system. Each container should be fitted with a breather, sight glass, filter, lubricant label,

are equipped with quick couplers. No matter how large or small the storage container, periodic decontamination should be a priority to maintain the quality of the stored lubricant.

DISPENSING OPTIONS FOR STORED OILS

When stored oil is transferred from the bulk storage system to the top-up container, it is best to filter the dispensing oil. This can be made very easy with the use of a hard plumbed filtration system and a rack mounted storage system fitted with dedicated dispensing nozzles. If using 55 gallon drums, they can be fitted with quick connect fittings, a hand pump, an inline filter manifold breather and sight glass to achieve the same goal. The improper dispensing of new oils into top-up containers is a primary cause of self-induced contamination. Proper techniques and tools must be used to ensure your new, filtered oil is transferred to the top-up container with minimal exposure to atmospheric conditions. Not using proper techniques here could be a waste of time to the filtration efforts, storage and in-service lubrication cleanliness.

PRECISION TOP-UPS AND DRAIN & FILLS

Once the bulk storage system is properly set up, one should consider the Often, improper receiving techniques method for transporting oil and filling promote higher risks of contamination machines. The best top-up method utilises ingression, mixing of lubricants, etc. a proper top-up container – one that is Appropriate receiving procedures, including sealed and has a built-in spout, hand pump, filtration of incoming oils, should be in place etc. If short cuts are taken at this stage, all of to ensure that the highest level of consistency the time and effort spent in building & and cleanliness is maintained. Many times, designing the bulk storage system and new oils may be dirtier than your defined ensuring that the quality of the bulk oil with particle target cleanliness level. When you filtration will have been wasted. spend time, money, manpower, etc., to Often, oil is highly contaminated from achieve these levels of in-service the time it is dispensed into the We must be able to correctly identify lubricants in storage top-up container to the time it is lubricant cleanliness, the last thing you want to do is and also correctly identify their applications in the field. added to the machine. Using contaminate it with ‘dirty’ new washable and re-usable top-up Applying the labels to top-up containers, grease storage containers allow for easy oils. containers, totes, drums, etc., is the only way to ensure cleaning and maintenance. QUALITY Typically, non-sealable top-up correct product delivery to application. CONTROL containers that are re-used, The quality control of lubricants quick connect fittings and dedicated introduce large amounts of containments to delivered from lube suppliers must be the system, which could counteract any dispensing line. This system will ensure that verified to ensure that the correct product is the lubricants are at an optimal condition effort of removing or excluding contaminants, being delivered and that the cleanliness of and can also have a slight lubricant when they are needed and the right product the delivered lubricant is up to the current for the application is dispensed. In addition, cross-contamination effect. For top-ups of target particle and moisture cleanliness larger sump volumes, such as large periodic filtration for drum storage is easy levels. To help ensure that the lubricants gearboxes, circulating system reservoirs, with the use of a filter cart, once the drums

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BEST PRACTICES FOR LUBRICANT STORAGE & HANDLING

RECOMMENDATIONS FOR GREASE STORAGE National Lubricating Grease Institute (NLGI) recommends the following steps for best practice of grease storage: Store the grease in a cool, dry indoor area, where airborne debris are at a minimum Use the oldest container first

the storage system first and the newest lubricants put into the storage system last. This will help ensure lubricants do not accidentally exceed their recommended shelf life. As previously mentioned, OEM storage limits should be considered when storing greases and oils.

LABELLING AND IDENTIFICATION

Keep the containers tightly covered

Lubricant labelling is one aspect of storage and handling that is often overlooked. Labelling is as critical as periodic Where necessary, grease should be brought to a satisfactory dispensing filtration. Without proper labelling, it is easy temperature just before being put into service for lubricant cross-contamination to occur. Lubricant cross-contamination is a result of Clean grease-handling tools such as spatulas, drum pumps, etc. mixing two lubricants together and can yield When a container has been partially emptied and the remainder will not a devastating result. This happens more be immediately used, all void spaces within the remaining grease should often in the dispensing equipment rather be filled with grease, and the surface levelled and smoothed than the bulk storage equipment. A labelling system can be a simple concept, but could Store grease cartridges (tubes) vertically with the removable cap up. prove to be difficult to implement and maintain. Hence, it is important to decide etc., the use of filter carts is the preferred how to label each corresponding lubricant types of contaminant exclusion devices will method for transferring the new oil from from bulk storage to the equipment it will keep the grease cleaner and prolong its life. the storage container to the machine. be used in. It could be a colour coded Grease guns should be stored in a clean, system, an alphanumeric code system that dry and controlled environment. They are PROPER TOP-UP depicts important performance data about precision tools that must be taken care of in CONTAINER AND GREASE the lubricant, or a combination of both. order to provide the maximum degree of GUN STORAGE Any labelling system can efficiently accuracy and reliability. The storage for top-up containers, grease ensure that the right lubricant is used at the Grease guns should be regularly cleaned guns, rags, etc., is another important step to right location and thus prevent cross& inspected for proper function and an ensure that contaminants are not introduced contamination. But in order to do this, the annual calibration should be performed. to the lubricants as a result of poor labelling system must be kept consistent This calibration will ensure that the same housekeeping. These tools and up-to-date with current A properly designed lube room must be functional, safe lubricants that are in use and are should have their own dedicated and expandable. It should provide all the necessary being stored. fireproof storage cabinets for easy access and organisation. Matching stored lubricants to storage and handling requirements for the facility. Lube Grease storage is simpler the machines in which they are room designs should permit maximum storage capacity used should be the primary than oil storage, but must also with a limit on the quantity of bulk oil and grease focus of your labelling system. not go overlooked. Open grease tubes and drums are We must be able to correctly storage. magnets for attracting airborne identify lubricants in storage and contaminants such as lint and dust. Securing also correctly identify their applications in volume of grease is still being dispensed used grease tubes that will be re-used in the field. Applying the labels to top-up with one shot. The best method for grease sealable washable containers is considered containers, grease storage containers, totes, gun calibration is to use a postal scale to the best practice. The containers will hold drums, etc., is the only way to ensure measure how much grease is dispensed one tube of grease and allow for great correct product delivery to application. with one pump. contaminant exclusion. LIFECYCLES AND Courtesy: Noria Corporation Used drums of grease are at an even LUBRICANT SHELF LIFE higher risk of contamination. These drums For both, oil & grease, one should be are often opened and used over a greater MANUFACTURING ZONE: aware of their respective shelf life. Exceeding period of time, thereby leading to more & Productivity-growth Mandate their OEM shelf life may render the product more opportunities for contaminants to Are We Up For The useless or severely hamper its performance. enter. If not using a sealed air style grease Challenge? That is why, it is best to use the First-In, dispensing unit for drums of grease to fill First-Out (FIFO) method. This method grease guns, some of the best methods for requires the maintenance professional to contaminant exclusion are to use Velcro on pg. use the oldest lubricants that were put into style covers or snap-on caps. Using these

Wipe off the edges of a container before opening it to avoid intrusion of dirt

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COST-EFFECTIVE LUBRICATION SELECTION

Illustration By Uttam Rane

MAINTENANCE COST OR OPPORTUNITY?

The debate over the need for upgrades and improvements in lubrication is raging on. While maintenance professionals emphasise on the need for companies to invest in these to add value to the production process, top management professionals prefer to focus on lowering costs. However, companies need to understand the crucial role lubrication plays in ensuring equipment reliability and reducing costs. Although the returns on investment are not immediate, the top management needs to take the long-term benefits, such as enhancing efficiency and productivity, into consideration before taking a final call on whether they should or should not invest in lubrication upgrades. PURNA PARMAR

ith companies increasingly emphasising on enhanced productivity and efficiency, proper handling of machines & equipment has become their prime focus. Lubricants play a significant role in helping companies achieve this. They reduce friction in machines, which, in turn, conserves more energy and increases the efficiency of the machine and equipment. By selecting the right lubricant for the appropriate application, one can attain higher equipment efficiency and increased productivity. Moreover, lubricants help protect machines from wear and tear and thus extend its lifecycle. Ironically, these lubricants are looked at as a cost burden rather than a catalyst in enhancing productivity. Elaborating on the same, M Krishna, MD, Master Chemical Fluid Management, says, “Getting a machine or equipment is just 30 per cent of the

major project exercise. The remaining 70 per cent is to ensure what will make it deliver the results as planned during the investment. It generally comprises of day to day purchasing function, thus focussing just on cost rather than focussing on value.”

management does not care; they are simply ignorant about how lubrication can affect equipment reliability – beyond the last catastrophe that shut down production – to make an informed decision.

CHANGING MINDSET THE ONGOING DEBATE It is a known fact that machines function better when they are well lubricated. But then, spending money on lubrication upgrades and improvements proves to be another overhead cost. Hence, the management feels that like every other cost, there is a need to minimise costs pertaining to lubrication as well, to help a company stay afloat in today’s ultracompetitive global marketplace. As a result, maintenance experts often find it difficult to convince the management to spend on lubrication and other reliability-based maintenance improvement initiatives. The issue is not that the

Undoubtedly, the management needs to be informed about the benefits of lubrication, but expecting the management team (outside the maintenance group) to become conversant with the details of lubrication excellence is an unrealistic proposition. Instead, the maintenance team should play the role of internal salespeople and try & convince the management that investing in lubrication will be worthwhile. Hence, what is required is the need to bring about a change in the mindset. Krishna avers, “Unfortunately, many top management functionaries still have a traditional way of looking at capital as an investment, which covers the machinery & equipment and

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COST-EFFECTIVE LUBRICATION SELECTION

consumable as expenditure. With due respect to the finance world, they have misled and continue to mislead companies into absorbing this outlook. This is a mindset that needs to change.” Krishna adds, “Lubricant purchase in any company when routed through non-capital items is bound to face this kind of a situation. Here, the purchaser is cost driven rather than value driven. He is appraised at the end of the year on the basis of how much less he has spent on purchases rather than on how much value he has added. When we change the way we evaluate, we will change the way it is executed.” Another way to convince the top management to invest into upgraded lubrication is by conducting a proper analysis on the returns on investment and highlighting the plus points. According to Sameer Shah, Director, Pruthvi Lubricants, “The key to this is a solid model, which outlines the issues such as excessive maintenance costs, lost production costs, production de-rating, poor product quality, etc. at hand. The model should outline a proposed solution including estimated costs, and most importantly, estimate a return on this investment. Just like every other investment opportunity, the top management would want to know if the money invested in establishing a robust lubrication system will yield an appropriate return.

of lubricants should be evaluated depending on the age of the machine or equipment. “For instance, unlike new age machines, which need special care, old machines or equipment, do not require very high quality lubricants. Thus, modern day lubrication best practices like appropriate breathers, dedicated filtration for all major hydraulics circulating systems, quick connects for offline filtration for all critical wet sump systems, oil sample valves, etc., have to be evaluated before an investment is made. A significant investment in both, time and money is required to upgrade equipment to modern day best practices if we are to have any hope of significantly reducing downtime costs,” he says. Adding to Masrani’s thoughts, Krishna comments, “A number of problems are a direct result of either insufficient or excessive lubrication. These problems can be resolved by a careful review of all lubrication total proactive maintenance (TPM) activities so that both, frequency and task details are based on sound lubrication engineering fundamentals and not just the lubricant professional’s best guess. By rationalising the new TPMs into more efficient lube routes, one can become more efficient in their activities.”

Hence, for ensuring higher cost efficiency without compromising on quality, one must first look at the production standards and certification tests offered by the lubricant manufacturers rather than just purchasing expensive MNC products.” Sometimes, unscheduled events can be attributed to poor contamination control and lubrication practices. By modifying equipment to control contaminants while allowing best lubrication practices to be deployed, some or all of the lubricationrelated failure events can be eliminated. Another way of achieving higher cost efficiency is right-sizing the lubrication TPMs. Due to a reduced maintenance budget, companies are faced with doing more with less. It is believed that by carefully reviewing all lubrication TPMs for both, frequency and task details, not only will the company ensure that the equipment is properly lubricated, but the work load will decrease by eliminating unnecessary maintenance activities like re-greasing a bearing every month, when every six months is more appropriate, or unnecessarily changing oil when a condition-based change is more appropriate.

MAKING THE RIGHT CHOICE

This ongoing debate between maintenance professionals and the top management has Reducing unscheduled downtime has been prevalent. It is not uncommon for the always been a priority for shop floor top management to simultaneously demand OPPORTUNITIES AMIDST professionals. However, it is equally increased reliability and reduced COSTS important to have a cost-effective solution maintenance costs. They are not seeking to The first step is to identify the opportunities to deal with the lubrication issues faced by be counterproductive. Rather they are instead of merely considering the cost the company. Discussing the same, Masrani swimming upstream and constantly battling factor. For instance, if a plant has been opines, “Our primary policy has always for increased funding while fire fighting with experiencing some significant unscheduled been focussed on quality. However, limited resources. downtime and production losses at a time companies tend to look at cost first rather Maintenance professionals need to when there have been changes understand that managers are in the lubrication department paid to make sound decisions Reducing unscheduled downtime has always been a based on rational facts and and its maintenance budget has dropped, the management can priority for shop floor professionals. However, it is equally arguments. By showing the top adopt a lubrication best practices important to have a cost-effective solution to deal with management a structured, well programme to improve thought out financial plan to the lubrication issues faced by the company. equipment reliability. Industry bring increased reliability and experts believe that such a reduce costs, it is not very than the quality aspect. MNCs generally programme could help eliminate a significant difficult to establish the fact that investing in have many cost liabilities of production and number of equipment failures and reduce lubricants is indeed a good idea. With the so, they tend to pass on this cost to their total maintenance costs. right size of TPM and by selecting the right customers. On the other hand, Indian kind of lubricant for the application, SELECTING THE RIGHT companies have a comparatively lower cost maintenance professionals can not only LUBRICANT of production and hence, they can afford to help a company save on costs, but also Going further, it is also important to ascertain focus on quality and provide better products. improve production quality and machine what kind of lubricant will best suit the Unfortunately, purchase managers tend to efficiency, which will, in turn, reflect in better application. According to Jay Masrani, ignore this aspect and instead fall prey to profit margins and overall growth of a Director, Oiltech Lubricants, the selection rather expensive lubrication systems. company.

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PERIODIC MONITORING OF LUBRICANTS

OFFERING LONGEVITY, OPTIMISING PERFORMANCE Most of even the best lubricants degrade over time, thus resulting in the lubricants having a limited effective life. Lubrication is an important part of maintenance programme and acts as a catalyst in enhancing the productivity of machines and equipment. Therefore, monitoring the deterioration of lubricants is vital to ensure proper maintenance of machines and equipment. Effective equipment lubrication practices will not only help achieve cost reduction but will also enhance operational reliability. ubricants deteriorate during their service use and it is natural for lubricants to degrade through partial evaporation, oxidation and contamination. Lubricant formulation for a defined application controls the deterioration of that lubricant in a planned manner over an established period of time, work, distance or operation. The deterioration of a lubricant can both be planned and controlled by various means or be uncontrolled. Modern practice is strongly directed to the former.

CONTROLLED DETERIORATION OF LUBRICANTS The way a lubricant is changed in services use depends on various aspects like time, distance, overall performance of the system, etc. A time or distance-defined period of lubricant replacement, such as 500h operation, annually, or 10,000km, without regard to the actual state of the lubricant is a form of controlled deterioration of lubricants. But custom and practice show that the service interval set is sufficient to ensure that excessive wear does not occur – a precautionary principle. This approach does not require sampling and analysis or ‘onboard’ sensors and therefore, is low cost. The issue is that the lubricant is

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Photo ©DINODIA

replaced with a substantial amount of remaining ‘life’ in it, therefore, tending to be wasteful of resources. Similarly, at the other extreme, a quantitative appreciation of the state of the lubricant is done by sampling at regular intervals and monitoring various parameters to give a collective assessment of the condition of the lubricant parameters, such as wear metal concentrations, viscosity and particulate levels. For a full condition monitoring

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programme, the lubricant is replaced when its condition reaches a lower bound of aggregated parameters. It is judged to be, or close to being, unsuitable for its purpose of lubricating and protecting the mechanical system. An interim position is to sum the overall performance of the system – be it engine or machine – from its last service interval by integrating power levels used in the time intervals or distances travelled or time elapsed. The underlying assumption is that

PERIODIC MONITORING OF LUBRICANTS

the level of performance and its time of operation are related to the degradation of the lubricant. Thus, the aggregates of high-power level operations over time are weighted more than the same period of low-power operation. The integration of the high – and low – power level operation is already used in some vehicles to indicate to the operator when the system’s service is due and the lubricant must be replaced. The objective at the end of the service period must be that the lubricant remains in grade while ensuring that the engine or machine has not suffered ‘excessive wear’ or component damage. This ‘state of grace’ is readily achieved by the vast majority of lubricants in operation service through the development and testing of formulation The major current development is for service intervals to increase in terms of hours operated or distance travelled. Thus, for light vehicles, service intervals are progressively increasing to 20,000, 30,000 and 50,000km. A target of 4,00,000km is envisaged for heavy duty diesel engines or their ‘off road’ equivalent.

degraded lubricant samples. Specific Gravity The density of a lubricant sample is also referred to as its specific or American Petrochemical Institute (API) gravity and has little value as a measure of the degraded lubricant’s fitness for purpose. The determination of lubricant sample density is now readily measured to three significant figures using vibrating tube detectors, a much shorter & accurate procedure than the density bottle method or glass hydrometer – ASTM D1298. But the density information gained has little importance because the density of a degraded lubricant should be close to that of the original material. Changes in density show contamination by a solvent, such as fuel dilution, a different product inadvertently added, or a buildup of foreign material. The differences are, nevertheless, small and as an example, fuel dilution needs to be extensive to see a significant change in density. Flash point of degraded lubricant The flash point determination of lubricant samples can now be considered more PHYSICAL CAUSES OF readily due to automated instruments being DETERIORATION available. Both manual and automated Lubricant formulation becomes physically methods are based upon the unsuitable for further continued service use Pensky-Martins method, as in ASTM D93 through a range of causes. However, two for diesel lubricants. The method brings definite causes i.e. – internal and external together considerations of volatility, sources have been identified. combustion limits and ignition temperatures Internal sources: Internal contributing to give a useful measure of great utility. sources are those which are either Flash Point values of degraded samples introduced into a system by the production rarely increase. If they do, a higher viscosity or repair process, as: fluid has been inadvertently added. Textile materials such as (production METHODS OF INVESTIGATING However, a decrease in flash point for a LUBRICANT DEGRADATION line) cleaning cloths, contributing ‘lint’, degraded lubricant sample caused primarily While it is important to know the basic which compacts into obstruction by fuel dilution resulting from cold or low causes of degradation of lubricants, it is of oilways temperature engine operation is much Metallic materials, such as metallurgical equally important to investigate lubricant more likely. Thermal decomposition of the cutting residues and welding repair degradation in order to achieve the desired best oil under extended power operation particulates or production may also generate lighter grinding processes or by the While base oils have little foaming tendency, modern fractions, which reduce the operational process, of sample flashpoint. lubricant formations contain many additive substances either fuel or oxidative use. Reduced flashpoint of such as detergents, which can enhance their tendency degraded diesel lubricants due It includes: - Harder or softer particulates to foam. Surface active additives will also increase the to fuel dilution would normally from the partial oxidation of be associated with a decreased foaming tendency of a formulation. lubricants as harder viscosity value and should be particulates form longer, C30 crosschecked by using either results. The description of the following hydrocarbons, as in lubricant gas chromatography or Fourier Transform methods as minor implies that they are only hydrocarbons and softer particulates Infrared Spectroscopy (FTIR) methods. used in particular and individual form shorter, C15 hydrocarbons, as in Various procedures exist for increasing circumstances to investigate the degradation diesel fuels hydrocarbons accuracy, such as the Cleveland open cup, of lubricants and hydraulic fluids. They do - Through defective sealing systems, ASTM D92, the Pensky-Martins closed cup, not form part of a routine investigation of which allow ingress of siliceous abrasive ASTM D93, and the Setaflash small-scale

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sources - Fuel condensing into the lubricant and reducing its viscosity, or together with condensed water, forming an emulsion of low lubricity value. Cooling water ingress into the lubricant system through defective seals is another source of water contamination. External sources: External contributing sources, predominantly grit and dust, are those either introduced into the mechanical system by: Infiltration through exhausted and inefficient oil filters Filling through unclean filler pipes or tubes Lubricant reservoirs open to the (unclean) atmosphere Overwhelmed air filters, as in desert area operation. The debris of system wear, abrasive wear products from combustion processes and defective sealing materials are physical causes of lubricant deterioration. Another obvious physical cause of degradation is to add an incompatible lubricant to an existing formulation in an existing system – while the base fluids may be miscible, their additive packs may be incompatible and precipitate, thereby leaving the circulating fluid as a simple base oil system with little mechanical or tribological protection. In most cases, the physical causes of lubricant deterioration are simply related to good maintenance, or the lack of its meaningful application, simply put as ‘good housekeeping’.

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PERIODIC MONITORING OF LUBRICANTS

closed cup, D3828. Flash points for degraded petrol or gasoline fuel dilution in degraded lubricants are measured by ASTM D322. Foaming of lubricants Lubricant foam has a low load carrying ability. Excessive foam buildup in a reservoir or sump will rapidly lead to excessive wear and catastrophic failure of the system. Too high a level of lubricant in an engine sump, by overfilling or miscalibration of the level indicator (dipstick), causes the crankshaft and connecting rod big-end caps to whip up the lubricant into an all-pervading foam and rapid damage ensues. Air leaks into the oil flow or an open drop from a supply pipe into a hydraulic fluid reservoir can generate foam. Operationally, engines should not be overfilled, the level indicator should be correct, the leaks should be stopped and the supply pipes should be extended to deliver return lubricant below the normal liquid surface level in a reservoir. While base oils have little foaming tendency, modern lubricant formations contain many additive substances such as detergents, which can enhance their tendency to foam. Surface active additives will also increase the foaming tendency of a formulation. ASTM D892 measures the foaming tendency of a hydrocarbon fluid and is much more relevant to the fresh, unused material under laboratory conditions than degraded samples in operating systems. Resolving a used lubricant foaming problem should be treated with great care, but fortunately, it is relatively rare. Foaming of the new formulation is controlled by the addition of liquid silicone polymers, which reduces the surface tension at the contact points of the foam cells. This allows the lubricant to drain away and the foam to subside. However, formulating the optimum silicone concentration requires extensive work as too little or too much silicone additive increases the foaming tendency of the formulation. Adding an anti-foam silicone liquid in situ to a foaming, degraded lubricant or hydraulic fluid should be approached very carefully and incrementally.

SYSTEM CORROSION WITH DEGRADED LUBRICANTS Lubricant formulations contain rust inhibitors and a system, which is maintained well, with a maximum water content of 0.1

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per cent for engines and 0.01 per cent for other systems, should not have rust problems. Corrosion inhibitors are needed for systems and vehicles that are used intermittently, such as military vehicles in prolonged storage or vehicles delivered from one side of the world to the other. Repeated sequences of cold engine starts and very short drive distances up to dealer delivery causes condensation of water in the engine and ensuing corrosion of ferrous parts. The contaminants building up in a degraded lubricant system can adversely affect the action of the rust inhibitor present by competitive adsorption at metal surfaces. The ASTM D665 rust method applies to lubricant formulations. If rust corrosion is either suspected or present by discoloration, then degraded samples should be sent for testing.

DEMULSIBILITY AND INTERFACIAL TENSION OF A DEGRADED LUBRICANT The demulsibility characteristic of a lubricant is its ability to separate from water when emulsions are formed in a system. While the test is performed for new lubricants, the buildup of trace contaminants may reduce the separation from water in emulsions for degraded samples – hence, the term ‘demulsibility’. Testing degraded lubricants for demulsibility in the laboratory may be indicative of that sample’s performance in operating systems. ASTM D1401 is the demulsibility test for turbine lubricants, while ASTM D2711 is for medium- and high-viscosity lubricants. A slightly different procedure of ASTM D2711 is used for extreme pressure (EP) lubricants. Interfacial tension (IFT) is a measure of the surface energy of a fluid against a solid surface or an immiscible standard fluid. Additives contribute to that surface energy and a decrease in interfacial tension indicates that these additives are being deactivated or removed in some way, or depleted by oxidation. A decrease interfacial tension is an early indication of oxidation before changes are noticed in acid number or viscosity. Alternatively, the circulating lubricant is collecting certain compounds in the system added as rust inhibitors, which have polar structures. Interfacial tension measurements of degraded lubricants are useful for rust- and oxidation-inhibited turbine and transformer oils by ASTM D971. The results should not

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be interpreted on their own but related and compared to changes in other measurements of the system, particularly viscosity and acid number.

INSTRUMENTAL ANALYTICAL TECHNIQUES The spectroscopic, chromatographic and X-ray analytical techniques represented by FTIR, gas & liquid chromatography (GC/LC) and X-ray diffraction (XRD) or Xray fluorescence (XRF) are increasingly used to investigate degraded lubricants. The long-term trend is for the cost of the instruments to decrease and their resolution to increase with enhanced information technologies. FTIR is increasingly used to analyse degraded samples, particularly for sequential samples, as compared to new, unused samples of the same lubricant. Selected portions of the infrared region are used to follow particular aspects of sample degradation. The method is given additional power through the use of multivariate data analysis. Chromatography, particularly liquid chromatography, may be used to analyse additives in lubricant formulations. Capillary Electrochromatography (CEC) has very high resolution of additives and can follow their depletion in successive degraded samples. Gel permeation chromatography (GPC) can flow the degradation or scission of polymer chain lengths and therefore, mean molecular weights of additives such as VIIs, dispersants and other polymeric additives. X-ray diffraction is mainly used for quality control and to identify unknown deposits; of more importance is XRF and X-ray absorption fine structure (XAFS), used to identify the elements in compounds, liquids and solids found in operating systems.

ANALYSING THE WAY FORWARD These instrumental techniques will have increasing importance in the analytical investigation of degraded lubricant samples. An important issue is to bring these instrumental analytical techniques and their specific application developments into the set of standard analytical methods for the lubricant and hydraulic fluid manufacture and service use industries. Compiled by Purna Parmar Source: Lubrication and Maintenance of Industrial Machinery

ENVIRONMENTAL IMPLICATIONS FOR LUBRICANTS

A MOVE

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Environmental considerations have gained paramount importance in the last two decades and lubricants have a particularly important contribution in relation to energy conservation and minimisation of waste. Each year, more than 4 billion gallon of lubricants is being utilised worldwide. Although they can be considered a valuable renewable resource, less than 10 per cent of the worldwide supply is re-refined into high-quality lubricant basestocks. The remainder is burned as fuel or disposed of using less environmentally friendly methods. The unlicenced disposal of used lubricants is a severe offence and recycling of good quality base oils is now a required operation. This will become an important norm in formulating the exact lubricant composition in the years to come.

ubricants are commercial products and are subject to analysis, as is the case with any other product, regarding their impact on the environment over a new concept – their ‘lifecycle’. The effects of producing and using lubricants in society are wide-ranging. It commences from their formulation, through to their production, from main base oil & additive component parts and concluding with the effects of their eventual disposal. The environmental effects of lubricants can either be beneficial or negative. But first, it would be beneficial to examine the concepts and management techniques that are used to access the importance of these issues. The framework has changed and the issues of environmental impact and resource sustainability for lubricants production, use and disposal have risen, and are rising further, in the public domain. These issues may not be popular, but cannot be ignored. Lubricants must be used more effectively and they need to be made more sustainable. Their production and use is controlled for environmental reasons and their subsequent disposal after use is now strictly controlled

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and should be recycled. It is no longer acceptable to tip used lubricants into the ground, into watercourses, or to burn them without specialised furnaces.

SUSTAINABILITY AND SUSTAINABLE DEVELOPMENT The ecological and economic systems are now widely recognised as being interlinked. But this unrestrained development and use of resources leads to its serious depletion, causes residual pollution and thus results in survival problems. It follows that economic development should meet the test of sustainability. The concept of sustainable development is the key principle of environmental policy formulation and includes issues of social progress, economic growth and environmental protection. These concepts may appear to be abstruse and theoretical, but they are gradually entering legislation at national and continental levels in the form of detailed environmental laws & regulations. These, in turn, become technical requirements and standards. These environmental policies are then transmitted downward into targets and actions, for lubricants as well as other

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products. This explains the background for the changes in policies and standards, which increasingly guide the production, use and disposal of lubricants. The very visible and tangible environmental impact of some industries in the last few decades and the increasing pool of sophisticated knowledge among both professionals and the public led to increased pressure on organisations to become more ‘environment-friendly’.

ENVIRONMENTAL IMPLICATION OF LUBRICANT AND HYDRAULIC FLUIDS PRODUCTION The total global production of lubricant oils, hydraulic fluids, transformer and condenser (capacitor) oils, heat transfer fluids and metal working coolants is approximately 39 Mt/pa. Of this total mass, the mass of lubricant additives contributes between 1.5 and 2 Mt/ pa, and synthetic lubricant base fluids contribute approximately 0.7/0.8 Mt/pa. To put these masses into perspective, chemicals have an annual total global production of 400 Mt/pa, which includes additives and synthetic base fluids, but not mineral oils. If mineral oils are included and recognised as chemical products, for example, as in the

Photo ©DINODIA

SUSTAINABILITY

ENVIRONMENTAL IMPLICATIONS FOR LUBRICANTS

Netherlands, then the lubricants industry is responsible for ~ 8.5 per cent of the total global chemical production by weight. But the manufacture, at the front end and eventual disposal at the end of its lifecycle of this very large mass of material presents an environmental burden. Therefore, from their reaction activation energies, it is not surprising that the environmental aspects of lubricants & hydraulics and their application methods have been of prime importance because of the complexity of local disposal. This continues to be an active area of research, in reality, mainly development.

ENVIRONMENTAL BENEFITS Overview of Lubricant Use The primary purpose of lubricants is to reduce friction in machines. It follows that reducing friction, in turn, reduces the consumption of energy for the same amount of delivered work. Therefore, reduced energy consumption is equal to increased energy efficiency. As almost all energy conversion processes generate some form of environmental pollution, reduced energy consumption means reduced emissions. This can be a win-win situation with considerable returns for improved lubricant and hydraulic fluid performance. To extend the position of lubricants in the petroleum/petrochemical context, the total lubricant production worldwide is approximately 39 Mt/pa, but constitutes only ~ one per cent of the worldwide refinery crude petroleum throughput. In comparison, the total production of other non-fuel uses such as solvents, waxes and bitumen is approximately one per cent of the total petroleum refinery throughput. The main petrochemical feed stocks, such as ethylene and propylene, are approximately three per cent of worldwide refinery crude petroleum throughput, while the remaining 95 per cent of crude petroleum refinery throughput is used as fuel in various forms. These figures of volumes, masses, etc. are continually changing due to economic activity levels and should be carefully reviewed on the basis of contemporary consumption. In the developed world, the consumption of lubricant and hydraulic fluids is decreasing. Elsewhere in the world, the consumption of lubricants is higher per head, but decreasing overall, while the overall lubricant consumption outside of what is currently regarded as ‘the developed world’

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is tending to increase due to increased vehicle ownership and use. The further context is that crude oil only contributes to approximately 40 per cent of the world energy consumption, varying in percentage terms from one field of energy to another. Thus, crude oil products contribute heavily to mobile transport, but relatively little to fixed energy generation. The other energy sources are coal gas as fossil fuels, then nuclear energy with renewable energy sources well down the scale at about 1-2 per cent, but increasing relatively rapidly. The total world energy system produces about 22 billion tonne per annum of carbon dioxide and this emission is now recognised as the major air pollutant contribution, by far, as compared to other nitrogen and sulphur oxide emissions and also solid particulate matter.

ENERGY CONSERVATION After separating the direct use of fuel to heat premises, plant and processes, most fuel is still used as the energy driving force for machines for transport and power generation. These processes require the relative movement of surfaces in some form of bearing where the lubricants’ function is to reduce friction between those surfaces. The lubricant should, overall, reduce the loss of energy into frictional losses and maximise the conversion of energy into useable work, thereby reducing the energy input. If the correct matchedfor-purpose lubricant is used, then the efficiency utilisation of energy can be improved by up to 10 per cent – more realistically five per cent. But improved lubricants, if properly applied, can save even more. To a certain extent, this is semantics, for there ‘is always a better lubricant’. But the lubricants have a role to play in overall energy conservation.

THE WEAR CONSERVATION OF MACHINES The Jost Report on ‘Tribology’ commissioned by the UK Ministry of Technology in the mid1960s showed that the main benefit of properly applying tribological principles was improved machine life and system reliability. These benefits feed through into the extension of a machine’s productive life, thus sustaining material resources and reducing energy consumption. These associated effects conserve non-renewable fossil fuel resources over the working life of the machine. The report concluded that by

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effectively applying the existing, 1966, knowledge and techniques in tribology, the UK industry could not make annual savings in operating costs of £515 million at 1966 prices.

WORKING LIFETIMES The volume of lubricant and hydraulic fluids used worldwide depends not only on the number of applications, but also on the service life between service life refills of those machines. The determinants are twofold – the prescribed lifetime of the lubricant & hydraulic fluids and also their required replacement. The simple equation is that if the lubricant can be formulated to last longer, then the overall demand decreases. Some additional energy is required to modify the base oil, as one example, by more extensive hydro treatment, but if this doubles the service life of the lubricant, then its demand is halved and also its environmental impact pro rata. Further, less used material must be disposed of. It is useful to compare lubricant consumption per major world region using the criterion of M$/GNP.

LUBRICANT AND HYDRAULIC FLUIDS AS WASTES The crucial issue is the lifecycle analysis of lubricant and hydraulic fluids and how they are treated at the end of their initial useful life. It can be usefully demonstrable to take the used high quality lubricant from a demanding application, such as a high-speed express train diesel engine, and use it in a scenario characterised by much lower level of technical demand, such as a shunting (switch) diesel locomotive and eventually from that application, to take that engine lubricant engine now containing high (~10 per cent) levels of soot and produce a coarse grease for the lubrication of railway points/switches. In reality, there is always imbalance between the volumes of lubricant required at each level, in this case with too much waste lubricant produced at the top end by the high performance diesel engines and not enough demand for grease at the bottom end for points/switches. From this imbalance of demand and supply at various levels, there will always be used lubricant to deal with, as waste or for reclamation or recycling. A cornerstone of waste management legislation is the definition of waste. But the problem of dealing with waste is that, unfortunately, for different people, the term ‘waste’ means

ENVIRONMENTAL IMPLICATIONS FOR LUBRICANTS

different things and this confusion means that there is no simple definition.

LUBRICANTS AS WASTES, OR FOR RECLAMATION OR RECYCLING There are various processes for reclamation or recycling that have been developed in response to environmental concerns and programmes, but the extent to which they are used depends on the process and resource economics for a particular intermediate involved. In the final analysis, the recycled feedstock must compete successfully on price and quality with virgin feedstock materials – this is part of the ‘waste paradigm’. Feed stock recycling for lubricants and hydraulic fluids involves the separation of base oil from the used and mixed materials as the only useful and recoverable material. The particulates, sooty material and used or unused additives have not been considered for recycling and must be disposed of. Wastes If used lubricants are regarded as ‘waste’ for disposal, they are then subject to Special Waste and Signage Regulation of the UK, or their equivalent in other countries. The additive package in the original virgin oil and the degradation products together with combustion – derived contaminants such as soot, water and fuel in the used lubricants place them in the ‘special wastes’ category. As such, their producers, transport contractors and ultimate disposers are subject to administrative measures designed to track their progress ‘from the cradle to the grave’ in respect of their arising, transport and final disposal – an expensive but necessary process. Therefore, it is a relatively innocuous part, and deals with the separated minor residues composed of spent additives and contaminants as ‘special wastes’. Reclamation Some lubricants can be ‘reclaimed’ and then reused, where ‘reclamation’ means low level of processing including: Straightforward filtration to remove particulates to a standard suitable for the further purpose of the reclaimed oil Additive replenishment up to the original specification. Filtering and replenishment is suitable for lubricant and hydraulic fluids that are not used in reciprocating i/c engines, or are exposed to thermal stress but are used in closed systems. The essential distinction is that the lubricants and hydraulic fluids are not exposed to a fuel combustion process

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and that the direct and indirect products of combustion do not accumulate in the lubricant over time. An excellent illustrative example of reclamation is the cleaning and replenishment of hydraulic oils in plastic injection moulding machines. There are no combustion products and metal wear particles are minimal. The hydraulic oil actuates the clamping of the mould platens under high closure forces and drives the life of hydraulic oils used in the injection moulding machines in several years. Moreover, these oils can be ‘reclaimed’ on site by a mobile filter apparatus. The additives are usually straightforward anti-wear and antioxidants whose concentrations can be readily measured and replenished as per the original specification. Recycling The recycling of lubricants requires a separation process to produce ‘good’ quality base oil for reuse in formulations with a minority residue of no use for disposal. Ideally, separation processes should have low energy requirements, very good efficiencies of separation of base oil and contaminants to produce an innocuous residue and a very good quality base oil product. It is very difficult to achieve all of these at the same time in the same process. Reverting to the entrophy analogy, to achieve better separation requires a higher level of energy input. The practical separation process used to recycle used lubricants is recalled briefly as: The clay or acid treatment process, which produces ~ 60 per cent usable base oil product but with a dark colour and burnt odour, disadvantageous in quality comparison to virgin base oil. The clay/acid/additive/contaminant residue is acid and ‘tarry’, which makes its disposal both very difficult and expensive. Capital investment can be low and small acid/ clay treatment plants can be mounted on a trailer. The mobility of such small plants has unfortunately been used by criminals in clandestine operations that produce a low quality, very acid, product. This may be sold as a cheap lubricant or may be blended with lower hydrocarbons of lower taxation levels such as kerosene to produce a ‘diesel fuel’ of appallingly low quality, which is sufficiently acid to corrode fuel systems and engines. This is not helpful to the image of recycled lubricants. The solvent extraction process can

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produce up to ~75 per cent of usable product with a relatively innocuous residue, using liquid propane. The principle of operation is that ‘like dissolves like’, where propane as a non-polar, non-hydroxylic hydrocarbons dissolves the non-polar hydrocarbons. The usually polar or high molecular weight additives and residues do not dissolve and are separated by filtration. The propane solution of hydrocarbons is then de-pressurised to volatilise the propane leaving a good quality base oil but darker in colour than its original and with a burned odour. The vacuum distillation, hydro treatment and further distillation process gives a range of superior quality recycled base oils of significantly less colour and odour with a recovery efficiency of up to 95 per cent of that available in the used lubricant. To achieve the higher quality of recycled base oil requires a higher level of input energy to operate the thin film evaporator columns and hydrogenation. While up to 95 per cent of hydrocarbons may be recovered, some of this may be as lower molecular weight fractions that are recycled as fuels. There can be surprising ‘carry over’ of trace metals and polymer breakdown products into the base oil, which require further treatment to improve final product quality. A solvent extraction process using dimethylformamide will remove residual sheared polymers and water.

THE ROAD AHEAD The environmental developments relating to lubricants and how the legislations are framed for effective implementation in different parts of the globe are the same for all countries; more so for developed countries and less for others. A comparison of environmental laws across continents shows how fundamentally similar the underlying purposes of these laws are, even if their procedures of enforcement may appear to differ according to the legal processes of each country. The message is clear – the unlicenced disposal of used lubricants is an increasingly severe offence and recycling of good quality base oils is now a required operation. This will become an important contributor to the formulation of lubricant products. Compiled by Purna Parmar Source: Lubrication & Maintenance of Industrial Machinery

TIPS & TRICKS

AN ACTION

PLAN FOR

COOLANT MAINTENANCE Equipment maintenance is an essential part of proactive maintenance that helps avoid unscheduled downtimes and shutdowns. While it is important to ensure that the equipment & machines are well lubricated and function well, it is equally important to see that the coolant levels are maintained to avoid unfortunate breakdowns. Machining coolants maintenance is still considered an art in many machine shops and smart users know that well maintained cutting fluids can last for years. However, coolant maintenance and control is often overlooked by companies. Here are a few tips that can help companies build a robust coolant maintenance plan. electing an appropriate coolant is important as it provides for adequate heat transfer away from the part and the machining tools. Here are 10 things that one needs to keep in mind while investing in coolants and building a coolant maintenance plan: Most coolants are blended with water and other additives such as antifoaming agents. It is essential to attain the right blend for the coolant to function appropriately â&#x20AC;&#x201C; a factor which is often overlooked. Moreover, improper addition of coolant additives can damage the machine components that face the coolant as well as internal surface of the coolant pump. Lubricating oils and turret hydraulic oils sometimes get mixed with the coolant in the sump, which causes smoke in the machining facilities and, in turn, creates an uncomfortable and unhealthy environment for operators. Hence, skimming off the oil that has blended with the coolant is essential. A plethora of oil-water separators are available in the market that can accomplish this task. As the coolant efficiency diminishes with time, maintenance personnel sometimes add more coolant to the existing one in the sump. Caution must be exerted to ensure that the ratio of additives in the added coolant is in the same proportion as the original blend. Improper coolant blends can not only perform badly in extracting heat, but can also cause

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premature wear and tear of the machining inserts, which can sometimes prove to be quite costly. sometimes have the misconception that only feeds and speeds control the surface finish. They must be aware that proper coolant control also plays a critical role in surface finish. In fact, many blueprints will specify the minimum acceptable surface finish that is required for the part to be acceptable in inspection departments. There are several local laws concerning the disposal of spent machining coolants, which are compliant with environmental regulations. Upon performing a coolant change maintenance routine, pump out the spent coolant into approved barrels, label them accordingly and dispose off according to the regulations that are applicable in your locality. Most coolant manufacturers offer three types of fluids, each having their own positive and negative attributes. Emulsified oil (sometimes called soluble oil), semi synthetic and synthetic coolants are the three most common alternatives. All of these alternatives require additional components for improved machining as well as foam control, biological control, pH stability and corrosion control. Occasionally, other additives will be used to reduce the staining of sensitive metals and lessen the degradation of carbide. In order to properly manage your coolants, understanding that additives are often used up at different rates is extremely important. This process is called selective depletion.

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One of the most common examples of selective depletion can be seen when corrosion prevention additives are depleted in cast iron applications before steel alloy applications. Each coolant has its own strengths and weaknesses, but proper formulation combined with a sound management programme will allow most coolants to run effectively. All coolant formulae include components for improved machining, foam control, biological control, pH stability and corrosion control. In order to manage coolants, understanding the various additives is important, as they are often expended at different rates. Once you have committed to take control of your coolants, it is important to keep a close eye on the sumps. Recording basic information such as the date the sump is charged as well as the amount and type of additives that were incorporated over time, will give your coolant supplier the basic information they need to work with. Once you have established your record keeping practices, you can begin to address your coolant concentration. If you cannot do anything else, basic control of coolant concentration can eliminate most coolant-related problems. A suggested, concentration level can be obtained from your coolant supplier. To track the concentration of your coolant, the refractometer is undoubtedly the best instrument to use. Compiled by Purna Parmar

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It is the power of ideas that compels one to take that tough path of becoming an entrepreneur and attain success against all odds. Same was the case with the founder of Aesthetic Solutions, Neetu Jain, when she actually thought of giving her father’s innovative reflective coating solutions a professional touch. Having started from scratch in 2008, the company today is under the league of `1 crore-plus turnover. Making buildings more energy efficient is at the heart of Aesthetic Solutions’ strategy. It offers enhanced solutions by striving to help protect the environment and, at the same time, improving the comfort and quality of life. PRERNA SHARMA hile India has been fast emerging as the manufacturing hotspot globally, the biggest challenge of balancing the power demand-supply gap has been a dampener in its growth trajectory. This calls for the need to imbibe the notion of energy conservation among individuals to not only bridge the huge demand-supply deficit, but also to create sustainable paradigms in the years to come. This situation gets all the more complicated with the climate change scenario, which has become the centre of discussions among all the corporates and policy makers globally. Although initiatives to mitigate climate change have been taken at the policy & industry levels, it is the impact of small incremental changes that have the ability to inspire others to follow suit. In line with these thoughts, here is a company that has totally redefined the phenomenon of energy conservation. By applying Cool Reflective coatings & insulation coatings, Aesthetic Solutions has been able to enhance energy efficiency in buildings. Describing the benefits of applying Solar Reflective coatings, Neetu Jain, MD,

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Aesthetic Solutions (now Panache Green Tech Solutions), informs, “Enveloping buildings by Solar Reflective Coatings has the potential to reduce overall energy consumption by at least 10-20 per cent. The optimum level of solar insulation of a building not only helps lower the monthly energy bills, but also adds to the aesthetics & overall comfort.” “Our product range comprises of coating chemicals providing complete protection to buildings (Roofs & walls – Industrial/Commercial/Residential/ Industrial) from solar heat, thermal heat & rains, etc,” she adds. Aesthetic Solutions, a strong advocate of sustainable and renewable building technologies, offers cool insulated roofs & walls with additional benefits of water proofing technology without additional cost. Commenting on the same, Neetu says, “We focus and make special efforts to manufacture our complete range to be water base, thereby achieving ecofriendliness. Our eco-friendly products range and complete enveloping of reflective coatings are beneficial to humans & increases the life of construction as well, as they reduce the indoor under deck surface temperature by up to 140C and also help

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save on electricity bills by reducing the AC consumption by up to 40 per cent. This also reduces the rate of expansion & contraction in the structures. The reflective cool coatings also reduce the heat island effect, thus the overall product system contributes to combat global warming. We are committed to enhance and protect the quality of all types of structural constructions, and we are envisioned to provide with ‘cool homes without AC with a greener approach”.

FOUNDATION STONE Starting from scratch in 2008 to `1 crore in 2010 is what true entrepreneurs’ dreams are made of. For women entrepreneurs such as Neetu, the task is no less than a mean feat to achieve. She reminisces, “I am a Pharmacy graduate. I was associated with my husband’s pharmaceutical business. In 2006, my family was facing a financial crisis. So, we thought of diversifying our business.” The need to diversify turned into a lucrative opportunity for Neetu and her family. Her father’s unique reflective coating innovation brought colours into her life. Quite literally! Recounting her father’s contributions, Neetu claims, “My father, Dr DS Mittal, Ex

AESTHETIC SOLUTIONS

principal in LM College of Science & Technology & professor in Organic chemistry has been doing consultation in different fields on honorary basis. He developed a coating as a trial for his home for cooling because the summer temperature in Jodhpur is usually very high. For us, the results of his innovation were very encouraging. So, we decided to explore opportunities in the field of product development and explore the potential of the product by commercialising it.” She adds, “It was a very difficult and challenging decision for someone who has no experience in the field. It was more difficult to decide as this was the construction line & being a female sustaining in this segment was quite challenging. After few months of brainstorming, I decided on taking the plunge. I did a lot of research to build my knowledge base on the subject. I then did all the groundwork to launch the company in a professional manner. Due to the lack of resources, I had to do each & everything – right from designing, testing, content writing, marketing, sales, execution, accounts, etc. – all by myself; but it was my father’s & family support that I could reach here.” Giving credit to her father for achieving such a feat, she says, “It is my father’s creation. He developed the product. He has been a consultant for the last 40 years in various fields & industries and I wanted to showcase his talent out in the market. I think it was the need of the hour as we were struggling in our previous business because of financial constraints. I started it as a money minting venture, but slowly, as the development happened, it became my passion.” Talking of her initial days of struggle, she points out, “Initially, when I would approach our prospective clients, we just had an idea penned on two pages about the technology that we planned to offer. The product was still in the

development stages then.” Despite no formal training in management, Neetu has become an inspiration for other women entrepreneurs. She avers, “I am not a management graduate. I applied logic and helped the business achieve its present success. But I always wanted to learn management tactics. I kept count of the seminars and workshops conducted by CIIE, IIMA, etc.” Neetu did a lot of brainstorming and research & finally decided to create a new segment in the market – Energy Conservation Coatings. It was an uphill task as in 2008, people were not that concerned about climate change and temperature reduction, but Neetu’s foresight encouraged her to establish her company with vision to promote energy conservation solutions.

NOT TOO SMOOTH A START In this male-dominated construction sector, it was very difficult for Neetu to find her place. Neetu elucidates, “Initially, I had trouble making them understand the applicability of our product. At that point in time, people were not focussed on energy conservation. Though futuristic in nature, I had conviction that this kind of a product is really going to significantly conserve energy. I collated market feedback so that we could develop products as per their requirements.” There was a big lacuna of funds, great things were to be done, but, without funds, all the

aspirations were just unfulfilled dreams. It was necessary to get that one big order and generate profits. Here was an entrepreneur, who took a big challenge in one of the projects, by going out of her way and giving an out-of-the-box solution for complete roofing for a LEED certified building, where everything of her company was at stake. She credits the team spirit of her employees who made this possible. Delving in depth, she says, “Earlier people were not concerned about energy conservation, and so, it was very difficult for us to market reflective coating. They were more focussed on water proofing. In order to cater to our customers’ requirements, we developed a water proofing technology. We approached the clients and made them understand that even after applying water proofing paints, the rate of expansion & contraction will always be there, and so, it was necessary to prevent it from the heat. It was difficult to convince customers at that point in time. To add to it, we even had to train workers on the technology, which was quite a task. This difficulty still persists and we are trying our best to mitigate it.” Initially, Neetu’s products could not attain international certification as there were no laboratories in India, which could test the required criteria for these reflective coatings. Moreover, the international certification required to market these products was very expensive. But today, all

Neetu Jain Neetu Jain, MD, is a visionary entrepreneur & is persistent on innovative sense in every development of the company. She started the independent research-based venture of innovative latest IR reﬂection & nanotechnology-based cool co paints. She is poised high and accepts challenges to change the trend & vision to be global. Dr DS Mittal Dr Mittal is the Technical Director of the company and leads all the research and product development activities. He is the former Principal of LM College of Science & Technology, Jodhpur , Rajasthan. Dr Mittal has presented many research papers and was even awarded by the Rajasthan Government. He worked successfully to control pollution by textile efﬂuents. Sharad Jain Sharad Jain is the Director – Marketing, who is a Marketing Consultant & leads all the marketing activities. Amitabh Nagori Amitabh Nagori is Manager – Business Development for exports division. He is an MBA & has been into exports since the past eight years.

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AESTHETIC SOLUTIONS

ACCOLADES Neetu’s product has been selected by the Department of Energy (US), which will analyse the mode and pathways of IR in her product. According to Neetu, “They have found the performance of our product to be very good and have taken this product for their laboratory.” It plans to work with NID MSME scheme to develop a complete process & procedures to design a sustainable roofing system with product design & tools to make the installation of sustainable insulated waterproof & cool roofs fast & easy. her products are internationally certified. From one product in 2008 to a complete range of products catering to complete exterior protective enveloping catering the needs of indoor cooling and weather protection of both roofs and walls, Neetu has managed to build base in the world of construction. In fact, her product has been selected for a research project by the Department of Energy, the US. “The journey so far has helped make me more focussed, determined, balanced and selfreliant. There is still a lot to achieve & develop, I believe this is just the start!” she says. Neetu is the epitome of success for those women who want to enter into entrepreneurship. She believes that we are gifted for something, and that this thing, at whatever cost, must be attained. Her keen sense of innovation, creation, R&D of new business ideas & products won several accolades for Aesthetic Solutions. She feels, “You need to be passionate about what you do because initially you may experience a lot of turbulence between home & office. Building a strong team makes a difference and ensures success. You need to instill confidence in them and show them that you trust them. You need to imbibe a sense of ownership in your employees. I personally believe that women have the capability to instill these aspects in building a very strong & passionate team. You need to keep in mind that hurdles will always be there to obstruct your path, but you need to be determined to take this path and tread cautiously to achieve success.”

NEED FOR GREEN CONSTRUCTION Owing to the impact of climate change, green buildings, these days, are becoming a norm. Explaining the need for green buildings, Neetu, elucidates, “Due to the tropical climate, we have a heavy influx of

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solar heat and light.” Presenting startling statistics, Neetu states that the average annual spending on the energy bill consists of 35 per cent on cooling load (airconditioning), and 20 per cent on artificial lighting, in spite of excessive natural light. This calls for a dire need to go green. “With our extensive product range, we aim to provide eco-friendly, water-based systems, which impart natural cooling, insulation & water proofing needs of roofs and walls both, which signify cool comfortable & affordable housing without air-conditioning. Adding to this, we have also developed No tear, No smell, Nil VOC interior flexible plastic effect paint, which has LRV of 89 per cent, which increases the brightness and also reduces the lighting load. Aesthetic Solutions offers highperformance energy-saving solutions through its extensive range of products for reflective cooling, insulation and waterproofing to envelop complete construction needs. It thus ensures that the construction is cool, crack-free, algae & fungus free and water tight.

CONTRIBUTION IN LEED RATINGS Aesthetic Solutions harmonises a structure with its environment and has varied green benefits. Some of the innovative approaches are: Energy and Atmosphere The use of Cool Coat, Cool Wrap, Insul Wrap - IR Reflection cool co paints & insulation coatings result in reduction of power costs. A complete building simulation model can also be performed to highlight reduced energy costs. Installation of Cool Roofs can also reduce the insulation cost for roofs. Instead of requirement of 6 inch, insulation can be reduced to 1 inch insulation requirement. Due to numerous microspheres in Insulation Coating (Insul Wrap), it has very low thermal conductivity,

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which makes it an excellent thermal insulation material. IR Reflection in Cool Wrap & Cool Coat reduces heat production on the surface of substrate exposed to sun rays & thereby, its transmittance. Ideally the combination of reflective cooling, solar insulation & thermal insulation gives the complete cooling. Due to reduced indoor temperature by these coatings, airconditioning loads are reduced by as much as 25-30 per cent. Combats Global Warming IR Reflective coatings are based on the principle of reflecting NIR (near-infrared) rays from the sun in the atmosphere. Since NIR rays are not absorbed by the substrate, heat energy is not produced & hence, the atmosphere is prevented from the increased load of heat, which, in turn, reduces the heat island effect as well as the rate of contraction & expansion in construction and thus, prevents the development of cracks. NIL VOC, Lead and Chromate Free Green building criteria emphasises the energy-efficient performance of materials & use of minimum or NIL volatile organic chemicals (VOC), lead and chromate hazardous content. Given this background, the company’s products form indispensable materials for green building with NIL VOC & lead-chromate free water-based products. Studies have proven time and again that this NIL VOC could substantially improve the productivity and health of occupants of a building & comfort level in institutes and hospitals. Recyclability Being lighter than conventional coatings, it reduces the dead load on the structure. Aesthetic Solutions’ products are completely recyclable and non-toxic in nature. In lieu of its life, theses coatings have very less maintenance & frequency of recyclability is controlled. These factors help to contribute great savings in foundation and structural costs due to a decrease in overall dead load. Moreover, it reduces dead load during earthquakes. Acoustic Insulation Insulation coatings have natural acoustic insulation due to its aerated structure. They have superior sound absorption properties in comparison with other materials. Insul Wrap Coating thus helps achieve optimum degree of acoustic comfort. It reduces outdoor noise pollution and also saves costs by reducing the costs of noise and echoproofing materials.

AESTHETIC SOLUTIONS

Time efficient Being flexible & easy to apply using a minimum number of tools and having almost no smell, these products can be installed in very less time, thereby saving on labour, construction time & costs, which satisfies and captures an architect’s utmost imagination in its shape and form.

TECHNOLOGY Capitalising on its in-house systems and procedures, the company ensures that all its projects are well managed and executed within a stipulated timeframe without compromising on quality. Complementing this, Neetu says, “We are committed to train our team to ensure the very best quality of work. It is our belief that the ability of these coatings to stand up to the elements depends largely on the application of the properly balanced ratio of acrylic solids to fillers in the coating, the thickness at the time of application, and, of course, proper roof preparation and workmanship.” Workmanship is a key variable that has a significant effect on the success of the roofcoating project. If technicians do not reinforce pipes, soffits, drains and other roof details with fabric or high-strength

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mastic-grade material before the final application of a coating, the risk of failure at these detail areas increases.

PAINTING A ROSY PICTURE For Neetu, her mission is to accelerate innovation, lead the mission to combat global warming with out-of-the-box ideas and impractical thinking. She is a woman techno entrepreneur with enviable experience exposure, expertise and maturity, which can perhaps be translated to profitoriented activity. As one of the leaders in products for the construction market, Aesthetic Solutions has set its sights on providing innovative solutions to two key challenges of the future – saving energy and protecting the environment. Elaborating on the company’s expansion plans, Neetu informs, “We have converted Aesthetic Solutions to Panache Green Tech Solutions. We are planning to introduce outlets of Panache in various cities. My vision is to bring all other green solutions that surround the system. In the near future, we will be expanding in other cities by launching these showrooms. We will also be looking for distributors for the same by imparting them with the software support for company

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management & application support system. We have also got enquiries for exports and will be working on that area. We are also coming up with insulated roller texture and are working on collaboration with a German company for insulated exterior paints to bring the same technology into the market. We are one of the very few companies who offer green finishes for wood & metal finishes.” Her vision for Panache is to establish her company on a global platform and make India a mark on the globe by innovating, among other eco-friendly products, products to combat global warming. She concludes, “I have come to believe that each of us has a personal calling that is as unique as a fingerprint and that the best way to succeed is to discover what you love and then find a way to offer it to others in the form of service and also allowing the energy of the universe to lead you.” With the mission to enhance productivity and establish a manufacturing plant of higher capacity, develop infrastructure for exports, set up a highly sophisticated research lab, the company is well on its way to create sustainable dynamics in the history of Indian paints & coatings.

SOLAR POWERED IR TRANSMITTERS

S E L B A W E N E R FETY N

A S T N E M G U TO A

O G N I K BAN

n alising o nt. Capit siness e m ip u q e bu to power remises during en used p h receiver t e h a t is s y d d r e it nter ctric towa e le d r e e o t c is it e h is T ir v . es were d y time a olar cells rray of s nd a chime ever the infrared puls a n a g in u s s ctricity u ss method to so plenty of power a le t into ele d e h e g ir li id w v t r o a r e els conv t needed r panel p Solar pan logy, a bank, tha r panel. The sola la o o n this tech a small six-volt s ey are received. d th e s n u e , h s r w hou chime a s e t a that activ

ig Bucks Bank needs a needs to work only during banking hours – powered by a supply that will last at least 15 totally wireless standalone 9am to 3pm. years. A small six-volt solar panel will means to sound a chime The mystery power supply is a small provide plenty of power if mounted on the when a visitor enters the solar panel. Considering that no wires can foyer’s window so that it faces outside. lobby of its bank during be connected between the foyer and Moreover, since the circuit needs to only business hours. No wires interior of the bank, the circuit needs to be work during banking hours, darkness is not can be connected between the a concern. foyer and the inside of the bank. HOW DOES IT The system and its six-volt WORK? power supply must be installed S1 is a floor switch in the lobby in the foyer and should have a of Big Bucks Bank. The circuit working life of at least 15 years. in Figure 1 drives a nearThe solution is shown in infrared LED with a stream of Figure 1. The circuit sends a pulsed pulses when a visitor steps on infrared (IR) signal from the and closes S1. The infrared foyer of the bank, through the pulses are directed towards a glass door and to a receiver receiver that activates a chime inside the bank that activates a when they are received. The chime when a visitor steps on frequency of the pulses is a floor switch (S1) in the foyer. controlled by the 47K resistor The circuit draws current only and the capacitor. The 100 Figure 1: A wireless annunciator transmitter when S1 is closed. Its power ohm resistor limits current supply has a life of at least 15 through the LED. years. What is the six-volt Forrest M Mims III has been an power supply concealed electronics & science writer and behind the puzzle piece? photographer since 1969. He Before revealing the answer, received an IR 100 Award from here are some hints... Industrial Research Magazine for The circuit draws current developing an eyeglass-mounted only when a customer enters infrared travel aid for the blind. He the bank foyer and steps on a received a Rolex Award in 1993 for switch mat, usually for a fraction developing a handheld instrument of a second. Lithium batteries that measured the ozone layer might work, but may be not accurately enough to find an error in last for 15 years. The power is a NASA ozone satellite. He was dissipated in the floor switch named by Discover Magazine when a visitor steps on it, but (December 2008) as one of the ‘50 this power is not used to Figure 2: Solar powered infrared transmitter designed to send a signal to a receiver when S1 is brieﬂy Best Brains in Science’. closed power the circuit. The system

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KONECRANES RTG CRANE

UPGRADING FUEL EFFICIENCY & REDUCING EMISSIONS Skyrocketing fuel prices and stringent emission norms are putting pressure on companies to produce eco-friendly equipment. Taking a leaf from this thought, Konecranes has introduced a new type of fuel-saving RTG crane featuring a variable-speed diesel alternator system in the market. This innovative solution not only diminishes fuel consumption significantly by eliminating high-speed idling, but also immensely cuts down noise and emissions levels. uel consumption is a critical issue in any yard where hundreds of containers are handled each day. Konecranes has developed a technology, which will help cut down the fuel costs of modern rubber tyre gantry (RTG) cranes. The objective was to come up with a solution that would allow handling containers with as little fossil fuel as possible, thus reducing noise and emissions. Simultaneously, the productivity of RTG should not be compromised. The productivity of fuel-saving RTGs should be equal to that of normal RTGs. Initially, the idea was to use as many reasonably priced, previously used components as possible, but combine them in a new way. Talking about the trigger point behind this innovation, Sami Korpela, Country Manager, Konecranes India, says,

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“Fuel cost plays a major role in the total operating cost of any RTG. Due to increasing fuel costs internationally, the total operating cost and the total cost of ownership of RTG cranes is increasing by the day. Also, more fuel consumption

To develop the variable speed diesel alternator system, it took efforts to convince the vendors to work on the development of this project and to spend time on continuous exchange of information. SAMI KORPELA, Country Manager, Konecranes India

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means more pollution. Konecranes has always been developing new technologies to provide the lowest cost of ownership for its cranes. The return on investments in Konecranes products is high in the long run. To lower the operating cost and increase the return on investment, Konecranes’ RTG crane was the main focus for this innovation.”

CHALLENGING TRADITIONAL THINKING Konecranes analysed that programmable logic controllers (PLCs) can be used to calculate the generator power needed and to regulate the engine’s running speed. It invested a lot of efforts to develop a unique voltage regulator with its suppliers, which was different from normal ones. In that, the output voltage of the alternator was most linear with the rotation speed of the

KONECRANES RTG CRANE

Unique Features Of RTG Cranes Active load control for quick load positioning Direct access to maintenance points No hydraulics enabling dramatic operational cost savings Low energy consumption Quick truck turnaround times Intelligent structure for excellent stability and improved duty cycle. alternator’s axle. When the rotational speed changes, the frequency & voltage change correspondingly. Instead of a constant voltage, it is variable. Having seen the principle of this voltage regulator in action, Konecranes realised that once it developed the diesel motor control algorithm, the rest of the project would not be a problem. Volvo Penta, a regular supplier of Konecranes, helped to understand the control of a modern diesel engine. When asked about the hurdles while designing such equipment, Korpela, informs, “Every innovation needs various trial and error efforts. Konecranes wanted to develop a technology that is cost-effective and time-tested. To develop the variable speed diesel alternator system, it took efforts to convince the vendors to work on the development of this project and to spend time on continuous exchange of information.”

DUTY CYCLE IS THE KEY We believe that RTG duty cycle is the key to fuel savings. Konecranes has studied the real operation of port RTGs and has established that most of the usage time consists of 0-25 per cent load, with 75-100 per cent of full capacity, which represents only a marginal part of the power spectrum. This shows that high-speed idling produces enormous fuel losses and demonstrates the need to produce only an amount of energy that is actually needed at any given time. Konecranes’ fuel-saving system operates on the principle of calculating the power needed by the PLC. The diesel engine’s speed is accordingly adjusted to ensure that it is equivalent to the power required. The PLC contains all the intelligence inherent in the system. Moreover, the PLC has several cutting-edge features. The diesel engine is driven with optimal efficiency at all operating points, which completely eliminates high-speed idling. The DC-bus voltage is controlled by the active supply unit, which functions independently from the speed of the diesel alternator. Full-scale productivity is thus also available with lower diesel alternator speeds. The lesser the speed, the lower the losses and less fuel consumed & diminished fuel consumption results in lower noise and fume emissions.

RAPID RETURN ON INVESTMENT Konecranes has always been at the forefront of technological development and the new integrated intelligent fuel saving system is an important additional functionality that brings added value to RTG customers. The investment in fuel-saving RTG pays for itself very quickly. The initial investment costs might be higher because of its active electronic components involved, but the product pays itself within a couple of years, owing to the great savings in fuel costs. Courtesy: Konecranes India

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ENGINEERING EXPO RUDRAPUR

Rudrapur 23-26 Sept. 2011 Gandhi Park

MOVING GROWTH GRAPH

NORTHWARDS Is the northern belt of the country becoming a manufacturing stronghold with the emergence of industrial hotspots such as Uttarakhand & National Capital Region? Are you finding access to such growing manufacturing markets difficult? The wait is finally over… The maiden Rudrapur edition of the veteran trade exposition, Engineering Expo offers you a glimpse of new manufacturing corridors and their dynamic products & services offerings. Potent with prospects, the northern region of India opens its floodgates of opportunities. The aim and the intent is to steer your profits and possibilities northwards. ARINDAM GHOSH & PRERNA SHARMA

he biggest consumer market of the country – the northern belt – is slowly transitioning itself into a manufacturing paradise. It owes its stature to the leading corporates who spotted this opportunity and made the northern region their preferred manufacturing base. This growth has catapulted the entire northern region into a sourcing hub of engineering as well manufacturing products & services. While this holds true not only for the multinational companies (MNCs) who are steaming this growth, but also to the domestic small-scale ancillary units, who form the backbone of ‘real’ production. These changing growth dynamics are positively impacting industrial belts such as Manesar, Faridabad and Rudrapur. These tier II and tier III regions are grabbing the attention of industrialists as they queue up to pledge investments in these regions. Providing insights, Anil Chaudhry, BU Head Industrial Robotics, Hi-Tech Robotic Systemz, says, “The manufacturing sector is witnessing a growth phase and is poised to get lucrative investments in future. Tier II & tier III cities are becoming the most sought after investment destinations for setting up manufacturing units due to factors such as geographical advantages, supportive government policies and availability of cheap labour.”

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Elaborating further on the same, Nidhi Rai, Director, Production Aids & Consultants (PAC), affirms, “The cost of the land & manpower are cheaper as compared to bigger cities and that is probably the biggest reason why suppliers are moving to tier II and tier III cities.” The growth opportunities are still bright and booming for companies, which have already set up shop in these regions. But what about those companies, which are still struggling to either mark their presence or are looking for a potential supplier? Are the prospects still potent for such companies? The maiden edition of Engineering Expo Rudrapur will clear these and many more such ambiguities in the minds of

Engineering Expo Rudrapur Stats

150+ Participants

10,000+ Expected Visitors

15,000+ Products & services on display Spread over more than

1,25,000 sqft Participation from more than

50 cities from all over India

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potential investors. In fact, it aims to empower the potential industry by providing conducive networking environ and state-ofthe-art product & service offerings. Ever since the year 2002-03, Engineering Expo has gained an upper hand in promoting and capturing the hidden potential of such promising regions. With the launch of its Rudrapur edition in the year 2011-12, Engineering Expo is further poised to play its role of an enabler in capturing newer horizons. Like always, this year’s Engineering Expo edition is positioned uniquely for exhibitors and visitors to harness maximum benefits.

POTENT WITH PROSPECTS Rudrapur, a buzzing city in the state of Uttarakhand, is slowly transforming into the ‘Manufacturing Mecca’ of North India owing to its proximity to the capital of the country – Delhi – as well as its close connections with other major industrial belts, such as Haryana. Industry experts and manufacturing biggies unanimously vouch for the fact that it is the strategic positioning and the presence of low-cost land & labour that are attracting industries to set up their base in Rudrapur. Companies like Tata Motors, Mahindra & Mahindra, ITC, Britannia, Havells and Delta India are flourishing in this small, yet impactful, region. Commenting on the promising horizons that this region offers, Atul P Renavikar, Head – Pantnagar Plant,

ENGINEERING EXPO RUDRAPUR

Tata Motors, informs, “Rudrapur With a strong investment portfolio, the city of Rudrapur have their subsidiary in Rudrapur. (Pantnagar) has emerged as an In this regard, we have our is slowing becoming a manufacturer’s paradise owing existing customers based in the important auto hub in North India, with most major domestic to its strategic positioning, incentives offered by the region, which makes it a auto manufacturers establishing government in terms of sops and easy availability of potential market.” their plants here. Factors such as Endorsing his thoughts, labour & land. the proactive & supportive Chaudhary comments, “Hi-Tech industrial policy implemented by the Robotic Systemz has a division focussed can avail of various tax benefits.” Utttarakhand Government and its industrial towards applications based on industrial Giving an organiser’s perspective about arm, State Infrastructure and Industrial robotics. Since all major manufacturing the choice of location, Sandeep Khosla, Development Corporation of Uttaranchal giants are moving to advanced technology CEO – Publishing, Infomedia 18, avers, (SIDCUL), along with a harmonious and are setting up state-of-the-art units in “Having successfully covered manufacturing industrial relations climate, have facilitated Rudrapur, this area is touted as a promising destinations such as Ahmedabad, Pune, the development of the region and will destination for our company. Being a service Indore and Chennai, Rudrapur was our continue to do so in the future.” company, Hi-Tech Robotic Systemz is ultimate choice. The strong presence of Seconding Renavikar’s views, Hiren planning to open up a service centre in auto ancillaries in the region and its proximity Jadeja, Executive Director, Jyoti CNC Rudrapur followed by an operation centre to the capital city of Delhi further Automation, opines, “The potential is huge. to cater to the entire business requirements substantiated our belief to tap this potential If you only consider Rudrapur, there are a of industrial robotics in the coming years.” market. We are sure that exhibitors & number of auto ancillaries.” Even Ashutosh Verma, however, believes that Rudrapur visitors participating in this edition will Martolia, Head – Accounts & Internal offers a vast range of opportunities for his definitely benefit from the lucrative benefits Relations, Six D Marketing Solutions, industrial cleaning equipment. “So, it makes that Radrapur has to offer.” believes that Rudrapur offers a plethora of perfect sense for us to be in Rudrapur,” he LUCRATIVENESS QUOTIENT opportunities. “One will easily find resources says. For PAC, Rudrapur is a lucrative With a strong investment portfolio, the city & manpower and, at times, the government business avenue because the area is well of Rudrapur is slowing becoming a is quite supportive to all big companies to connected and talented manpower is manufacturer’s paradise owing to its ensure that the entire area is developed,” available. Martolia, too claims that strategic positioning, incentives offered by he claims. Uttarakhand, specifically Rudrapur, is the government in terms of sops and easy Satish Verma, Director, Kruger & Brentt, developing fast. Rudrapur is an excellent availability of labour & land. Talking about however, feels that Rudrapur’s proximity to destination because of manpower availability the lucrativeness of Rudrapur as an Delhi is one of the biggest growth boosters. and incentives being offered by the State investment destination, Jadeja says, “The He says, “Owing to this, goods that are Government. advent of major auto companies has manufactured in Rudrapur can be Discussing the plus points of Rudrapur, brought with itself a whole host of auto transported to any part of the country in a Renavikar comments, “As the original ancillaries in the region. Some of the short span of time. In addition, companies equipment manufacturers (OEM) industry companies who are based in Gujarat also wanting to set up their base in the region creates a large ecosystem of suppliers & sub-suppliers, the Rudrapur auto hub is creating tremendous opportunities for small Engineering Expo 2011-12: Season Begins! entrepreneurs who can serve this large The era of setting up base in tier I cities has become a redundant ecosystem as well as generate employment. phenomenon. New age manufacturing is slowly finding its way into tier II The hub is only 250km away from the & tier III cities of the country. Be it Pune, Nagpur, Aurangabad or Indore, National Capital Region (NCR). With improved road & rail connectivity and the these cities are holding the fort in attracting big investments. Thanks to newly commenced air link between factors such as easy land availability at low cost, access to skilled & talented Pantnagar & Delhi, the region is accessible workforce and their logistics expertise, these towns are becoming the to entrepreneurs, who wish to set up harbingers of manufacturing growth in India. Carrying this growth ancillary satellite units here. Besides, momentum forward and unraveling the exponential growth waiting to be tremendous opportunities exist in the area tapped in such cities is the forthcoming edition of Engineering Expo. of service infrastructure, including low cost Along with capturing the growth markets of Pune, Ahmedabad, Chennai & housing and establishment of schools, colleges & institutions offering quality Indore, this season of Engineering Expo will explore two emerging, yet medical care.” untapped, markets beholding colossal potential – Rudrapur & Aurangabad.

With the series of new initiatives to augment leads for exhibitors as well as providing a whole new experience to visitors, this year’s Engineering Expo is poised to be much bigger in its offerings. Be there to witness the manufacturing extravaganza with the season’s first show to be held in Rudrapur from September 23-26, 2011…

PLATFORM FOR PROFIT It is an established fact now that Rudrapur is the best place for manufacturers and organising trade exhibitions in such a region makes perfect business sense. With Rudrapur as the start, this year’s edition

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ENGINEERING EXPO RUDRAPUR

promises to be unique and innovative from the word go. Sharing the same sentiments, Verma says, “Engineering Expo plays an important role for us in exhibiting our latest offerings to our potential customers. For visitors, it is a good platform to network with peer companies and get acquainted with the best in class products & services. Putting things into perspective, Jadeja remarks, “An exhibition is the only place where we can exhibit our products, and, most importantly, give a live demonstration of our products & equipment to visitors. In this way, we get direct access to our customers as well as our potential customers. Apart from that, we get to meet our clients during the show.” Chaudhary feels that Engineering Expo is a great avenue to showcase all new technologies as it provides a platform for all engineering and manufacturing units to explore business opportunities. According to Rai, “Rudrapur is close to emerging industrial hubs like Manesar. I feel that the development of Rudrapur will also be in line with what we have witnessed in Manesar in such a short span of time. We would also like to replicate the same strategy. By participating in Engineering Expo, we will be able to reach

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out to our target audience.” Seconding Rai’s views, Martolia says, “Exhibitions are good platforms for companies like ours because we can showcase our products to our customers. We also get to know about the latest developments in our field as well as in the allied segments by participating in the Expo.” For Jagdish Panchal & Hardik Panchal, Directors, Jekson Machinery, “Exhibitions are places to exhibit your pride in what you are doing. It gives us an opportunity to establish a direct contact with our customers.”

INNOVATIVE OFFERINGS In order to cover this new market, most exhibiting companies are planning to exhibit their existing product ranges during the show. Verma says, “We are targeting this market for the first time and so, we are only looking at showcasing our existing range of products.” Jyoti CNC Automation will also be exhibiting its existing line of products. Hi-Tech Robotic Systemz is planning to display its material handling and automation solutions like process AGVs for assembly applications and pick & place application, while PAC has a strategy in place to launch

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premium products almost every month depending on the market flux because the market is volatile. To this, Rai adds, “We are a solution-oriented company and have to find new solutions every couple of months for our customers. If we can give a better solution for an application, we win.” Six D plans to come up with new reverse engineering software that is useful for people who are into reverse engineering application.

POISED FOR GROWTH With such remarkable prospects in the offing, Rudrapur is slated to be the next manufacturing destination in the coming years. Engineering Expo, with its expertise and unique flavour for each & every edition is sure to add zing to this flourishing manufacturing haven by offering exhibitors & visitors a glimpse of new engineering and manufacturing practices that are slated to traverse the future course of action on the path to progress. All these happenings can be witnessed once Engineering Expo raises its curtains on September 23, 2011 at Gandhi Park, Rudrapur. Be there to be a part of the GenX manufacturing growth.

TRADE SHOW TRACKER

NATIONAL

ABROAD

1-3 September 2011

22-24 September 2011

13-14 September 2011

HIMTEX 2011 Focus: Engineering, machine tools, precision tools, automation systems, instrumentation & controls, machinery and equipment Where: HITEX Exhibition Centre, Hyderabad Tel: 040 23112121; Fax: 040 23112124 E-mail: js@hitex.co.in; Web: www.himtexexpo.co.in

METEX INDIA 2011 Focus: Metal and metallurgical equipment, technologies and supplies Where: KTPO Trade Centre, Bengaluru Tel: 022 42107804 E-mail: n.seth@koelnmesse-india.com Web: www.metex-india.com

THE ENERGY EVENT 2011 Focus: Energy procurement, energy efficiency, metering, carbon reduction, energy policy, cost reduction Where: NEC, Birmingham, West Midlands, England Tel: +44 (0)78 1857 4300 E-mail: steve.swaine@emap.com Web: www.theenergyevent.com

NATIONAL

ABROAD

9-12 November 2011

23-26 November 2011

17-20 October 2011

BIZ-BRIDGE 2011 â&#x20AC;&#x201C; ENGINEERING & MANUFACTURING EXPO Focus: Metals & minerals, power & energy, oil & gas, railways & wagon building, defence, MSME and material handling system Where: Science City, Trade Fair Grounds, Kolkata Tel: 033 22307727; Fax: 033 22301721 E-mail: tarun.tapadar@cii.in Web: www.bizbridgeexpo.com

INDUSS 2011 Focus: Industry supply & subcontracting Where: BIEC, Bengaluru Tel: 080 66246600 Fax: 080 66246661 E-mail: raghu@bies.co.in Web: www.bies.co.in

CANADIAN MANUFACTURING TECHNOLOGY SHOW 2011 Focus: Machine tools, automation technologies Where: Direct Energy Centre, Toronto, Canada Tel: +1 313 4253000 Fax: +1 313 4253400 E-mail: exposales@sme.org Web: www.sme.org

NATIONAL

ABROAD

1-3 December 2011

6-9 December 2011

7-10 December 2011

ENERGY EXPO 2011 Focus: Technology for power, coal, gas, renewable energy, non-renewable energy, clean & green energy, power transmission and distribution equipment and financing options Where: Gujarat University Exhibition Hall, Ahmedabad, Gujarat Tel: 022 24931790 Fax: 022 24939463 E-mail: romaldine.ayire@cii.in Web: www.cii.in/Events.aspx

HANNOVER MILANO FAIRS INDIA Focus: Five concurrent shows on materials handling and logistics, hydraulics & pneumatics, electro mechanical transmission, process and production automation, surface technology, laser systems and laser technology for manufacturing Where: Bangalore International Exhibition Centre, Bengaluru Tel: 022 40050681 Fax: 022 40050683 E-mail: info@hmf-india.com Web: www.hmf-india.com

CONBUILD VIETNAM 2011 Focus: Construction machinery, building material machines, construction vehicles and building materials, technology and services Where: Saigon Exhibition & Convention Center, Vietnam Tel: +65 62360988 Fax: +65 62361966 E-mail: mmi_sg@mmiasia.com.sg Web: www.mmiasia.com

TRADE SHOW TRACKER

NATIONAL

ABROAD

19-24 January 2012

18-22 January 2012

18-20 January 2012

IMTEX FORMING 2012 Focus: International Forming Technology Exhibition Where: Bangalore International Exhibition Centre, Bengaluru Tel: +91 (080)66246600 E-mail: imtma@imtma.in Web: http://www.imtex.in

ELECRAMA 2012 Focus: Power transmission & distribution equipment Where: Bombay Exhibition Centre, Mumbai Tel: +91-22-2498 4226/ 4227 Fax: +91-22-2497 5140 E-mail: mumbai@ieema.org

ELE TRADE 2012 Focus: Electronic components Where: Tokyo Big Sight, Japan Tel: +81-3-3349-8502 Fax: +81-3-3349-4900 E-mail: inw-k@reedexpo.co.jp

NATIONAL

ABROAD

9-11 February 2012

14-16 February 2012

9TH EVERYTHINGABOUTWATER EXPO 2012 Focus: Water & wastewater management Where: India Expo Centre And Mart, Greater Noida Tel: +91-11- 4310 0568/ 0572/ 0500 Mob: +91 98910 54929 Fax: +91 11 4310 0599 E-mail: enquiry@eawater.com

IPTEX12 Focus: Power transmission Where: Bombay Exhibition Centre, Mumbai Tel: 080 - 2556 7028 Fax: 080 - 2556 7028 E-mail: info@virgo-comm.com

TIRE TECHNOLOGY EXPO 2012 Focus: Tire design & manufacturing Where: Cologne, Germany Tel: +44 (0) 1306 743744 Fax: +44 (0) 1306 742525 E-mail: colinscott@ukintpress.com

NATIONAL

2-4 March 2012 IFEX 2012 Focus: Foundry Technology Where: Bengaluru International Exhibition Centre (BIEC), Bengaluru Tel: +91-40-65594411 / 65707722 Fax: +91-40-66684433 E-mail: g.vamshidhar@koelnmesse-india.com Web: www.koelnmesse-india.com

RUDRAPUR (Uttarakhand) 23-26 Sept’ 2011 Gandhi Park

ABROAD

14-18 March 2012 INDIA AVIATION 2012 Focus: Aviation Technology & Equipment Where: Begumpet Airport, Hyderabad Tel: 91-11- 32910417 (D) Fax: +91-11-23359734 (D) E-mail: indiaaviation@ficci.com

AHMEDABAD (Gujarat) 14-17 Oct’ 2011 Gujarat University Exhibition Hall

PUNE (Maharashtra) 18-21 Nov’ 2011 Auto Cluster Exhibition Centre, Pimpri-Chinchwad

27-29 March 2012 WESTEC 2012 Focus: Cutting Tools & Multi-tasking Machine Tools Where: Los Angeles Convention Center, Los Angeles, CA Tel: 313 425 3000 E-mail: service@sme.rg

CHENNAI (Tamil Nadu) 8-11 Dec’ 2011 Chennai Trade Centre, Nandambakkam

INDORE (Madhya Pradesh) 6-9 Jan’ 2012 Poddar Plaza, Near Gandhi Hall

Mobile: +91 98195 52270 • E-mail: engexpo@infomedia18.in • Web: www.engg-expo.com

AURANGABAD (Maharashtra) 17-20 Feb’ 2012 Garware Stadium

Network with Engineering Expo Exhibitors Now you can meet and discuss business with Engineering Expoâ&#x20AC;&#x2122;s exhibitors, much prior to the actual exhibition. Just let us know about the exhibitor that you want to get in touch with and we will fix the meeting for you. Contact us on 09819552270

UPDATE 3 Rudrapur 23-26 September, 2011 Gandhi Park

Ahmedabad 14-17 October, 2011 Gujarat Univesity Exhibition hall

Pune 18-21 November, 2011 Auto Cluster Exhibition Centre

Chennai 8-11 December, 2011 Chennai Trade Centre

Indore 6-9 January, 2012 Poddar Plaza, MG Road

Aurangabad 17-20 February, 2012 Garware Stadium

Book Your Stall Now Contact www.engg-expo.com T: 09819552270 E: engexpo@infomedia18.in SMS: EXPO to 51818

ACE Products Products: Packaging machines, PP & PET strapping machines, Stretch wrap systems, Strapping machines, Shrink packaging machines, Packaging machines, Packaging materials, Polyolefin shrink films, Pallet stretch films, PVC cling films, BOPP tapes, Pre-stretch films W: www.acepackproducts.com Participating in: Rudrapur

Alstrut India Pvt Ltd Products: Aluminium profiles, Joining elements, Machine building accessories, Pipes & joints, Assembly lines, Conveyors, Flexible chain conveyors, Storage systems, Worktables W: www.alstrut.com Partici pating in: Rudrapur, Ahmedabad, Pune, Chennai, Indore

Autotech Machine Tools Sales & Services Products: Vertical machining centres, Horizontal machining centres, CNC machines W: www.autotechcnc.com Participating in: Ahmedabad

Bhavya Machine Tools Products: Lathe machines, Drill machines, Milling machines, Woodworking machines, Toolroom machines, Slotting machines, Sheet metal machines, Workshop machines & accessories W: www.bhavyamachinetool.com Participating in: Rudrapur, Ahmedabad, Pune, Chennai, Indore, Aurangabad

Black & Decker India Pvt Ltd Products: Power tools, Drills, Cutters, Grinders, Blowers, Heat guns, Pressure washers, Lawn mowers, Planers, Sanders, Plung routers, Circular saws W: www.india.stanleyblackanddecker.com Participating in: Chennai

CADD Centre Products: CAD products & services W: www.caddcentre.co.in Participating in: Pune

Datasoft Infotech Solutions Products: Software, Fingerprint biometric attendance devices W: www.compucareindia.com Participating in: Pune

Delta India Electronics Pvt Ltd Products: Switching power supplies, DC brushless fans, Power management solutions, Components, Visual displays, Industrial automation, Networking products W: www.deltaelectronicsindia.com Participating in:

Emtex Machinery Pvt Ltd Products: Lathe machines, Shearing machines, Press brake machines, Radial drill machines, Milling machines, CNC plasma cutting, Surface grinders, Welding machines, CNC lathe machines, Vertical machining centres, Air compressors & project engineering W: www.emtex.in Participating in: Rudrapur

Equifit Technoart Products: Aerosols, Speciality oils, Anti-seize compounds, Custom formulations, Metal working ﬂuids, Metal treatment chemicals, Biodegradable degreasers, Synthetic greases & oils, PTFE/silicone/moly/ graphite greases W: www.equiﬁtlubricants.com Participating in: Aurangabad

Gantner Instruments India Pvt Ltd Products: Manuals, Test controllers, Manuals ISM, Data loggers, Short manuals software, Manuals accessories W: www.gantner-instruments.com Participating in: Rudrapur

Grind Master Machines Pvt Ltd. Products: Tube polishing machines, Automatic buffing machines, Roll & cylinder superfinishing machines, Deburring machines, Diamond films & belts W: www.grindmaster.co.in Participating in: Rudrapur, Chennai

Heena Sales Products: Welding & cutting equipment Participating in: Ahmedabad

Hi-Tech Robotic Systemz Ltd Products: Robotics, Artiﬁcial intelligence, Computer vision, Machine vision & related technologies, Developing solutions for industrial & military applications W: www.hitechroboticsystemz.com Participating in: Rudrapur, Pune

Integro Engineers Pvt Ltd Products: Power & soundproof acoustics, Electrical panels, Solar equipment, Mechanised industrial cleaning, Heat tracing, Hot & cold insulation contactors, Industrial products W: www.integrogroup.in Participating in: Rudrapur

Janak Enterprises Products: Metal cutting solutions, Nibbling cutting attachments & machines, Jigsaw attachments, Pipe cutting machines, Pipe chamfering machines, Pipe notching machines, Pipe & bar cutting machine, Teraspindles for ﬁne engraving W: www.janakent.com Participating in: Pune

Jyoti CNC Automation Pvt Ltd Products: CNC machines, Turning/turnmill centres, Vertical machining centres, Horizontal machining centres W: www.jyoti.co.in Participating in: Rudrapur

Kapsun Resources Corporation Products: Air coolers W: www.kapsun.com Participating in: Rudrapur, Ahmedabad, Pune, Indore, Aurangabad

Kruger & Brentt Facility Services Products: Wet & dry vacuum cleaners, Floor cleaning machines,Ultra-compact scrubbers, Bufﬁng machines, High-pressurejet cleaners, Industrial sweepers, Truckmounted road sweepers, Cleaning equipment W: www.kbtechindia.com Participating in: Rudrapur

Kumbhat Holographics Products: Holograms, Packing holograms, Holographics security tapes, KH-Instagram, Hot stamping foils, Transparent holograms, Tamper-evident holograms, Destructive holograms W: www.kumbhatholograms.com Participating in: Rudrapur, Ahmedabad, Indore, Aurangabad

UPDATE 3 Rudrapur 23-26 September, 2011 Gandhi Park

Ahmedabad 14-17 October, 2011 Gujarat Univesity Exhibition hall

Kushal Udhyog Products: Shot blasting machines, Spinner hangers W: www.kushaludhyog.com Participating in: Chennai

Mact Exim Llp Products: CNC machines, Lathe machines, Milling machines, Surface grinders, Bandsaw machines, VTLs, Planner milling machines, CNC press brakes, Hydraulic press brakes, Shearing machines, Plate bending machines, Boaring machines W: www.machtexim.com Participating in: Rudrapur, Ahmedabad, Pune, Chennai, Indore, Aurangabad

Manacco Energy Solutions Pvt Ltd Products: Panel meters, Portable meters, Energy management software W: www.mes.co.in Participating in: Rudrapur, Aurangabad

Pune 18-21 November, 2011 Auto Cluster Exhibition Centre

Chennai 8-11 December, 2011 Chennai Trade Centre

Mechatronics & Designs Products: Machinery components, Brass inserts, Brass anchors, Pins for earth-moving equipment W: www.mechatronicsndesigns.com Participating in: Rudrapur, Ahmedabad, Pune, Chennai, Indore, Aurangabad

Mohta Hardware & Mill Store Products: Hand deburring tools, Pneumatic tools Participating in: Rudrapur

Indore 6-9 January, 2012 Poddar Plaza, MG Road

National Hydraulics

Aurangabad 17-20 February, 2012 Garware Stadium

Ni ppon Electrical Industries

Book Your Stall Now

Products: Material handling products, Hydraulic manual & electric pallet trucks, Hydraulic manual & electric stackers, Drum lifters & tilters, Drum carriers, Drum transporters, Industrial order pickers, Aerial work platforms, Maintenance scissor lifting machines, Tailor-made shopfloor material handling equipment W: www.nationalhydraulics.co.in Participating in: Rudrapur

Products: Drills, Grinders, Blowers, Cutoff machines, Routers, Magnetic drill stands, Planners, Circular saws, Armatures, Sanders, Polishers, Power tools W: www.nipponpowertools.com Participating in: Ahmedabad

Osborn Lippert (India) Pvt Ltd Contact www.engg-expo.com T: 09819552270 E: engexpo@infomedia18.in SMS: EXPO to 51818

Products: Brushes, Coated abrassive flap wheels, Soft honing tools W: www.osborn-lippert.co.in Participating in: Rudrapur, Pune

PMA Controls India Ltd Products: Sensors, Transmitters, Data acquisition, Tele control engineering, Indicators, Recorders, Controllers, Multi-doop controllers, Multi-function units, Thyristor power controllers, Actuators, Bus technology & I/O systems, Automation technology W: www.pmacontrols.in Participating in: Rudrapur

Sahajanand Laser Technology Ltd Products: Laser cutting systems, Laser marking & engraving systems, Laser welding systems, Solar cell scribing systems, Gold purity (XRF) systems, Diamond cutting & processing systems W: www.sahajanandlaser.com Participating in: Rudrapur, Pune, Chennai, Indore, Aurangabad

Shekhani Engg Works Products: Storage systems W: www.shekhaniengg.com Participating in: Ahmedabad

Surface Finishing Equi pment Co Products: Pressure blast shot blasting machines, Tumblast airless shot blasting machines, Portable blast shot blasting machines, Super blast shot blasting machines, Hanger-type Y-conveyor shot blasting machines, LPG cylinder machines, Super blast shot blasting machines, Hanger-type shot blasting machines W: www.surfaceint.com Participating in: Ahmedabad

Tech Mech Handling Equi pments Products: Jet pallet trucks, Hand & electric pallet trucks, Battery stackers, Drum lifters & tilters, Drum carriers, Drum transporters, Maintenance platforms, Scissor lifting tables, Hydraulic lifting equipment, Material handling equipment W: www.jetonnet.com Participating in: Rudrapur

Technomech Products: Power tools Participating in: Indore

Tussor Machine Tools Ind P Ltd Products: CNC lathes, CNC lathes accessories, Coventional lathes, Conventional lathe accessories W: www.pinachoindia.com Participating in: Rudrapur, Ahmedabad, Pune, Chennai, Aurangabad

United Industries Products: Heavy engineering steel fabrication, Trading & machine shop W: www.mallargroup.com Participating in: Chennai

Utkal Engineers Products: Polyester webbings, Round endless slings, Slings, Ratchet lashings, Cargo lashings, Wire ropes, Wire rope clamps, Wire rope slings, Chain slings, Eye hooks, Eye bolts, Turn buckles, D-shackles, Bow shackles, Plate lifting clamps, Pulling lifting machines, Ratchet liver hoists, Chain pulley blocks, Material handling items, Lifting tackles W: www.utkalengineers.com Participating in: Ahmedabad

Vanjax Sales Pvt Ltd Products: Hydraulic jacks, Trolley jacks, Hydraulic ďŹ&#x201A;oor cranes, Hydraulic scissor trucks, Portable auto lifts, Hydraulic lifts, Hydraulic workshop presses, Hydraulic jacking beams, Portable hydraulic equipment, Hydraulic multi-purpose toolkits, Hydraulic spring dismantlers, Axle stands, Engine stands, Roller seats, Steel creepers W: www.vanjax.com Participating in: Rudrapur, Ahmedabad, Pune, Indore, Aurangabad

Vee Gee Precision Components P Ltd Products: Precision automotive components, Precision components, Light engineering components W: www.veegeeprecisioncomponents.com Participating in: Rudrapur

This section gives information about products, equipment and services available in the market. If you know what you want. . . refer to Product Index on Page 234 to find it quickly

VISIONPRO SOFTWARE

ognex Corporation has announced the addition of 3D vision in the new release of VisionPro, the software that set the industry standard for machine vision performance. VisionPro 3D delivers accurate, realtime, three-dimensional position information to automate challenging assembly verification, logistics, and robot applications. It works with any number of fixed or robot mounted cameras for complete application flexibility. VisionPro 3D uses multiple sets of two-dimensional features found by field proven Cognex alignment tools, including PatMax, PatFlex and other geometric pattern matching tools. These tools tolerate non-uniform lighting and remain reliable even when patterns are partly covered, ensuring accurate part location under the most challenging conditions. Application performance is enhanced by high-precision Cognex calibration tools that adjust for optical distortion and camera position, and synchronise cameras with vision-guided robots, key to the success of any 3D application.

Cognex Corporation - Massachusetts - USA Tel: +1-508-6503000, Fax: +1-508-6503333 Email: contactus@cognex.com, Website: www.cognex.com

LASER DIRECT STRUCTURING MATERIALS

itsubishi Engineering-Plastics, the global leader in high performance Laser Direct Structuring (LDS) materials, meets the rapidly-changing design and functional requirements of the portable electronics market with the first-time availability of fullcolour XANTAR LDS grades, including newly-introduced fullcolour high practical impact strength, and chlorine- and bromine-free innovations. The new XANTAR LDS 3723 (PC/ ABS) is specifically tailored to provide excellent practical impact strength, enabling nonblack colored mobile phone housings or other hand-held telecom devices to pass the stringent industry drop or tumble tests. Whereas the new XANTAR LDS 3733 (PC) supports flexible 3Ddesign possibilities for antennas with excellent signal performance; a key element in the successful development of cutting-edge designs and features. The grade enhances the benefits of XANTAR LDS 3723 (PC/ABS) with a second-to-none chlorine-free and bromine-free UL 94 performance of V-1 performance at 1.50 mm and V-0 at 3.0 mm.

Mitsubishi Engineering-Plastics Corporation - Tokyo - Japan Tel: +81-3-62749175, Fax: +81-3-62749066 Email: hans.guns@mepeu.de, Website: www.m-ep.co.jp

DIRECT PART MARKING TECHNOLOGY

&M Technologies offers direct part marking (DPM) technology that has gathered wide edge over all other traceability solutions so far demonstrated and exercised. The technology under discussion uses laser marking material specially engineered to create high quality marking on wide variety of surfaces like metal, metal alloys, plastics, stones and some

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challenging surfaces like glass and ceramics. This is ideal for creating 1D and 2D barcodes, product serialisation, text labeling, part traceability, logo and other decorating marking and above all brand building. The output quality and speed is dependent on the composition of base material, surface thickness, and application method and laser power, used. The most characteristic feature of the product is that, part marking is done without damaging the substrate surface and is resistant to all extreme environmental conditions including chemicals. Output is with high resolution, high contrast and can withstand higher temperature conditions up to 1800Â°F. M&M Technologies Pvt Ltd, Navi Mumbai 400 710. Tel: 022-2778 1580 Email: mp@mmtechnologiesindia.com, Website: www.mmtechnologiesindia.com

DISPOSABLE SENSORS

ole-Parmer offers new disposable sensors (PressureMAT monitor) that are single-use solution to monitor process pressure. Data output capability to a PC or control system; and user-configurable min/max alarm set-points are some of the features of these systems. The PressureMAT combines a pressure monitor, data logger, alarm and transmitter in one single control box. Designed for use with single-use, in-line pressure sensors, the PressureMAT is available in models that accept up to four pressure sensor inputs and one model that accepts 3 pressure inputs and one flow input. Technical specifications include: units of measure: bar, accurate to Âą0.1 per cent full-scale; display: 8-line LCD, backlit; dimensions: 200 mm (W) x 114 mm (H) x 57 mm (D); and power: 12 to 24 V DC. The PressureMAT monitor is ideal for applications, such as tangential flow filtration, cross flow filtration, depth filtration, bioreactor monitoring and chromatography.

Cole-Parmer India, Mumbai 400 076. Tel: 022-6716 2222/ 209, Fax: 022-6716 2211 Email: response@coleparmer.in Website: www.coleparmer.in

AIRLESS SHOT BLASTING MACHINES

EC Shot Blasting Equipments has launched high-speed airless shot blasting machines for tippers and trailers. Tippers and trailers are main bulk road transportation that get affected with variable atmospherically conditions. To protect them, these structures are blasted, and required roughness is achieved with good bonding strength for painting & powder coating. These machines are designed to suit closed loop monorail structure with suitable number of hangers, depending on the length of the workpiece. Each workpiece is hung from the entry

NEW LAUNCHES

side vestibule, passes through the entry vestibule and manual blast room, which are properly closed by a set of rubber curtains to prevent the shot escape and leakage. After hanging the workpiece, the hanger travels at a pre-decided productivity speed to pass through a blast cabinet. However, due to intricate shape of fabrication, some nominal portion is left out, which do not expose. MEC Shot Blasting Equipments Pvt Ltd, Jodhpur 342 005. Tel: 0291-2740609, Fax: 0291-2742409 Email: mail@mecshot.com , Website: www.mecshot.com, Certification: An ISO-9001-2008 & 14001:2004 Certified Company

AUTOMATED COMMUNICATION CABLE TEST SYSTEMS

droit Control Engineers have launched new automatic cable test systems (ACTS) that provide a reliable and repeatable test platform available for testing twisted pair telecom cables. ACTS includes multi-pair test fixtures for testing cables up to 3G Hz. With increasing competition and customers seeking quality products with specifications and standards defined by organisations like IEEE, cable testing is fast becoming a need for every cable manufacturer to maintain cable standards

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NEW LAUNCHES

at various frequencies and signal strengths. Testing cables at different frequencies and temperature ranges provide the necessary flexibility to a manufacturer to configure his products as desired and meet the specifications demanded by customers. ACTS is an off-the-shelf, standalone solution consisting of loads, baluns and wire test frame to connect test cables easily and quickly. Additional time is saved because only one cable connection is needed to test all the parameters eliminating the need for multiple cable connections. Adroit Control Engineers, New Delhi 110 014. Tel: 011-4760 0700, Fax: 011-47600701, Mob: 09811171251 Email: sales@adroitcontrol.com, Website: www.adroitcontrol.com

VIBRATORY BOWL FEEDERS

lscint Automation has recently manufactured vibratory bowl feeders for feeding of bushes in two outlets. Additionally, LITY Elscint provided UaA double escapement to release one bush from each of the rows simultaneously on receipt of a signal (from APPROV E D the customerâ&#x20AC;&#x2122;s PLC). Further a sensor was mounted on both the outlet TRO chutes ensuring that the bowl feeder was switched off once both the chutes were full. As the customerâ&#x20AC;&#x2122;s cycle time was much less (3 parts per minute per row) as compared to the speed of the bowl feeder (50 parts per minute per row), this ensured that the bowl feeder remained switched off most of the times, reducing not only the power consumption but also the noise level. The double escapement (to release one bush at a time was designed in such a way that only a single Festo make cylinder was used for this purpose. Elscint Automation, Pune 411 026. Tel: 020-2712 2059, Fax: 020-2712 2994, Mob: 09923040210 Email: sales@elscintautomation.com, Website: www.elscintautomation.com, Certification: An ISO 9001 Certified Company

SOFT STARTERS UALITY

ayashree Electron has introduced energy saving soft starters for a single-phase (AC O V E230 D V) motors. These are very useful for reducing the starting current surges of R Odomestic air conditioners, chillers, refrigerators and similar systems. The soft starters reduce starting voltage going to the motor to a optimum value and increase the voltage to full value in a time settable from 0.5 to 5 seconds. As an additional feature the soft starters sense load on the motor during running and reduce the motor voltage to an optimum value. This reduces the iron losses in the motor and saves energy. The units are available for motor rating up to 11 kW.

Jayashree Electron Pvt Ltd, Pune 411 004. Tel: 020-2713 0295, Fax: 020-2543 7253, Mob: 09822007236 Email: sales@jayashree.co.in, Website: www.jayashree.co.in, Certification: An ISO 9001:2008 Certified Company

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NEW LAUNCHES

SHOT BLASTING MACHINES urface Finishing Equipment Co has introduced fully computercontrolled shot blasting machines (in hanger Y-type design) that are suitable for all types of castings, forgings, fabricated LI components, structures, etc. U A T Y These machines house powerful APP and strategically positioned latest designed blast wheel assembly, O N which continuously throw abrasive on the components for cleaning purpose. Components are loaded on the hanger of motorised hoist. The hanger is automatically lifted by hoist and longitudinally moved into shot blast chamber. Doors of the machines are automatically opened and closed as per sequence. The hanger in the work chamber is centrally positioned just in front of blast wheel station and rotates. Cleaned components after preset blasting period are automatically taken out by hoist. The hanger comes down for unloading purpose. The entire operation is meticulously managed through touch screen PLC. The shot blasting machines ensure better cleaning standard with higher productivity due to their scientific design and level of automation. Q

Surface Finishing Equipment Company, Jodhpur 342 005. Tel: 0291-2740128, Fax: 0291-274 0259, Mob: 09829022624 Email: sfec@sify.com, Website: www.surfacefinishing.org, Certification: An ISO 9001:2000 Certified Company

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COOLANTS & LUBRICANTS

COOLANT MAGNETIC SEPARATORS

aideep offers coolant magnetic separators that are used for separating very fine ferrous particles (less than 50 microns) from coolant liquids. These magnetic separators find application in precision grinding and honing operations. Their use on grinding machines improves surface finish leading to higher repeat accuracy with close tolerances. Permanent magnetic drums are specially designed to get continuous polarity across the circumference for better performance and greater filtration in capacity. The magnetic drums rotate at a very low speed and are driven by geared motors. The magnetic separators are manufactured in capacities ranging from 50 LPM to 500 LPM.

OIL SKIMMERS

ditya Enterprises manufactures and offers Eazeeskim belt-type oil skimmers that remove floating oil or hydrocarbons from effluent/coolant/water. The major areas of applications are ETP/ WTP/STP, machine coolant tanks, part washers, heattreatment furnaces, etc. By removal of floating oil effluent meets pollution control norms,

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RADIATOR COOLANTS

hemtex Speciality offers inhibited glycol anti-freeze engine and industrial coolants. Engine coolants or radiator coolants are based on inhibited ethylene or propylene glycol solutions or concentrates. U A L I T YThese are used by all vehicles for heat transfer. Anti-freeze coolants should be APPROV E D in transferring the heat as well efficient as preventing scale and corrosion of the ON O T R radiator and the engine cooling system. These coolants can also function as antifreeze in low temperature brine chilling plant application (also known as brine). Chemtex range of industrial coolants replaces all products of Dow Frost (heat transfer fluid based on propylene glycol), Dow Therm (heat transfer fluid based on ethylene glycol), Norkool and Ambitrol range, more economically and effectively. Technical specifications include: inhibited glycol chemical type; fluorescent green liquid form; odourless; 12.5 + 0.5 pH; and completely soluble in water and glycol coolant. Applications are in all types of engine jackets, radiators and engine coolants.

Chemtex Speciality Ltd, Kolkata 700 001. Tel: 033-7111 1111, Fax: 033-7111 1117, Mob: 09830006666 Email: info@chemtexlimited.com, Certification: An ISO 9001:2008 Certified Company

COOLANT PUMPS

ajamane Industries manufactures and offers coolant pumps for different applications and liquids. These coolant pumps U A L I T Y up to 25 bar and 1000 LPM. These are used for discharge cover the maximum requirements of machine tools. Pumps as per A P P R customerâ&#x20AC;&#x2122;s O V E D requirements are also available O N to Osuit their dimensions and for import TR substitution. Motors are made to the required supply voltage and for 50 or 60 Hz. Special features of these coolant pumps are triple protection to prevent coolant entry into the motor portion, dynamically balanced rotors and impellers to ensure smooth and long life of bearings, class B & F insulation, excellent service and parts availability throughout the country, etc.

Saideep, Mumbai 400 063. Tel: 022-2685 5799, Fax: 022-2685 5843, Mob: 09867024201 Email: saideep1@bom5.vsnl.net.in, Website: www.saideeponline.com

Allied Electricals, Bengaluru 560 031. Tel: 080-28389744, Fax: 080-23491877, Mob: 09448369879 Email: info@alliedelectricals.in, Website: www.alliedelectricals.in

Aditya Enterprises, Varanasi 221 010. Tel: 08765449072, Mob: 08765449072 Email: bip_go@yahoo.co.in

reduces the cost of disposal, increases coolant and tool life, allows recycling of water. The belt-type oil skimmers are very costeffective, easy-to-operate & maintain, require very less operating area. Because of FHP motors, the power consumption is very less. These oil skimmers can work in acidic as well as in alkaline effluent. They are also available with flameproof motors, stainless steel construction and custom-built design.

COOLANT PUMPS

mmersion-type coolant pumps (type CP & CPM) offered by Allied Electricals are intended for supply of coolant on to the workpiece during machining operation on machines. CP type coolant pumps normally discharge at 1 meter head, the specified volume depending on the intensity and volume of machining. CPM series coolant pumps are of multi-stage construction and the discharge of coolant at considerable pressure performs the dual role of cooling the workpiece cutting tools. Features include: rigid & of single construction in line with the aesthetics of modern machine tools; work efficiently without any risk of clogging; construction of the terminal box allows port mounting in four right angle positions to accommodate different housing possibilities; and ball bearings are fully greased & mounted which eliminate further greasing. CP series pumps are used in general-purpose machines, like turning, milling, drilling, grinding and other machines. CPM pumps are generally intended for SPMs and CNC machines.

Rajamane Industries Pvt Ltd, Bengaluru 560 048. Tel: 080-2852 4262, Fax: 080-2852 4320, Mob: 09986055750 Email: coolantpump@rajamane.com, Website: www.rajamane.com, Certification: An ISO 9001 Certified Company

COOLANTS & LUBRICANTS

ANTI-FREEZE COOLANTS

-CCI India offers a new generation Golden Cruiser ready-touse long-life anti-freeze coolants that conform to the latest Japanese and European trends in engine cooling system. These coolants provide the engine with complete protection at very high operating temperature as well as low winter temperature and are capable of meeting the complete corrosion protection requirements of new generation radiators & cooling systems. The coolants are specially compatible & effective for modern aluminium radiators and engines. These are factory prepared ready-to-use cooling systems that are anti-freeze, formulated from new generation ethylene glycol based extended life anti-freeze coolant concentrate with fully treated demonised/demineralised water. The product has been specially designed with pH balanced mono & di-basic acid salt technology with several multi-functional additive systems. The products do not contain any hazardous, phytotoxic or low stability chemicals, like silicate, borates, phosphates, amines and nitrites.

S-CCI India Pvt Ltd, New Delhi 110 001. Tel: 011-2375 3770 Email: sales@scci.co.in, Website: www.scci.co.in

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PowerZone, New Delhi 110 049. Tel: 011-4246 3501, Fax: 011-4246 3503, Mob: 09810061920 Email: powerzoneoils.sales@gmail.com, Website: www.powerzoneoils.com, Certification: An ISO 9001:2000 Certified Company

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THERMIC FLUIDS

eo Lubricants offers medium 500 thermic fluids designed to cover a broad range Uof transfer applications involving TY A L Iheat maximum bulk temperatures. These thermic fluids have A P P Roxidation O V E D and chemical stability, low volatility, low vapour pressure, nonON RO Tcorrosive and non-toxic. Medium 600 thermic fluids have good ability to withstand higher operating temperature, up to 305°C. These have reduced oxidation and thermal degradation, and hence have longer life. Minimal fouling and deposit formation on heat transfer surface, hence it offers improved heat transfer. Technical specifications include: viscosity cst @ 40°C is 2735 (for medium 500) & 27-38 (for heavy 600); flash point, COC, °C, min is 194; and pour point, °C, maximum is 0 for both.

GREASES

owerzone’s Lithex and Lithex EP are high-performance multi-purpose lithium-based greases suitable for a wide range of industrial and automotive applications. These are engineered to provide long service U A L I T Y life in a broad range of applications. Lithex and Lithex EP lithium greases are fortified with PROVED a multi-functional polymer,A P rust and corrosion inhibitors to give O protection for a wide range ofN T applications and service conditions. These products also have a good oxidation resistance. Lithex EP lithium grease is fortified with extreme pressure additive for good lubrication under high loads. Lithex and Lithex EP are recommended for industrial machineries, rolling element bearings in steel mills, quarry, marine, agricultural, mining, construction machinery, drilling, conveyors, elevators, elevator chains, pulleys, cranes, shafts, automotive applications where water and temperature resistance up to 180°C is required. Lithex EP is highly recommended for applications where high loads are applied. Powerzone’s all types of greases are also available in grades, such as NLG12 and NLG14.

Leo Lubricants Pvt Ltd, Mumbai 400 004. Tel: 022-2364 1588, Fax: 022-2364 1590, Mob: 09892531235 Email: info@leolubes.com, Website: www.leolubricants.com, Certification: An ISO 9001:2008 Certified Company

HOT FORGING LUBRICANTS teel Plant Specialities offers graphiteless & water soluble hot forging lubricants (ESPON-GLF7) that are used as lubricants for hot forging dies. These are also used by spraying or

COOLANTS & LUBRICANTS

manual application after mixing in water. The graphiteless, waterA L I Tfurther Y soluble hot forging lubricants Uare found useful for shallow and deep cavity dies and also for profile jobs in hammer and press APPROVED forgings. Benefits include: increased die life asO N compared to oil or graphite based lubricants; no smoke emission as it is water soluble; clean environment as no oil spills or graphite deposits on forge shopfloor; continuous stirring of lubricant is not necessary; ease of cleaning of hot forging die; and no white deposits on forging die. Technical specifications are: packing of 220 kgs/40 kgs special HDPE container; dark yellow, honey like paste free from visible extraneous matter; and shelf life of 12 months in factory-sealed condition. C

Steel Plant Specialities, Mumbai 400 088. Tel: 022-6797 8060, Fax: 022-2555 2459, Mob: 09820712387 Email: espon@vsnl.net, Website: www.esponcoating.com, Certification: An ISO 9001:2008 Certified Company

THREAD LUBRICANTS

ayatri Polychem manufactures and offers silicon-based thread lubricants and sewing thread lubricants that have given excellent results in the finishing of sewing thread to

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improve the threads surface slip and increase heat resistance. Sewing characteristics tics are also improved, so that the thread does not break and surface gloss is also increased. The thread lubricants, sewing thread lubricants, silicon thread lubricants and thread U A lubricant emulsions are available as 100 per cent concentrated as A well PPROVED as in the form of emulsions and 100 per cent products are in paste ON R O requires heat for the Tform form as well as clear liquids. The paste application. Product grade and appearance include: thread lubricants (GPTL-1): premium grade emulsion; sewing thread lubricants (GP-TL2): general-purpose grade emulsion; silicon thread lubricants (GPTL-3): 100 per cent product consisting of special blend of silicone fluids at room; and thread lubricant emulsions (GPTL-4): 100 per cent blend of silicone & organic product in paste form for application at 75-80°C. Gayatri Polychem Pvt Ltd, Mumbai 400 101. Tel: 022-2885 2248, Fax: 022-2885 2268, Mob: 09869287119 Email: info@gayatripolychem.com, Website: www.gayatripolychem.com, Certification: An ISO 9001:2008 Certified Company

FORCE-FEED LUBRICATORS

ertex force-feed lubricators offered by Shashwat Systems are precision metering pumps operating within steel fabricated reservoirs. These contain lubricant (either mineral oil base or synthetic) to be pumped; each pumping unit with its

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sight feed supplies a single point of lubrication. The lubricator may be furnished in single or multi-feed units for any number of points of lubricator in a wide choice of adjustable feeds, single or multicompartment reservoirs, various drives and arrangements for a broad range of lubricants, viscosities and desired line pressure. The Vertex lubricator pumping units are fitted with an integrate sight unit showing the flow of lubricant in to each line. These are general-purpose lubricators that are automatic, precision metering for all types of machines. Number of feed is 1-16 per lubricator standard. Displacement output is 9-12 drops per stroke with ½” plunger, adjustable from 0-0.28 cc/stroke/element. Shashwat Systems Pvt Ltd, Ahmedabad 380 015. Tel: 079-6521 4825, Fax: 079- 2676 5650, Mob: 09898544441 Email: sales@shashwatsystems.com, Website: www.shashwatsystems.com

SYNTHETIC LUBRICANTS ndus Unichem offers synthetic lubricants that are extreme high-temperature graphited chain lubricants for bakery oven chains. These lubricants have high load carrying performance. They are used for temperatures where conventional fluids fail. Other salient features of the synthetic lubricants are: clean evaporating base oil; do not contain solvents; temperature

COOLANTS & LUBRICANTS

range: wet film -10°C to +180°C; temperature range: dry film up to +550°C; low fuming; and NSF H2 registered. Indus Unichem, Navi Mumbai 400 706. Tel: 022-6511 9147, Fax: 022-2771 0063, Mob: 09324532407 Email: sales@indusunichem.com, Website: www.indusunichem.tradeindia.com

LUBRICATING OILS

in Exports manufactures and offers high-performance and long-life special-purpose ELLEL lubricating oils from quality virgin oil (base oil) with suitable quality additives and thickeners. All lubrication oil products of the company comply with Bureau of Indian Standards. All special-purpose oil grades the company deals with are of SAE specs. The company deals with special-purpose oils like: automatic transmission fluids, brake fluids, shock absorber oils, calibration fluids, machinery oils, textile oils, straight mineral oils, general-purpose machinery oils, flushing oils, soluble cutting oils, neat cutting oils, quenching oils, heat transfer fluids, rust preventives, etc. Packing is done in 210 kgs net MS barrels. Also manufactured are engine oils as per customers’ specifications. Products under any brand as per customers’ interests are also supplied.

Vin Exports, Tuticorin 628 501. Tel: 09842240547, Fax: 04562-260547, Mob: 09842240547 Email: vignes@vinexports.org, Website: www.vinexports.org

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BULK MILL CHILLERS

C Ice Make Refrigeration offers bulk milk chillers (model MTIITY U A Lranging 1000) that have temperature from 2°C to 8°C, with body type Q, M. These APPROVED chillers are used for loose milk ON storage. They have capacity T ranging from 200 ltrs to 1500 ltrs. The insulation is of polyurethane foam (PUF) CFC-free with thickness ranging from 60 mm to 75 mm and density of 38 kg/M3, ±2 kg. All body PUF pouring is by automatic imported make (SAIP) machines. Compressor is of hermetic type with suction gas cooled motor, equipped with overload protector. Fan motor is propeller-type (quiet). Salient features include: designed to suit local conditions made tough compared to other local & imported/ standard manufacturers; all appliances can be made as per clients’ specification on demand; and all appliances are tested for well balance system design, energy, efficient, long lasting performance and maintenance-free. Q

neoprene rubber or other elastomers depending on the application. Applications are in pollution monitoring equipment, chemical analysers, laminating presses, material handling equipment, labelling machines, plastic welding machines, gas welding machines, soldering irons, agitation of chemicals in tanks, aeration, etc.

IC Ice Make Refrigeration Pvt Ltd, Dist Gandhinagar 382 721. Tel: 079-6542 6394, Mob: 09879107881 Email: icemake1@gmail.com, Website: www.icemakeindia.com, Certification: An ISO 9001:2000 Certified Company

PHOSPHOR BRONZE

aras Flowform Engineering supplies high quality phosphor bronze sheets with 660 mm width and thickness ranging from 0.04 mm to 25 mm in all grades. Also offered are aluminium bronze rods, tubes and sheets for underwater application. The company has recently started producing cupro nickel sheets and tubes in various grades. User industries include: defence, defence PSUs, export, OEMs and many more.

Paras Flowform Engineering Ltd, Dist Thane 421 506. Tel: 0251-2620333, Fax: 0251-2621222, Mob: 08805029911 Email: rajamani.pal@shahgroup.biz

DIAPHRAGM VACUUM PUMPS

cmevac Sales offers 100 per cent oil-free diaphragm vacuum pumps & compressors. These can be used either as vacuum UALITY pumps or oil-free compressors and are designed for delivery of uncontaminated air, gases A PorP R O V E D vapours. They are suitable for ON producing oil-free compressed T air or vacuum. The pumps are diaphragm-type, hence no rubbing of parts and negligible wear & tear, and are practically maintenance-free. There is no lubrication required, hence oilfree low operational cost of equipment. This results from the modest cost for replacement of diaphragm and valves. Heads are made of aluminum alloy castings. Diaphragms are made of C

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Acmevac Sales Pvt Ltd, Mumbai 400 099. Tel: 022-2837 5837, Fax: 022-2836 4977, Mob: 092233 88105 Email: acmevac@vsnl.com, Website: www.acmevac.com, Certification: An ISO 9001:2000 Certified Company

AERIAL BUNCHED CABLES

nsucon Cables & Conductors manufactures and offers aerial bunched cables a very novel concept for overhead power distribution. When compared to the conventional bare conductor overhead distribution systems, these cables provide higher safety and reliability, lower power losses and ultimate system economy by reducing installation, maintenance and operative cost. The systems are ideal for rural distribution and especially attractive for installation in difficult terrains, such as hilly areas, forest areas, coastal areas, etc. The aerial bunched cables are designed, manufactured and tested conforming to IS:14255 and other international specifications. These are also considered to be the choice for power distribution in congested urban area with narrow lanes and by-lanes. In developing urban complex, the aerial bunched cables are better choice because of flexibility for re-routing as demanded by changes in urban development plan.

Insucon Cables & Conductors Pvt Ltd, Jaipur 301 012. Tel: 0141-2240557, Fax: 0141-2240548, Mob: 09414054350 Email: info@insuconcables.com, Website: www.insuconcables.com

ROBOTIC ARMS

esca Technologies offers robotic arm, a versatile training equipment for all robotics enthusiasts to understand the very basic concept of robotics. It can be controlled from software or control panel. Control panel has LCD, switches, home sensor LED, connector for external interface with DIP switches and USB interface. From software user can control each DOF individually through mouse click or key board. Features include: study of stepper motor, servo motor, DC motor & feedback control system; easy steps for programming; each servo can be controlled individually by giving start angle, stop angle & speed; each axis can be controlled individually; can be operated from 8-bit microcontroller to ARM processors; can be controlled from computer; easy instruction programming editor for programmable tasks; optional interfacing with PLC; ample work area; touch operated on/off switch; auto set to home position; and user can develop own applications.

Tesca Technologies , Jaipur 302 029. Tel: 0141-2724326, Fax: 0141-2724326, Mob: 09413330765 Email: info@tesca.in, Website: www.tesca.in

GENERAL PRODUCTS

DUAL SERIALISER-DESERIALISER ICs

exas Instruments India offers industryâ&#x20AC;&#x2122;s first 6-gigabit per second (Gbps) dual serialiser-deserialiser ICs (SerDes) that enable continuous data rate support from 470 megabits per second (Mbps) up to 6.25 Gbps for wireless applications. The TLK6002 supports speed migration from legacy to new faster speeds in the OBSAI and CPRI standards required for all wireless base station designs. It can be used in a wide variety of wireless infrastructure applications including WiMAX, TD-SCDMA, WCDMA and CDMA2000. Receiver equalisation and transceiver pre-emphasis improves signal integrity by compensating for amplitude losses in cables and for ISI (inter-symbol interference), enabling a trace reach of greater than 50 cm. Integrated automatic CPRI/OBSAI rate sensing self-tunes to the system setting, eliminating the need for additional hardware or software. Integrated high-accuracy latency measurement relieves designersâ&#x20AC;&#x2122; workload by simplifying the system design.

Texas Instruments India Pvt Ltd, Bengaluru 560 093. Tel: 080-4138 1665, Fax: 080-2504 8308 Email: tiasia@ti.com, Website: www.ti.com

RACEWAYS

ek Engineering Works (Regd) offers raceways that are unique modular, cost-saving systems for routing and protecting cables under raised floors. These raceways are ideal for wire

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management in computer and communications rooms. The raceway modules are designed to meet any underfloor cable routing pattern. By simply selecting the modules needed for the system configuration, one can have an economical, easily installed, permanent solution to the underfloor cable routing and protection problems. Tek Engineering Works (Regd), Delhi 110 006. Tel: 011-2392 2067, Fax: 011-2521 1265, Mob: 09810181228 Email: tek_engineering@yahoo.com, Website: www.tekstoragesystems.com

AC ELECTRIC MOTORS

EC Motors AC electric motors that are designed in such a way that they assume a pleasing appearance and perform efficiently. Since the rotors are dynamically balanced, neither any vibration nor any mechanical/electrical sound is produced while the motors are running. The slots of rotors and stators being evenly matched, magnetic field is uniform. The insulation being of higher class, the windings of the motors remain rather safe. The inside of the motor remains heavily protected in order that no foreign substance can affect the motorsâ&#x20AC;&#x2122; efficient functioning. The stators of the motors are wound in such a manner that temperature-rise, during the motorsâ&#x20AC;&#x2122; run, keeps well within relevant limits. The winding of the motors being duly varnished in vacuum impregnation plants and properly treated for protection against hot and humid atmosphere, the motors work satisfactorily even under adverse conditions.

NEC Motors Pvt Ltd712 222 . Tel: 033-2632 4571, Fax: 033-2632 4614 Email: nec_4614849@bsnl.in, Website: www.necmpl.com

RECTANGULAR & SQUARE HOLLOW SECTIONS

tkarsh Tubes & Pipes offers rectangular and square hollow sections that command several techno-economic advantages over conventional steel sections. The raw materials used for manufacturing these sections U A L I T Y come from prime manufacturers comparable to the best in the world (claims the A P P R O Vcompany). ED Excellent distribution of O T R materials around the axis of these sections allows for remarkable strength qualities and thus offers decisive advantages as regards application technology. Due to their high torsional rigidity and comprehensive strength, they behave more efficiency than conventional steel sections. Their higher strength to weight ratio could result in up to 20 per cent savings in steel. The smooth, uniform, profile of these sections minimises corrosion and facilities easy onsite fabrications. The rectangular and square hollow sections bring about a significant enhancement in the aesthetic appeal of structures. L

Utkarsh Tubes & Pipes Ltd, Kolkata 700 001. Tel: 033-2230 9124, Fax: 033-2230 5384, Mob: 09830072683 Email: crm@utkarshpipes.com, Website: www.shpipes.com, Certification: An ISO 9001:2008 Certified Company

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GENERAL PRODUCTS

PET PRODUCTS

olyEthylene Terephthalate (PET) semi-finished products offered by Perfect Polymers are manufactured from semi-crystalline types in an extrusion process. PET grades are defined for FDA compliant applications and for bearings, pumps, parts for housings, tank lids, cogwheels & insulators. PET may be used at temperatures ranging from -40째C to +110째C. PET has excellent sliding properties, very good wear resistance and, in combination with its other properties, is an excellent material for highly loaded sliding applications. The modified type PET-Tef is especially suitable for highly loaded sliding applications in dry running operations due to its integrated solid lubricating agent. Areas of use are general machine engineering, vehicle construction, precision mechanics, electrical industry, IT, etc. The PET semi-finished products also find applications in: ratchet wheels, bushes, gearwheels, sliding elements, insulators, casing parts, counter components, precision bearings, cam disks, etc.

Perfect Polymers, Delhi 110 006. Tel: 011-2321 5389, Fax: 11-2321 5389, Mob: 09810713303 Email: info@perfectpolymers.com, Website: www.perfectpolymers.com

FRICTION WELDING MACHINES TA Technology manufactures and offers twin spindle friction welding machines (model FW20-D). The 20-ton friction welding machine comes with twin sliding spindle heads

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GENERAL PRODUCTS

designed for welding tripot to rod and tube to spline shafts. Rods clamped in both LH and RH spindles are welded simultaneously to tripots placed in the central fixture to produce two components at a time. For welding of stub shaft to tube, the tube is clamped in V-blocks in the self-centering vice and stub shafts are held in the collets in the spindles. Welding is done simultaneously to join the stub shafts at either ends of the tube. The machines consist of steel fabricated frame on which two sliding spindle units are mounted, one at the left and the other at the right. Servo hydraulic cylinders, rigidly bolted to the frame, are connected to the spindle slides at their rear through load cells. ETA Technology (P) Ltd, Bengaluru 560 058. Tel: 080-2836 1487, Fax: 080-2836 0581, Mob: 09741490014 Email: info@etatechnology.in, Website: www.etatechnology.in

INDUSTRIAL OVENS

ero Therm Systems manufactures and offers industrial ovens. Each plant is individually designed to meet the specific requirements, related to process of the customer, fuel, method of job handling, safety requirements, through output, etc. Inherent design features are sturdy construction, mild steel, mineral wool insulation material, panel-mounted control gear with optional safety controls, manual or powered door operation, etc. The units too large to transport in one piece are manufactured in sub-assemblies for final erection onsite. Temperature ranges are 200째C, 400째C, 550째C and 750째C. Heating medium is gas, oil, direct or indirect fired, steam, thermic fluid, electrical, etc. The industrial ovens are designed for many industries, including aerospace, aluminium, brass, ceramics, electronics, ferrous metals, finishing, foundry, glass, motor rewinding, plastics, paint curing, powder coating, rubber and trade heat treatment.

Aero Therm Systems Pvt Ltd, Ahmedabad 382 445. Tel: 079-2589 0158, Fax: 079-2583 4987 Email: contact@aerothermsystems.com, Website: www.aerothermsystem.com

REAR CYLINDER PRESS BRAKES

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ear-cylinder press brakes offered by Kawa Press Systems are available in a wide range of sizes from 2000 mm to 4000 mm length x 2 mm to 20 mm thickness with capacity ranging from 30 tons to 500 tons. These rear-cylinder mounted press brakes offer many superior advantages compared to competition like synchronised operation due to superior hydraulic systems; bending operation at slow speed with faster return travel to cut down idle time optional ballroller tables for easy movement of

GENERAL PRODUCTS

jobs; quick die changing system; staggered tooling can be used for multiple operations; built-in overload protection systems, etc. Both CNC and PLC-based versions are available. Also offered are hydraulic variable rake angle guillotine shearing machines up to 25 mm thickness; hydraulic deep drawing presses for automotive and utensils industries, hydraulic punch, notching, shearing, and cropping machines for fabrication industries as also large capacity mechanical power presses up to 350 tons capacity. Kawa Press Systems Pvt Ltd, Rajkot 360 002. Tel: 0281-2461102, Fax: 0281-2461665, Mob: 09825389169 Email: info@kawapresses.com, Website: www.kawapresses.com

KEYLESS TRANSMISSION ELEMENTS

MTG Mechtrans Techniques offers keyless transmission elements that entirely eliminate shafts/hub keyways. This method is very simple. By expansion of the outer and shrinkage of inner rings of the elements, shaft and hub frictional connections are established. These transmission elements have great absorbing capacity of kinetic energy by elastic radial deformation of tapered rings. They are available in a wide range from 10 mm dia to 400 mm dia and in various models. Features include: no keyway, no extra machining, no notch effort; perfect true running; high fatigue strength under alternating torsional stress; free from wear; overload protection effect; easy adjustability; easy mounting and removal; and maintenance-free. The keyless transmission elements are used for connection of gear wheels, chain sprockets, levers, cam plates, belt pulleys, brake drums, flywheels, couplings and clutches, shaft-mounted gearing, flanges, track wheels, impellers, etc.

NMTG Mechtrans Techniques Pvt Ltd, Ahmedabad 382 330. Tel: 079â&#x20AC;&#x201C;2282 1527, Fax: 079-2282 0214 Email: nmtg@nmtgindia.com, Website: www.nmtgindia.com

HYDRAULIC CYLINDRICAL GRINDERS

itroda Utility Industries offers hydraulic cylindrical grinders (model PUI-450) that are light heavy-duty machines meant for high-precision grinding of gauges, dies and punches for toolroom applications, with an accuracy on dia 0.002 micron. The one-piece machine body is made from close grain casting with maximum grinding length of 450 mm, and center height at 125 mm. Table is flat on one side and V-grooved on other side, with Turcite-B linear material coating and precision hand-scraped to match corresponding surface of the guideways. These machines have a central motorised lubrication unit. Grinding wheel spindle is made from EN24 steel material case hardened and super finished. The grinding wheel size is 350 mm x 38 mm x 127 mm with swivel 45degrees movement through rack and pinion. Work head spindle has angular contact bearing and four speeds and a separate

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GENERAL PRODUCTS

hydraulic power pack unit with 24 V solenoid valve. Pitroda Utility Industries, Wadhwancity 363 030. Tel: 02752-243795, Fax: 02752-243167, Mob: 09825416108 Email: response@pitrodautilityindia.com, Website: www.pitrodautilityindia.com

DOCK SHELTERS

andhi Automations offers a complete range of dock shelters for every kind of use and environment, manufactured by Campisa Srl, Italy. These dock shelters protect the internal heated environments from the outside cold conditions, the chilled ones from outside heat, and all from rain, wind, snow, dust, etc. The dock shelters are strong and of good quality with different models designed to resist to docking of the vehicles, reducing their impact in different ways. Retractable PVC front panels dock shelters are the most popular ones due to their simplicity, low cost and efficiency. Cushion dock shelters are ideal solutions for controlled temperatures. These are available with fixed or adjustable horizontal top cushion, adjustable to the different vehicle heights. Hydraulic dock shelters have standard or insulated perimeter panels that wait in open position the vehicle. They close against it only after the lorry has stopped in final docking position, by hydraulic mechanism tied with the dock leveller power source.

Gandhi Automations Pvt Ltd, Mumbai 400 064. Tel: 022-6672 0200, Fax: 022-6672 0201 Email: sales@geapl.co.in, Website: www.geapl.co.in

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HORIZONTAL MACHINING CENTRES

tarragHeckert Machine Tools offers WMW CWK series (made in Germany) horizontal machining centres (HMCs). These are 4-axis compact HMCs, available with many unique features for highperformance and reliability. All features ensure the WMW machineâ&#x20AC;&#x2122;s reliability to achieve the maximum MTBF and OEE. Some of the key features are: mechanical stability assured by construction; rugged spindle with gearbox for delivering very high torque; rigid pallet changer design with pokayoke; cylindrical roller guideways for high damping properties; prevention of drop against gravity; symmetrical ATC & magazine; proven hydraulic & lubrication system; robust coolant & chip management; CE certified safety features; all features tropicalised; energy efficient & environment friendly; TPM friendly; and intelligent remote diagnosis system. The WMW CWK horizontal machining centres are time-tested for long-term reliability. These HMCs are subsequently manufactured in the Devanahalli factory with technology transfer from Germany.

StarragHeckert Machine Tools Pvt Ltd, Bengaluru 560 052. Tel: 080-4097 7186, Fax: 080-4097 7338 Email: india@starragheckert.com, Website: www.starragheckert.com

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STACKERS

aini Materials Movement offers ST-15 series stackers that are versatile and useful in almost all industrial work environments. These stackers have the ability to undergo highly intensive stacking and transportation in minimum time. The drive unit is a fully enclosed oil lubricated gearbox integrated with a 1.5 kW AC motor. The stackers are ergonomically designed for enhanced productivity, performance, safety and economy. They are ideal for operation in narrow aisles and busy gangways due to compact design & small turning radius. The wheel configuration ensures positive traction for firm grip and enhanced stability. Model ST-15 SS FFTL is a full free lift or full free triple lift stacker, used in places like working inside a container, a lift or passing through door openings of low height where stackers with telescopic masts cannot be used. The FFL and FFTL versions with their high lift and low shut heights are suitable for almost all applications.

Maini Materials Movement (P) Ltd , Bengaluru 560 081. Tel: 080-2783 2240, Fax: 080-2783 2580 Email: info@mainimaterials.com, Website: www.mainimaterials.com

HORIZONTAL BORING & FACING MACHINES

oly Kraft Machines offers (model HP-70) horizontal boring & facing machines. The columns, beds and saddles are rigid structures made of high-strength casting with well-ribbed box-form and duly reinforced, full power to be used. All guideways of the columns, beds and saddles are hand-scrapped to maintain high accuracy and ensure a long trouble-free life. The boring spindle, made of special steel with a superfinished surface, is guided in a sturdy milling spindle in two long bronze bushes. Milling spindle rotates in two highprecision Timken taper roller bearings. Automatics axial travel of boring spindle is a standard feature. The table has both rotary feed and rapid circular movement as standard features. It can be clamped in any angular position as graduation of degrees is there.

Poly Kraft Machines, Ahmedabad 380 024. Tel: 079-2274 3639, Fax: 079-2274 3639, Mob: 09898003625 Email: pkmdrill@gmail.com, Website: www.polykraftmachines.com

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MACHINING CENTRES emco India offers model F5X-630 machining centres that have entry-level -5axis milling with NC-controls and speed up to 20,000 RPM. The brand new Femco design makes the combination of productivity with 5-axis

GENERAL PRODUCTS

universal machining possible, due to a fast tool magazine, as well as a highly productive NC rotary table and the NC-controlled milling head as a B-axis, 48 m/min rapid traverse rate on X-Y-Z axis, precise machining of large workpieces up to 500 kg, swivel rotary table Ď&#x2C6; 630 mm, swivel range +95-degrees/-95degrees. Femco India, Pune 411 028. Tel: 020-40147870, Mob: 09822310454

PERMANENT MAGNET BRAKES & CLUTCHES

emtech International offers permanent magnet brakes and clutches manufactured by Sjogren Industries of USA. Magnetic tensioning brakes and clutches offer a unique solution to managing torque or tension control problems. These devices operate on the powerful principle of magnetism, delivering constant or variable torque. They are small, extremely rugged and are simple to mount and adjust. They require no external power, no wiring, no electronic components and are virtually maintenancefree. There are no mechanical wear parts. The clutches and brakes are available in a variety of sizes. Because they are so simple and versatile, they can be used in thousands of applications as single units, in series and in combinations as needed. The clutches operate on a twin magnetic disk eddy current principle. The brakes operate on a twin magnetic disc hysteresis principle.

Kemtech International Ltd, New Delhi 110 017. Tel: 011-4188 1341, Mob: 09811264829 Fax: 011-2646 8345 Email: info@kemtechinternational.com, Website: www.kemtechinternational.com

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CYLINDRICAL CONNECTORS

ameer Linkages offers cylindrical connectors that are available in durable design, resistant to environmental factors. These connectors are manufactured in accordance to JSS:50812 LI Y (Indian Military specifications)U A& TMIL C 5015 (American Military specifications). Materials of A P P R O V E D constructions are: shell of high grade aluminium alloy, O cadmimum plated; contacts of copper alloy, silverplated; and insulation of polychloroprene. The cylindrical connectors are available in the range of five shell styles, ten shell sizes, from 2 to 48 circuit contact arrangements, and solder or crimp contacts, ranging in 16-0 sizes. Other features include: tough, resilient inserts; operating voltage up to 3000 V AC (RMS) at sea level; threaded couplings; single key/keyway shell polarization; and economical. The cylindrical connectors are ideally suitable for application in military ground support equipment, ordnance and shipboard equipment, power generators, engineering sensors, motion control, off-road vehicles, earthmoving equipment, mobile equipment, industrial machinery, telecommunications, etc. Q

Sameer Linkages Pvt Ltd, Vadodara 390 010. Tel: 0265-2638941, Fax: 0265-2638940, Mob: 09898743030 Email: response.slpl@sameerlinkages.com, Website: www.sameerlinkages.com, Certification: An ISO 9001:2000 Certified Company

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AC INVERTERS

mall general-purpose vector control AC inverters (EI-550 Series) offered by Fairdeal Instruments & Controls are available with high-torque output for 150 per cent torque/ 1Hz, with precise control over a wide speed range. These inverters have IGBT braking unit built-in and optional braking resistor to enable the large braking torque. They have multiple functions, such as: 16 multi-speed settings, up/down selection, jog command; PID control, energy savings control, speed search, auto restarting; copy keypad function; and RS422/ RS485 serial communication port, MODBUS message format. The AC inverters find broad applications in transporting machines (conveyors, lifts, elevators); public equipment (industrial laundry, car washing machine, running machine); flow machines (fans, pumps, blowers; food processing (grinders, mixers, stirrers); printing textile machines (printing machines, textile machines, dyers); and airconditioning (freezers, A/Cs, air compressors).

Fairdeal Instruments & Controls Pvt Ltd, Ahmedabad 380 002. Tel: 079-2216 3319, Fax: 079-2212 1549 Mob: 09327154993 Email: sales@fairdealinstruments.com Website: www.fairdealautomation.com

GENERAL PRODUCTS

FABRIC CUTTING MACHINES

abbar Industries manufactures and offers fabric cutting machines (model BC-30) that are equipped with servomotor for precise cutting length of Âą1 mm. These machines are also equipped with high quality alloy steel cutter and bag mouth anti-stick device. Some of their optional features include: zig-zag type, high quality alloy steel cutter; EPC & printing mark reading sensor; and cross cutter (cold cutter) for laminated bag. Technical specifications include: processing bag width of 250-800 mm applicable; processing bag length of 250-1400 mm applicable; and production output at 30 bags/minute.

Gabbar Industries Pvt Ltd, Ahmedabad 380 045. Tel: 079-6525 6456, Fax: 079-2584 0053, Mob: 09879039000 Email: contact@gabbarindustries.com Website: www.gabbarindustries.com

NON-REVERSIBLE TAPPING CHUCKS

SCL non-reversible tapping chucks offered by IMI Machine Tools are specially developed for builders of heavy machinery, turbines,

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LIQUID PARAFFINS

nicorn Petroleum Industries offers liquid paraffins in two grades, viz, light liquid paraffin and heavy liquid paraffin. These are manufactured using sophisticated technology, and are highly refined grades. Light liquid paraffin has a viscosity of 25 to 80 mPa and heavy liquid paraffin has a viscosity of 110 to 230 mPa. Both comply with IP, BP and USP specifications. They are water white in colour, odourless and tasteless and also comply with UV absorbance test. Since these are pharmaceutical grades they can be used as liquid carriers for solid and semisolid substances in medicinal preparations. The liquid paraffins find applications as parting agents for capsules, tablets and as base for ointments. In cosmetics they can be used in hair oil compositions, in skin care creams, lotions, ointments etc. As these are pharma

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Unicorn Petroleum Industries Pvt Ltd, Mumbai 400 071. Tel: 022-2529 9990, Fax: 022-2524 1895 Email: unipetro@vsnl.com, Website: www.unicornpetro.co.in

LED OBSTRUCTION LAMPS

hruv LED obstruction lamps offered by DesignInnova are available in red, flashing or fixed types, for reliable night – time marking of structures that are a hazard to aviation. These lamps incorporate benefit of advanced LED and optical A L I Tthe Y technology to meetU the challenges of the most demanding Technical specifications A P P R O Vapplications. ED include: ICAO standards & R Orecommended practices for design type A, B; proven ultra bright LED technology; low energy consumption; long lift time, MTBF more than 100,000 hours; operating temperatures -30°C ~ +70°C; relative humidity 10~55 per cent (non-condensing); resistant to shock/vibrations & corrosion; and polycarbonate dome with Fresnel lens. Applications are in obstruction makers for air navigation, telecommunication/electricity tower, smokestacks (chimneys), tall buildings, wind energy masts, remote weather

IMI Machine Tools Pvt Ltd, Ahmedabad 380 015. Tel: 079-2630 1759/6803, Fax: 079-2630 3538 Email: imi@imitoolsindia.com, Website: www.imitoolsindia.com

grade, the paraffins are useful as lubricants in food processing machinery, in food packaging, etc. They are also used for fruit preservation.

motors, nuclear reactors and other such types of heavy equipment. The capacity of these tapping chucks ranges from M 30 to M 200 and are available in Morse Taper, ISO taper or in special shanks. These chucks are suitable for heavy jobs and for tapping or higher diameter this attachment is most suitable. Chucks are provided with length compensation features that allow the tap to act as its own lead screw, which eliminates all axial forces on the tap while guaranteeing maximum thread quality, and long tap life, and also provide a safety clutch protects the tap breakage. For inserting the tap adapters a quick-change device is provided in the chucks.

GENERAL PRODUCTS

stations, barricade lighting, solar cautions/solar marker & solar airstrip lights, etc. DesignInnova, New Delhi 110 028. Tel: 011-2570 5783, Fax: 011-2579 1641, Mob: 09810607439 Email: info@designinnova.com, Website: www.designinnova.com, Certification: An ISO 9001-2000 Certified Company

ALL-GEARED LATHE MACHINES

ew Dilip Industries offers its newly designed all-geared heavy-duty lathe machines (HTG series) that are ideal for all sliding, surfacing and screw cutting operations of heavy jobs at optimum speed with high accuracy and unusual ease of operation. The spindle speed range is 30-1225 RPM in 8 steps. Main bed of the machines is a 25-grade CI, heavily ribbed and robustly designed structure to sustain any deflection and vibration under heavy cuts. The carriage with rigid tool post is wide enough to maximise its load bearing capacity. Head stock incorporates induction hardened spindle and duly hardened and ground gears, which have undergone stringent quality checks. With simple change of knobs on the Norton gearbox, one is able to cut any of metric, British, module and dimeteral pitch threads.

New Dilip Industries, Rajkot 360 004. Tel: 0281-2388528, Fax: 0281-2366552, Mob: 09426473538 Email: sales@newdilip.com, Website: www.newdilip.com

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CODING INKS

ic-Code Systems offers coding inks for secondary packaging applications that print sharp marks/impressions with excellent gloss and hue, on nonabsorbent surfaces, like metallised pouches, laminate paper/packets, cellophane, aluminium foils, metals, plastic, PVC, HDPE woven sacks, surgical latex gloves, laminated surfaces, etc. These coding inks are stable from -10°C (minus) and goes up to 120°C. The inks are resistant to water, ice cold water, vegetable oils, ghee, milk, animal fats, etc. Applications are in marking/coding product’s name & logo, batch number, MRP, date of manufacturing, expiry date, lot number, etc, on almost every surface with coding/batching-marking machines. The coding inks are also used on packaged goods in various industries, like pharma, rubber, latex, vegetable oils, lubricating oils, pesticides, dairies & dairy products, food products, cosmetics, agro, distillery, beverages, engineering, vanaspati/ghee, tee/coffee, etc.

Pic-Code Systems, Vadodara 390 020. Tel: 0265-2290926, Mob: 09825039844 Email: sharma@piccode.com, Website: www.piccode.com

STEPPER MOTOR CONTROLLERS

aj Overseas offers complete motor control solutions for stepper motors & drives, AC induction motors & drives, BLDC motors & drives, servomotors & drives, PLCs, HMIs and CNC package solutions. Technical specifications are: single

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AC/DC power input; high output current 4 A or 8 A/ phase; 12800 steps/rev with 1.8 degree motor; high efficiency MOSFET technology; selection of operating current through DIP switches; auto-current reduction during standby; 40 kHz chopping frequency; optically isolated inputs for pulse, direction, enable; internal oscillator for standalone operation; LED indicators for power, fault, enable; tacho output for RPM display; over/under voltage, SC/over-temperature protection; and customisation of the drive possible for OEM applications. Applications are in: label making machines, press brakes, pouch machines, bag making machines, laser machines, screen printing machine, sewing machine, CNC machines, valve actuator control systems, die making machine controllers, pad printing machines, coil winding machines, bandsaw machines, zipper making machines, slitting machines, textile sequence machines, lace braiding machines, and diamond Russian bruiting machines. Raj Overseas, Ahmedabad 380 001. Tel: 079-2550 7193, Fax: 079-2550 0066, Email: qutbi_digital@eth.net

NUT-BOLT SCREWS & FASTENERS

BC Industrial Fasteners have developed spring steel circlips, external-internal E-clips, snap rings, C-rings, spring washers flat sections, square section double coil-type spring washers,

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Engineering Expo organised by Infomedia18 is one of the engineering industryâ&#x20AC;&#x2122;s biggest events in country. The 2010-11 edition of Engineering Expo saw business transactions worth over Rs. 161 crores. Launched in Ahmedabad in the year 2002, the event today boasts of a fabulous visitor turnout. The Expo is a preferred destination for SMEâ&#x20AC;&#x2122;s and manufacturing & engineering companies to transact, network, tie-up and exchange ideas for the growth of the industry.

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GENERAL PRODUCTS

external & internal star washers, disk fan lock washers, bearing washers, wave washers, disk spring washers, knurled washers, push-on washers, Belleville washers, safety washers, etc. These can be supplied as per IS, BS, JIS, DIN, ISO, ASTM & GOST standards or as per customersâ&#x20AC;&#x2122; samples or drawings. Material grade is: En-9, En-42J, brass, SS304/316 grade, etc. Applications are in machine tools, engineering industries, textiles, automobiles, electrical & electronics, pumps & valves, home appliances, and in other service industries. ABC Industrial Fasteners, Mumbai 400 072. Tel: 022-2847 0806, Fax: 022-2847 0705 Email: response@abcfasteners.com, Website: www.abcfasteners.com

TORCH COOLANTS

dvance Multitech offers Plazcool water thin low viscosity, non-combustible and heat transfer torch coolants. These are highly efficient welder coolants for use in all welder torch radiator circulation and re-circulation systems. They are specifically formulated and recommended for all plasma, MIG and TIG resistance welding systems, as well as for all general industrial applications. The torch coolants also eliminate the hazards of damaging mineral deposit, which is built up internally during the

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operation. These lubricate pump, liner, gasket and seal, thus extending time between preventive maintenance. Their corrosion inhibitors protect iron, steel, aluminium, brass and cooper components. The rust inhibitors extend the life of the coolants and can re-inhibitate so that their running life is more than other coolants. They have a bitter taste additive to prevent consumption. The torch coolants are non-volatile and nonhazardous products during the storage. They are suitable for hypertherm machines. Advance Multitech Ltd, Ahmedabad 380 022. Tel: 079-25454795, Fax: 079-25454586, Mob: 09825084848 Email: advance93@hotmail.com, Website: www.advancemulti.com

CNC PRESS BRAKES

ekshine CNC press brakes offered by Jekson Machinery are used for sheet metal bending works which demand accuracy, quality and productivity. These press brakes consist of a frame which is an assembly of a heavy steel plate consisting of 2-side frames, an upper and lower cam plate, reinforced sheet-metal plate for the oil-tank and the hydraulic unit. After welding of the frame it is destressed. The machined cylinder mount is an integral part of the side-frame. Extra heavy side and rear plates provide

ha D il s e em ma

r Pu g e r â&#x20AC;&#x2122; a Man

Gaining competitiveness

In order to become globally competitive, it is essential to purchase consistent and good quality raw materials at the lowest price & in the right quantity and ensure on time delivery. We are rubber processors and purchase critical raw material, which includes rubber compounds like nitrile, EPDM, neoprene and silicone, of consistently good quality from local as well as international manufacturers at lowest prices. This enables us to remain competitive. Besides, our good management practices also ensure that we pay our suppliers on time.

P K KONDEWAR Director, D K Industries Email: dkindustries07@yahoo.com

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GENERAL PRODUCTS

superior frame stability, which provides more accuracy. The machines possess ram electrical/hydraulic closedloop servo system. The press brakes are equipped with Esa 550c compact numerical control (CNC). They have two material support arms with alenguide. The two A U finger stops with alenguide are standard. APPROVED

ON Jekson Machinery Pvt Ltd, Ahmedabad T R O 382 430. Tel: 079-2290 1850, Fax: 079-2290 1851, Mob: 09426510343 Email: intro@jeksonmachinery.com, Website: www.jeksonmachinery.com, Certification: An ISO 9001:2008 Certified Company

LATHE MACHINES

alaji extraheavy-duty lathe machines (series VEH) offered by Vinit Engimech are available with different heights of centre up to 1066 mm, length of bed ranging up to 12000 mm, admit between centres up to 11000 mm, and main spindle hollow ranging up to 150 mm. The main spindle nose is

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A2- 12 type. Dynamically balanced spindle enable the spindle run at vibration-free motion. Spindles carry the 10T job weight. The Norton gearbox is able to cut any of the metric, modules and pitch (DP). Bed is made from graded cast iron and flame hardened up to 400 BHN diametral. Also offered are face plate, carrier plate, steady rest, follow rest, motorised coolant pump with tank and fittings, rear tool post, quick change tool post, etc. The machines are maintenance-free and easy-to-use. Parts of the machines are interchangeable and available in stock.

furnaces, incineration plants, bakery ovens, various furnaces & ovens, rotary dryers, etc.

Vinit Engimech Pvt Ltd, Rajkot 360 004. Tel: 0281-2312091, Fax: 0281-2311935 Email: vinit@balajilathe.com, Website: www.balajilathe.com

upremo Line & Control offers plug valves that are available with cylindrical or conically-tapered plugs, which can be ALITY rotated inside the valve Ubody to control flow through the valve. The plugs in the plug A P P R O V Evalves D have one or more hollow passageways going RO sideways through the plug, so that fluid can flow through the plug when the valve is open. These plug valves are simple and often economical. They are also called cock or stop-cock valves that are the most widely used valves for both on/off and throttling services. The body is comprised of three main parts: body, cover and plug. The plug is a cylindrical, tapered, or generally cone-shaped device that can be raised or lowered within the seat to maintain, restrict or completely shut off flow. The plug valves are opened by rotation,

PRESSURE JET BURNERS

ully-automatic pressure jet oil/gas and dual fuel burners manufactured by Vacunair A L I T Y Engineering Co have matchless performance for U steam boilers, thermic APP fluid heaters, hot-water boilers, air heaters, O asphalt tanks and aggregate hot mix & recycle road making machinery plants. These pressure jet burners also serve incineration plants. Capacity ranges from 130 kW to 1500 kW. Backpressure is up to 100 mm WG (max). Other applications are in batch mix & hot mix plants, steam boilers, hotwater generators, direct & indirect air heaters, calcinations Q

PLUG VALVES Q

Vacunair Engineering Co Pvt Ltd, Ahmedabad 380 023. Tel: 079-2291 0771/2/ 3, Fax: 079-2291 0770, Mob: 09904003010 Email: info@vacunair.com, Website: www.vacunair.com, Certification: An ISO 9001 Certified Company

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with the plug itself being the only element that is capable of movement. Supremo Line & Control , Ahmedabad 380 024. Tel: 079-2220 5282, Fax: 079-2220 5181, Mob: 09724505282 Email: supremoproduct@gmail.com, Website: www.supremoproduct.com, Certification: An ISO-9001:2008 Certified Company

CNC SURFACE GRINDING MACHINES

innacle Engineering Enterprises offers three-axes CNC surface grinding machines (model 3X CNC-8040) designed and developed to cater to almost all surface grinding applications using special other accessories, which include profile grinding and creep feed grinding jobs. Higher spindle motor power can be offered against requirements. These are sturdy and rigid machines with all castings adequately ribbed to withstand heavy grinding forces. All threeaxes slides move on one V and one flat guideways with turcite lining; all three axes guideways along with ball screws are lubricated with automatic recirculating type lubrication system with low oil level signal and pressure drop signal system. The movements are through ball screws and ball screw support units with super precision bearings. Servomotors are directly coupled with ball screws with zero backlash servo

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couplings. Grinding spindle housings are cartridge type units assembled with super precision spindle bearings grease packed with imported grease for long trouble-free service. Pinnacle Engineering Enterprise, Surendranagar 363 002. Tel: 02752-231167, Fax: 02752-231913 Email: mail@pinnaclegrinder.com, Website: www.pinnaclegrinder.com

DEMOUNTABLE PANELS

hlada Engineers specialises in designing and manufacturing quality modular cleanrooms. Each of the products, large or small, are built to be efficient, durable and versatile, while providing the most economical packages to best meet users’ business needs. All cleanroom building projects include CAD drawings, and the products are manufactured under strict quality control methods. Throughout the manufacturing process, all projects are thoroughly inspected and then reexamined before delivery and installation. Technical specifications include: partition panels 79.5 mm thick from nominally 0.8 mm thick GPSP zero spangle steel sheet with riveted construction; flush glazed 2 mm x 6 mm float glass; mineral fibre infill/honeycomb/puf; polyester powder coating; silicone joint; 44 mm thick, nominally 1 mm thick GPSP with mineral fibre zero spangle steel sheet/honey comb-paper or aluminium; 1.2 mm thick pressed GPSP zero spangle steel; and service ducts for electrical or phone wiring.

Ahlada Engineers Pvt Ltd, Hyderabad 500 043. Tel: 040-2319 5923, Fax: 040-2319 5924, Mob: 09849633515 Email: engineers@ahlada.com, Website: www.ahlada.com

LED LIGHTS

avell’s India offers Endura Lite, a revolutionary product in the light-emitting-diodes (LED) market. Endura Lite consumes 50 per cent less energy than traditional sources. It is four times more energy efficient than regular incandescent lamps, because a larger part of the energy is converted into light than is lost as heat. There is no use of glass or filament in these kind lightings as compared to in normal lightings, hence Endura Lite has a phenomenally long lifespan with average life of 50,000 hours. This LED light not only reduces the electricity bills but also improve the quality of working conditions at commercial establishments and offices. These lamps are easy to install and do not emit UV radiation. They are smaller in size and lighter in weight. Endura Lite is suitable to fit in standard MR 16 fixtures and has been tested for its high shock resistance and durability.

Havell’s India Ltd, Noida 201 307. Tel: 0120-247 7777, Fax: 0120-247 7666 Email: cabledivision@havells.com, Website: www.havells.com

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CIRCLIPS

K Engineering Co manufactures and offers a wide range of circlips that are used for restraining axial movement of components of shafts. These circlips are used particularly where space restrictions are applicable and also in small mechanism. External circlips are manufactured as per DIN 471 (IS:3075), internal circlips as per DIN 472 (IS:3075) and E clips as per DIN 6799 (IS:3075). The circlips are manufactured from EN42J high carbon spring steel. They are hardened and tempered. The circlips are also available in SS-304 materials.

R K Engineering Company, Mumbai 400 023. Tel: 022-2267 1141, Fax: 022-2265 5255, Email: rkeng@vsnl.net

UNIVERSAL WELDING GAUGES

eneral Instruments Corporation offers multi-purpose universal welding gauges that are intended for general dimensional inspection of welded fabrications, where close tolerances are not

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expected, and are used where high accuracy is needed. The new adjustable scale to readout on some of the range has been increased with reading in mm and inches. These welding gauges are made of stainless steel and are virtually indestructible. The ability to measure very quickly, misalignment (high-low), depth of undercut, depth of potting (to a reasonable accuracy, where exact measurement of the depth of pit is required a special pit gauge should be used), excess weld metal or capping size is particularly useful to check work to pipeline specification (API). The universal welding gauges are used for measurement of height of bead welds, undercut depth, height of filet weld, root face, angle of preparation 0-60-degrees, excess weld metal, filet weld throat size, filet weld length, misalignment, etc. General Instruments Corporation, Mumbai 400 020. Tel: 22-22089538, Fax: 22-22052999 Email: geinst@bom3.vsnl.net.in, Website: www.general-instruments.com

NON-FERROUS METAL COMPONENTS

aurashtra Industries manufactures and offers all types of nonferrous metal components and parts manufactured from brass, gunmetal, leaded bronze, leaded tin bronze, leaded phosphor bronze, tin bronze, phosphor bronze, aluminium bronze, mangn bronze silicon bronze, barium bronze and aluminium. These components and parts are used in machineries, industries, cement plants, chemical plants, air & gas compressors, tractors, earthmoving machineries, tele hoists & cranes, lathes, drilling, power presses, press brakes, shearing, shaping, milling, grinding, boring machines, all types gears, hydraulic & pneumatic units and auto industries.

Saurashtra Industries, Rajkot 360 002. Tel: 0281-2361943, Fax: 0281-2361943, Mob: 09825061515 Email: info@saurashtrabrass.com, Website: www.saurashtrabrass.com

ELECTROPLATING TRANSFORMERS

ulcan electroplating rectifiers offered by Canary Electricals cover wide variety of jobs ranging from all types of electroplating power sources. In addition to latest standard U A LofI T Yapplication, some real marvels type equipments in above fields are also available in Vulcan, A P P R O Voffering ED for the first time to achieve most excellent DC O R conversion. For eg, compared to types & makes (lowest ripple about 5 per cent), the extra low ripple (below 1 per cent) high current unit for hard chrome plating helps to achieve best results. This is due to the unique 12 phase output circuit along with three interphase transformer for high efficiency of rectification. The main transformer is doubly wound. Silicon diodes are factory tested & operated under simulated abnormal conditions of actual service and protected against storage charge, current surges & thermal runaway, etc, to work round-the-clock without failure. L

Canary Electricals Ltd, Morbi 363 641 . Tel: 02822-250431, Fax: 02822-250433, Mob: 09879544300 Email: info@vulcanwelding.com, Website: www.vulcanwelding.com, Certification: An ISO 9001:2000 Certified Company

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PRINTING GEARBOXES

ngeco Gears offers printing gearboxes. Double reduction, double output speed reducers are specially designed for roto gravure printing machine. These comprise of box housing make of CI close grain casting with Pb-2 worm wheel and EN-19 shafts. Provision is also provided for printing cylinder drive. The speed reducers are also available for central drive and end drive for multi-station printing machine. These gearboxes are available in three different arrangements of worm-worm wheel, helical and bevel type gearbox and in ratios of 2:1, 5:1 and 8.25:1.

Ingeco Gears Pvt Ltd, Ahmedabad 382 213. Tel: 9825610548, Fax: 079 -2562 0787 Email: info@ingecogears.com, Website: www.ingecogears.com

PINCH VALVES

B Panchal & Company offers pinch valves that are modified version of laboratory pinchcocks. The fluid passing through does not come in contact with either body covering or any other metal parts of the valve except the sleeve. Flow through of the valves is straight and full as that of a pipeline, when the valves are fully open. The valves are simple hand wheel operated of rising wheel type. The pinch valves find their best application in

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handling corrosive slurries, abrasive media, liquid with solid suspensions and many others, which are difficult to handle with seat valve. The flange of the pinch valves can be supplied in accordance to BS, DIN, ASA and IS dimensions. Range for the valves is from 15 mm to 300 mm. The pinch valves can be supplied with electrical and pneumatic actuation. A B Panchal & Company, Ahmedabad 380 004. Tel: 079-2562 0629, Fax: 079-2562 1027 Email: sales@abpcovalves.com, Website: www.abpcovalves.com

ROTARY GEAR PUMPS

opar flange-mounted CGX series bi-directional positive displacement rotary gear pumps manufactured and offered by D I Engineers are compact, more efficient, cost Y U A L I Tpumps economical and reliable. These are available in CI and SS316 materials of construction A P P R O Vand E D can be used for handling any kinds of viscous liquids and RO chemicals. They can run in either direction with change in inlet outlet port position. Relief valve operation can be reversed by changing the RV parts on opposite sides. The pumps are available in 18 different capacities from 2.5 to 500, size ¼” to 3” BSP and maximum working pressure up to 12 kg/cm² optionally available for high temperature up to 250°C. The rotary gear pumps are ideally suitable for OE application for engine lubrication, oil filtration, P&N units, cleaning & cooling systems; and can also be used for general-purpose applications. L

D I Engineers, Dist Surendranagar 363 035. Tel: 02752-240173, Fax: 02752-240925, Mob: 09426421242 Email: roparpumps@rediffmail.com, Website: www.roparpumpsindia.com, Certification: An ISO 9001 Certified Company

MAGNETIC SEPARATORS

verband magnetic separators Electro Magnetic Industries manufactures safely and automatically remove tramp iron from heavy product flows. These magnetic separators are used for resource recovery, reclaiming steel for resale and separating ferrous contaminants from other recyclable materials, such as aluminium, glass, plastic, tires, crushed concrete and wood. Many facilities use the overband magnetic separators to protect machinery, such as crushers at quarries, cement plants, and mines. At power plants, they keep tramp metal out of coal

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pulverisers, Pulp & Paper mills use them on wood chips. In foundries, they remove chills, spruces and gaggers from sand. Electro Magnetic Industries, Vadodara 390 010. Tel: 0265-264 2017, Fax: 0265-264 5430, Mob: 098250 28823 Email: sales@electromagneticindia.com, Website: www.electromagneticindia.com

TIMING PULLEY DRIVES

G Shah & Co manufactures and offers timing pulley drives that are superior, best alternative to V-belt roller chains and gear in the amazing number of applications. These drives are extremely efficient and maintenance-free. They provide constant speed positive power transmission, efficiency approaching 98 per cent for the entire life of the drive. Drive belts do not stretch over a period like V-belts and roller chains, hence there is no change in the speed due to stretch, creep or slippage. Wide range of indifferent tooth configuration and width, length of the belt gives wider selection of drives for 0.01 HP to 1200 HP and maximum 10,000 RPM to suit industrial mechanical power transmission drive. The timing belt drives provide positive, trouble-free power transmission high torque applications plus distinct advantages as under constant

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angular velocity, reduced backlash, no backlash, freedom from chatters and wide speed range. H G Shah & Co , Ahmedabad 380 004. Tel: 079-2562 1431, Fax: 079-2562 1431 Email: hgshah2000@rediffmail.com

PTFE/TEFLON BELLOWS

V Corporation manufactures and offers PTFE/Teflon moulded components, such as rods, sheets and bushes as well as various machined components as per specifications and drawings. The company also makes PTFE line bellows and vacuum bellows. PTFE bellows are used in glass equipments. They provide safe passage of pipeline from the main glass equipments. The bellows reduce transfer of vibration from the rotating equipments connected to the glass assembly. PTFE bellows accommodate thermal expansion of any metallic equipment that is connected to glass pipelines.

J V Corporation, Ahmedabad 380 007. Tel: 079-2658 8135, Fax: 079-2658 9506, Email: jvcorpn@satyam.net.in

WIRING CHANNELS

hoenix Contact offers a wide range of wiring channels in sizes of 25 mm x 25 mm to 100 mm x 100 mm that enable flexible, fast and easy cabling when structuring control cabinets. A pre-determined breaking point at the lateral ridges enables tool-less burr-free breaking out. Another pre-determined breaking point in the wiring channel floor makes it easier to realise T and cross connections seamlessly and quickly. Lateral snapping on of the cover ensures easy assembly and removal as well as a secure hold even in horizontal and vertical applications. The bars are designed such that conductors that are led out laterally can be safely fixed even without covers. The optionally available wire holding bracket can be installed at the desired height and ensures a safe hold of the laid conductors and cables.

Phoenix Contact (I) Pvt Ltd, New Delhi 110 020. Tel: 011-3026 2800, Fax: 011-2638 3285 Email: response@phoenixcontact.co.in, Website: www.phoenixcontact.co.in

NON-RETROFIT LAMPS

FL non-retrofit lamps (type PLS) offered by Phoenix Lamps are available in PLS 5W, 7W, 9W & 11W in 2-pin used with magnetic ballast, and 4-pin used with electronic ballast versions. These lamps have a life of 10000 burning hours, ie, 10 times the life of a standard incandescent lamp (claims the company). They have H-bridge construction for longer life and better lumen maintenance over life of lamps. The non-retrofit lamps are ideal for a wide range of emergency lights, household fixtures and down-lighters. Phoenix Lamps India Ltd, Noida 201 301. Tel: 0120-4012222, Fax: 0120-2562943, Mob: 09250507110 Email: halonix@halonix.co.in Website: www.halonix.co.in

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CONDITION MONITORING SYSTEMS

feiffer Vacuum has developed condition monitoring systems (CMS) that afford optimum monitoring of the operating condition of vacuum pumps and vacuum gauges. Monitoring is especially advisable for systems that incorporate a large number of pumps or pumps that are difficult to access. In special applications, data transfer can be affected by means of fibreoptics in order to bridge high voltage potentials, for eg, continuous condition monitoring of the pumps and vacuum gauges in a system prevents outages and helps to save costs. The CMS can be employed with all products from the Pfeiffer Vacuum product portfolio that have the Pfeiffer Vacuum protocol or the adixen protocol available via an RS 485 interface. Together with the customer, definition is made of the relevant data that are to be read out and displayed via the CMS. An industrial PC, which functions as a Web server, consolidates the individual signals from the vacuum pumps and gauges and sends them to a specified IP address.

Pfeiffer Vacuum GmbH - Asslar - Germany Tel: +49-6441-802169, Fax: +49-6441-802500 Email: nicole.ackermann@pfeiffer-vacuum.de, Website: www.pfeiffer-vacuum.net

SOFTWARE DEVELOPMENT KITS

he multi-panel software development kits (MP-SDK) supplements the open platform program of the Siemens Automation & Drives Group. These kits are designed for customers who want to develop their own application-specific software solutions for their human-machine interface based on Simatic HMI CE platforms. The MP-SDK has everything the user needs to efficiently develop software applications on (or port applications to) Simatic HMI CE platforms. The new multi-panel software development kit consists of update tools for convenient porting of current Windows CE versions, programs for transferring data to and from the CE panels, compiler and debugging tools for efficient and convenient generation of applications as well as device documentation, workshop and consulting services. With the MP-SDK, users can port third-party software applications to the Simatic Panel Hardware under Windows CE or develop their own software for these platforms. For individual human-machine interface solutions, the kit also includes the standard HMI block.

Siemens AG - Munich - Germany Tel: +49-89-63632474, Fax: +49-89-63652000 Email: contact@siemens.com, Website: www.siemens.com

DRAIN CLEANING MACHINES

idgid has introduced the new K-45 manual and K-45F autofeed drain cleaning machines with optimised power up to 600 RPM. The K-45 drain cleaners are designed for ¾ to 2½” drain lines. Cable is offered in three sizes of 1/4, 5/16, 3/8 inches, each in varying of lengths of up to 50 feet.

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The K-45AF drain cleaners feature advanced two-way autofeed letting the operator clean drains better and faster, quickly working back and forth through drain blockages to completely clear lines. The ability for users to advance and retrieve the cable without stopping to reverse the motor reduces job times by 15 per cent. Both the machines have variable speed operation from 0 to 600 RPM to give the operator complete control in all situations. The inner drum prevents leakage to reduce on-site cleaning and cleanup times. The drain machines offer a quick-acting, slide chuck that locks the cable. Ridgid - Ohio - USA Tel: +1-440-3235581, Fax: +1-440-3294451 Website: www.ridgid.com

LIGHT BEAM SWITCHES

epperl+Fuchs offers the MLV 41 series of light beam switches. According to the sensor specialists, the new series is compatible with the established MLV 40 range and manifests all the performance characteristics of modern light beam switches characterised by the Viso+ label. Thanks to its diminutive housing, the light beam switch is suitable for use in very cramped conditions. The company also claims that the sensor performance equals that of larger devices. The technology is packed in a robust metal housing to ensure sensor functionality even under tough environmental conditions. These versatile switches are said to find appropriate application on packaging, printing and paper machinery.

Pepperl+Fuchs GmbH - Mannheim - Germany Tel: +49-621-7762222, Fax: +49-621-77627-2222 Email: pa-info@de.pepperl-fuchs.com Website: www.pepperl-fuchs.com

STREAK CAMERAS

ptronis manufactures and offers Optoscope-SC streak cameras that consist of different systems to provide maximum flexibility for a broad range of applications. These cameras are all designed to be first in their class (claims the company). Each system is based on a particular main unit SC-10, SC-20 or SC51 for example. The main unit integrates a dedicated streak tube defining key features like maximum temporal resolution and photocathode size. All streak camera systems use similar control structure with built-in Ethernet interface, control pad as well as common control software OptoAnalyse. Various sweep units for trigger mode and synchroscan deflection are available. The cameras are proposed with different input optics, intensifier units, readout cameras and they can be completed by a number of accessories. Finally, the streak cameras are flexible and modular solution combining standard elements to obtain a perfectly fitting system to the user.

Optronis GmbH - Kehl - Germany Tel: +49-7851-91260, Fax: +49-7851-912610 Email: info@optronis.com, Website: www.optronis.com

INTERNATIONAL PRODUCTS

PHOTOVOLTAIC TESTERS

T Italia srl offers photovoltaic testers (model I-V 400) that are ideal solutions for ordinary and scheduled maintenance of photovoltaic systems. With these instruments, searching for possible failures and problems in systems is extremely rapid, efficient and intuitive. The photovoltaic systems carryout field measurements of the I-V characteristic and of the main characteristic parameters both of a single module and of module strings. These instruments measure, together with the I-V characteristics of the device being tested, also the values of temperature and incident irradiation. Acquired data are then processed to extrapolate the I-V characteristic at standard test conditions (STC) in order to proceed with the comparison with the nominal data declared by the modulesâ&#x20AC;&#x2122; manufacturer, thus immediately determining whether or not the string or the module being tested respects the characteristics declared by the manufacturer. Output current or voltage from the module or string is measured with the 4-terminal method

HT Italia srl - Faenza (RA) - Italy Tel: 39-546-621002, Fax: 39-546-621144 Email: vendite@htitalia.it, Website: www.htitalia.com

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PLUG CONNECTORS

ass Magnet GmbH manufactures plug connectors. These connecting elements allow for fast and reliable contact of an interface in order to electrically control, for eg, the valves, and also hydraulic and motor drives. The plug connectors are available in versions A, B and C, tested in compliance with CECC / EN175301-803. Additional versions are offered in industrial design and Mikro. The innovative wiring technology (optional self-cutting contact) allows for ease of mounting and installation of connections to the mentioned solenoids. This high-grade technology offers possibilities for different usage. The customersâ&#x20AC;&#x2122; technical requirements can be met by appropriate electronic enhancement in many different wiring versions.

Nass Magnet GmbH - Hannover - Germany Tel: +49-511-67460, Fax: +49-511-6746131 Email: info@nassmagnet.de, Website: www.nassmagnet.de

INDUSTRIAL NETWORKING KITS

educing development time for industrial networking designers, Altera Corporation has announced the expansion of its industrial networking partner program (INPP) with a new industrial networking kit (INK) from Terasic. The combination

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of Altera’s INPP and the INK further reduces development time by serving as a common development platform for embedded industrial designs. The kit is a full-featured hardware platform based on the Terasic DE2-115 FPGA board with dual 10/100/1000 Ethernet, 128-MB SDR AM, 8-MB flash memory, 4-MB SR AM, security EEPROM, HSMC connector, GPIOs, toggle switches, and status LEDs along with USB, audio, and video capabilities. The INKs feature a Cyclone IV E (EP4CE115F29) FPGA and supports most Industrial Ethernet and fieldbus networking standard enabling all IP vendors to support the latest generation of low-cost FPGAs. These are ideal for industrial automation and process control applications for servo/drive/motion-control equipment, sensors, programmable-logic controllers, machine vision, and video surveillance equipment. Altera Corporation - California - USA Tel: +1-408-5446397, Fax: +1-408-5446403 Email: dcheng@altera.com, Website: www.altera.com

BLOOD GLUCOSE MONITORING SYSTEMS

pex Biotechnology Corporation offers GlucoSure Star fullfeatured blood glucose monitoring system that need very small sample volume to test and provide greater comfit & choice of different testing sites (palm, forearm & finger). These systems can memorise up to 300 date & time stamped testing results and have data averaging function for 7, 14 & 30 days to help keep track of blood glucose reading over time and aid in better glycemic control. Some of the technical specifications include: test range: 20600 mg/dL; PC link; and underfill detection.

Apex Biotechnology Corporation - Hsinchu - Taiwan Tel: +886-3-5641952, Fax: +886-3-5678302 Email: info@apexbio.com, Website: www.apexbio.com

FIELDBUS SYSTEM MODULES

hoenix Contact’s IBS-PB CT 24 IO GT-T modules with DSUB connections connect Profibus and Interbus fieldbus systems at the I/ O level. Up to ten words of useful data can be directly exchanged via the controller. The redundant 24 V power supply feed, the diagnostic and status LEDs as well as configurable error messages ensure reliable operating. The IBS-PB CT 24 IO GT-LKOPC module also creates a connection between the Interbus and Profibus system on the input/output levels; for this particular model, fiber optic technology is implemented as the means of transmission. The module works with an optical router control, which automatically adjusts the light output of worn or lightly

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damaged fibreoptic diodes, thereby ensuring interference-free operation. Copper and fibreoptic transmission modules linking two interbus systems provide the finishing touch to the entire line of CT gateways. Phoenix Contact GmbH & Co KG - Blomberg - Germany Tel: +49-5235-341512, Fax: +49-5235-341825 Email: info@phoenixcontact.com, Website: www.phoenixcontact.com

SENSORS

ontrinex manufactures and offers sensors with analogue output. Classical (switching) proximity switches work internally as analogue devices, although they produce a binary signal at the output. A large part of the available internal information, though, is lost. Switches with analog outputs, on the other hand, provide the user with full information, permitting a variety of possible applications. Proximity switches already work as analogue devices. However, a signal shaper before the output stage changes the rectified analogue signal into a digital one. This signal shaper also exists in switches with analogue outputs, but there it serves an entirely different purpose. Instead of producing a switching point, it converts the signal emitted by the rectifier into a more usable, but still analogue, form. Main purpose is the generation of defined starting and end-points of the output function, as well as a defined flow in between.

Contrinex GmbH - Nettetal - Germany Tel: +49-2153-73740, Fax: +49-2153-737455 Email: info@contrinex.de, Website: www.contrinex.de

DIFFERENTIAL PRESSURE GAUGES

ombining clean design, small size and low cost with enough accuracy for all but the most demanding applications, the Minihelic-II differential pressure gauges (series2-5000) from Dwyer Instruments offer the latest in design features for a dial type differential pressure gauges. These are most compact gauges but are easy to read and can safely operate at total pressures up to 30 psig. They are designed for panel mounting in a single 2-5/8” diameter hole. Standard pressure connections are barbed fittings for 3/16” ID tubing; optional 1/8” male NPT connections are also available. Over-pressure protection is built into the gauges by means of a blowout membrane molded in conjunction with the diaphragm. With the housing moulded from mineral and glass filled nylon and the lens moulded from acrylic, the gauges withstand rough use and exposure as well as high total pressure.

Dwyer Instruments Inc - Indiana - USA Tel: +1-219-8798000, Fax: +1-219-8729057 Email: info@dwyer-inst.com, Website: www.dwyer-inst.com

INTERNATIONAL PRODUCTS

WATERPROOF CAMERAS

anner Engineering Belgium offers PresencePLUS Pro II waterproof cameras with separate DIN mountable controllers that can be placed at a distance from harsh conditions. These rugged cameras are designed for use in dirty industrial environments, including automotive painting and assembly, metal stamping, injection moulding, etc. They are also appropriate for use in bottling and food packaging facilities. Applications include 360-degrees fixture-free inspection, error proofing, assembly verification, pattern recognition, flaw detection, orientation confirmation, fill level detection, etc. All features are included in the IP68 model. These include a wide range of location, vision and analysis tools, higher capture speed and fast image processing. Models feature grey scale or colour digital imagers with resolutions up to 1.3 mega pixels. All models feature Active X utilities and connect directly to industrial standard Ethernet networks for exporting data, inspections and images. A wide choice of standard C-mount lenses accommodates extensive field of view and distance requirements.

Banner Engineering Corporation - Minnesota - USA Tel: +1-763-5443164, Fax: +1-763-5443213 Email: sensors@bannerenginering.com, Website: www.bannerengineering.com

UPS SYSTEMS

E Digital Energyâ&#x20AC;&#x2122;s LP11 series is a true voltage & frequency independent (VFI) online, double conversion transformerbased UPS system incorporating the most advanced power electronics technology and engineered to provide the highest level of protection for all critical loads from all utility variances and failure. These UPS systems are designed with an integrated transformer ensuring galvanic isolation on the output for ultimate safe installation. They are easy to install and service and can be integrated into office environments as well as more hardened commercial and industrial environments. The unique redundant parallel architecture (RPA) provides a scalable system, allowing users to parallel up to 4 UPS systems as load demands require. RPA also allows for redundant UPS to be installed, increasing total system reliability and eliminating single points of failure. The UPS systems are equipped with RS232 and relays as standard with SNMP available as an option.

GE Power Controls Ltd - Northampton - UK Tel: +44-800-5871251, Fax: +44-800-5871239 Email: gepcuk@gepc.ge.com Website: www.gepowercontrols.com S E P T E M B E R 2 0 1 1 | SEARCH - THE INDUSTRIAL SOURCEBOOK

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BROKEN BULB REMOVERS

lden Corporation offers Ease-Out broken bulb removers that are constructed with an insulator material and safety shield to safely & easily remove both standard base and candelabra bulbs. Salient features include: fast, safe, easy removal of broken light bulbs; avoid electric shock, cut fingers & mangled light fixures; save time, frustration & risk; saftey shield helps prevent broken glass from falling into eyes & face; and reusable for multiple extractions.

Alden Corporation - Connecticut - USA Tel: +1-800-8325336, Website: www.aldn.com

MULTI-AXIS DISPENSING SYSTEMS

FD Inc offers multiaxis dispensing systems that combine reliable operation and precise repeatability in a small footprint. Compact 3- and 4-axis positioning systems apply consistent amounts of adhesives sealants and other fluids in bonding, sealing and potting applications. Work envelopes range from 200 mm x 200 mm to 500 mm x 500 mm. A teaching pendant provides motion programming capabilities.

EFD Inc - Rhode Island - USA Tel: +1-800-5563484, Fax: +1-401-4310237 Email: info@efd-inc.com, Website: www.efd-inc.com

INFRARED DETECTORS

GE-Elektronik Special Sensoren offers infrared detectors that are used wherever and whenever temperatures have to be monitored and conventional sensors would fail due to excessive heat. These infrared detectors are characterised by a especially robust, industrial design and construction that protects the unit from mechanical stresses. The units are built in accordance with IP68 and are thus waterproof up to 3 bar and resistant to highpressure cleaning methods as well as temperature and climate fluctuations (IP 69K). Fibreglass optic is designed for the most extreme environmental conditions and can withstand temperatures up to 250°C, special version versions even up to 500°C.

EGE-Elektronik Spezial Sensoren GmbH - Gettorf - Germany Tel: +49-4346-41580, Fax: +49-4346-5658 Email: sales@ege-elektronik.com, Website: www.ege-elektronik.com

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NC ROTARY TABLES

ibroPlan NC rotary tables manufactured by Fibro are characterised by the very extensive capabilities of the rotary table movement and angular positioning, both under full CNC-control. These rotary tables are used on machine tools of diverse type and description, with the control of their rotational axis provided either by an additional control axis of the machines’ CNC, or by a separate CNC unit for the rotary table itself. These attributes, together with drive and control elements of outstanding quality, enable the user to achieve: accurate positioning steps of greatest flexibility, through angular displacements of unrestricted magnitude & operational sequence; safe handling of large machining forces by the stationary table & thereby full utilisation of the machine tools cutting potential; and rotary milling operations with high demands on torque rating, even under conditions of fluctuating push-pull cutting conditions.

Fibro GmbH - Weinsberg - Germany Tel: +49-7134-730, Fax: +49-7134-73218 Email: info@fibro.de, Website: www.fibro.com

HEATLESS REGENERATIVE DESICCANT DRYERS

ankison International offers heatless regenerative desiccant dryers that are available in HHL series, HHS series and HHE series. The HHS series with SensaTherm automatically matches purge air use to the demand on the system. Controller features vacuum fluorescent text display that communicates energy savings, operating mode and service reminders. Select from one of the four pressure dew point settings to optimise your savings for each season. The HHL series provides user selectable energy savings. In addition, this state-of-the-art controller offers four pressure dew point settings to further tune your savings and adapt the system to your environment. The HHE series presents traditional heatless drying technology. Using a simple timer based controller, these are designed to deliver maximum value to applications that operate at or near full capacity. Automatic time controlled bed regeneration cycles offer consistent performance and economy of purchase.

Hankison International - Philadelphia - USA Tel: +1-724-7451555, Fax: +1-724-7456040 Website: www.hankisonintl.com

The information published in this section is as per the details furnished by the respective manufacturer/distributor. In any case, it does not represent the views of

PRODUCT INDEX

To know more about the products featured in this magazine, fax (at 022-30034499) or tear & post to us the Product Inquiry Card by following the 5 easy steps given in the coupon. Alternately you may also write to us at search@infomedia18.in or call us on 022-30034684, and we will send your inquiries to the advertisers/companies directly to help you source better. S. No Product

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53

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Abrasive systems 19 AC drives 16 AC electric motors 194 AC inverters 204 AC motors Cover-on-cover, 55 AC servo 105 AC variable frequency drives 16 AC/DC panels 213 Accessories & kits 187 Accessories 26 ACCLs 43, 234-236 Acid tanks 184 Acoustic enclosures 251 Adapters 174, 195 Adjustable adapters 153 Advance engineering plastics 204 Aerial bunched cables 192 Aerosols 194 Agitator seals 70 Agitators 165 AGVs 223 Air cooling systems 123 Air density monitoring systems 127 Air operated diaphragm pumps 206 Air purifiers 93 Air treatment systems 101 Airless shot blasting machines 182 All-geared autofeed pillar drilling machines 67 All-geared autofeed radial drilling machines 67 All-geared lathe machines 207 Alloy steel cold drawn seamless straight pipes 217 Alloy steel cold drawn seamless straight tubes 217 Aluminium castings 203 Aluminium high-precision components 167 Aluminium processing 113 Aluminium worm geared motors 131 Anti-freeze coolants 187 Anti-seize compounds 194 Appliance switches 31 Assembly technology 69 Asynchronous motor protection devices 202 Autoclavable gaskets 198 Automated communication cable test systems 183 Automated guided vehicles 223 Automatic rescue devices 16 Automatic rolling shutters 25 Automatic torches 169 Automation & storage systems 51 Automation controllers 83 Automation 21, 254 Automobile performance testing systems 127 Automotive component testing systems 127 Axial flow fans 193, 217

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Back-geared autofeed radial drills 67 Back-geared fine feed machines 67 Ball & roller bearings 233 Ball bearings 189 Balls 221 Batch counters 241 Battery chargers 215 Battery-operated pallet trucks 71 Bbl brake motors Cover-on-cover, 55 Bearings 22, 189, 233 Bed mills 75 Bench grinding machines 95 BFTs 219 Biodegradable degreasers 194 Blades & frames 187 Blanking lines 113 Blast hole drills 237 Blue torches 169 Bollards 25 Bolt tensioners 217 Bottle cap torque testing systems 127 Braided hoses 198 Brake motors 131, 208, 243 Brass cable glands 167 Brass components 167 Brass inserts 167 Brass meter parts 167 Brass parts 167 Bridge 217 Brine chillers 203 BTA/ejector counter boring 8 BTA/ejector drilling 8 Building automation 254 Bulk mill chillers 192 Cabinet units 217 Cable carriers 22 Cable conduits 31 Cable connectors 22 Cable float switches 229 Cable glands 45, 167, 195 Cables & leads 51 Cables handling & processing systems 51 Cables scanps 51 Cables 43, 51, 106, 234-236 Calendaring Front gatefold Cam followers 196 Carbide tools 174 Carbides 174 Carbon steel cold drawn seamless straight pipes 217 Carbon steel cold drawn seamless straight tubes 217 Cast/extruded 191 Castings 203 Castors 166 CED coating machines 254 Centralised lubrication systems 68

PRODUCT INDEX

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Centre drills 174 Centreless grinding machines 207 Centrifugal air blowers 193 Centrifugal pumps 41 CFTs 219 Chain hoists 142 Chain pulley blocks 243 Chains 22 Channel magnets 189 Chemical process equipment 184 Chemical tanks 220 Chemlok coating machines 254 Chillers 201 Chucks 174 Circlips 217, 218 Circular connectors 188 Circular/gyrator vibro machines 189 Clarifiers 165 Clarifloculators 165 Cleaning equipment 239 CNC cutting machines 254 CNC laser cutting machines 254 CNC lathe machines 13, 48 CNC machines 18 Back inside cover CNC oxyfuel cutting machines 254 CNC plasma cutting machines 254 CNC press brakes 212 CNC surface grinding machines 215 CNC tap chucks & tap adapters 153 CNC tap holders & pull studs 153 CNC toolings 174 CNC tools holders & pulley studs 153 CNC turning centres 18 Back inside cover CNC turret punch presses 213 CNC vertical machining centres 18, Back inside cover CNCs 11, 18, Back inside cover Coating machines 254 Coating plants 254 Coating systems 254 Coding inks 208 Cold storage dockhouses 25 Cold storage doors 25 Collars 237 Collet chucks 174 Collets 174 Compressed air division 191, 211 Compressed air systems 52 Compressors Front inside cover 52, 111 Conduit systems 188 Cone pulley heavy-duty lathe machines 197 Cone pulley light-duty lathe machines 197 Cone pulley medium-duty lathe machines 197 Connectors accessories 51 Connectors 22, 26, 45, 81 Contactors 43, 234-236 Container cranes 135 Container pumps 206 Containers 220

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167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228

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Contour evaluation 87 Control cabinets 81 Control cables 106 Control dampers 196 Control panel accessories 31 Control panels 81, 215 Control systems 81 Controllers 16, 183 Conventional & monoblock pumps 205 Conventional precision lathes 13 Converters 241 Conveyor chains 147 Conveyors & automation systems 25 Conveyors 166 Coolant accessories 205 Coolant magnetic separators 186 Coolant pumps 186, 205 Cooling tower motors 131, 208 Cooling towers 101 Cords 198 Core drill rigs 237 Corrosion preventives 185, 191 Counters & power supplies 7 Counters 241 Crab hoists 243 Crane-duty motors 131, 243 Cranes 88, 243 Crawler drill rigs 237 Crimp contact & tools 51 Crimp testers 127 Crimping machines 49 Cross connection acc 26 Cushion dock shelters 25 Custom formulations 194 Custom moulding 220 Custom-made cables 51 Cutting heads 19 Cutting machines 254 Cutting systems 19 Cutting tools Front gatefold CVTs 215 Cylinders 157 Cylindrical connectors 204 Cylindrical dowel pins 218 Cylindrical grinders 207 Dampers for centrifugal fans 217 Dampers 196 Data cables 51 DC motors 55; coc Deep hole drilling machine 8 Dehumidifiers 207 Demagnetisers 183 Demountable panels 216 Diamond shape taping machines 221 Diaphragm vacuum pumps 192 Didactic equipment 81 Die & mould components 161 Digital synergic controls 169 Dip spin coating machines 254 Direct part marking technology 182 Disc washers 218 Disposable sensors 182

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Pg No

Distribution boards 14 Dock levellers 25 Dock shelters 25, 199 Doors 25 Dosing pumps 183 Double drum/triple drum magnetic separators 183 Double shaft motors 208 Double-column machines 48 Double-column metal cutting bandsaws 211 Drawer magnets 183, 189 Drill chuck arbors 174 Drill chucks 191, 211 Drill machines 67, 120 Drill mills 174 Drill rods 237 Drill sleeves 153 Drives 23, 83 Drum pumps 206 Drums & carboys 220 Drum-type magnetic separators 189 Dry van pumps 251 Dual serialiser-deserialiser ICs 193 Duel fuel burners 193 Dust collections systems 123 Electric controls 69 Electric drives 69 Electric forklift trucks 25 Electric motor lamination systems 113 Electric wire rope hoists 184, 243 Electrical actuators 196 Electrical measuring instruments 213 Electrical products cable ties 45 Electromagnetic vibratory feeders 189 Electronic brakes 16 Electronic dosing pumps 183 Electronic timers 32-38 Electronics products 45 Electroplating transformers 218 Element shrink discs 196 Elevator controllers 16 Embossing rolls Front gatefold Emergency lights 215 En view software 15 Encoders 7 End clap/shop 26 End mills 174 End plates 26 Energy conservation 145 Energy efficient motors 131 Energy monitoring 15 Engineering class chains & sprockets 147 Engineering plastic plugs & sockets 32-38 Engineering plastics 191 EngineeringExpo exhibitions 159 178-181, 244 EOT cranes 142, 184, 243 EOT jib cranes 88 Exhibitions 96, 128, 159 178-181, 200 226, 244, 247

S. No Product

286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340

Pg No

Explosive meters 216 Eye bolt taping machines 221 Fabric cutting machines 205 Factory automation 254 Factory production displays 241 Fastener components 222 Fasteners 167, 218, 222 FBD gaskets 198 Ferrous & non-ferrous high precision parts 167 Fibreglass fume exhaust systems 218 Filters 157 Finishing machines 189 Finishing school in production engineering 253 Fire dampers 196 Fire shutters 25 Fittings 157 Five-axis machining centers 121 Flameproof motors Cover-on-cover 55 Flange mounting motors Cover-on-cover, 55 Flange spreaders 217 Flat cables for submersible pumps 51 Flexi panels 124 Flexible cables & wires 51 Floating holders 153 Floorings 193 Flow meters 206 Flow rate indicators & totalisers 241 Flow switches 229 Fluid bed dryers 193 Fluidised bed coating machines 254 Fluids 12 Fluro polymers 204 Force & torque gauges 127 Force actuation 171 Force/pressure calibration & testing equipment 127 Force-feed lubricators 190 Forged parts 167 Forging 26 Forklift trucks 91 Four-axis horizontal machining centers 121 Freewheel-oneway-clutches 196 Frequency meters 213 Friction welding machines 195 FRP reaction vessels 218 FRP underground fuel tanks 220 Funnel magnets 189 Furnace controllers 16 Gantry cranes 88, 142, 243 Gas alarms 216 Gas analysers 216 Gas detection systems 216 Gas detectors 216 Gas engines 141 Gas monitors 216 Gas sensors 216

PRODUCT INDEX

S. No Product

341 342 343 344 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370

Pg No

Gaskets 198 Gear couplings 220 Gear motors 12, 184 Gearboxes 12, 184 Geared & flexible couplings 12 Geared boxes 115 Geared head heavy-duty lathe machines197 Geared head medium-duty lathe machines 197 Geared motors 115, 243 Gears 12 General engineering plastics 204 Glide coating machines 254 Glide wheels 166 Goliath cranes 243 Goods lifts 88 Gravity die castings 203 Greases 188 Grill magnets 189 Grinding machines 95, 207 Grooved pins 218 Group marker holders 26 Gun drilling machines 8 Gun reaming machines 8 Haconan-free cables 51 Hair pin taping machines 221 Hallow shaft motors 208 Hand magnets 189 Hand racksaws 187 Handling system modules 81 Hannover Fairs-2011 96

S. No Product

371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 392 393 394 395 396 397 398

Pg No

Heat shrink tubings 45 Heat treatment salts 185, 191 Heating elements 222 Heavy-duty drill machines 120 Heavy-duty radial drill machines 120 Helical gear boxes 184 Heli-worm geared motors 131 High-carbon chrome 221 High-carbon steel balls 221 High-discharge pumps 205 High-efficiency standard motors flame proof motors 131 High-intensity rare earth magnetic separators 189 High-intensity roller type magnetic separators 189 High-precision ball bearing 161 High-precision turned parts 167 High-pressure jet clean equipment 199 High-pressure pumps 19, 205 High-pressure tubes 19 High-speed doors 25 High-speed precision centre lathes 75 HMIs 83 HMM technical guidelines 131 Hoist/crane-duty motors 208 Hold backs 196 Hole hammers & bits 237 Hole saws 187 Hooper magnets 183, 189 Horizontal boring & facing machines 202

S. No Product

Pg No

399 Horizontal CNC lathes 75 400 Horizontal CNC machines 18, bic 401 Horizontal machining centres 11, 18, Back inside cover 402 Horizontal machining centres 201 403 Hose clamps 201 404 Hoses & flexible tubing 157 405 Hospital equipment 199 406 Hot forging lubricants 188 407 Hot water generators 193 408 Humidity 212 409 Hump magnets 183, 189 410 Hydraulic centerless grinding machines 207 411 Hydraulic cylinders 194, 216 412 Hydraulic cylindrical grinders 198, 207 413 Hydraulic cylindrical grinding machines 207 414 Hydraulic dock levelers & shelters 25 415 Hydraulic forging hammers 190 416 Hydraulic hoses 233 417 Hydraulic internal grinding machines 207 418 Hydraulic jacks & pumps 217 419 Hydraulic manual pallet trucks 71 420 Hydraulic presses 190 421 Hydraulic pullers 217 422 Hydraulic seals 79 423 Hydraulic torque wrenches & pumps 217 424 Hydraulic/pneumatic power-operated hollow high-speed chucks 229 425 Hydraulics 69 426 Hydroforming 113 427 Hydro-fracturing equipment 237

S E P T E M B E R 2 0 1 1 | SEARCH - THE INDUSTRIAL SOURCEBOOK

237

PRODUCT INDEX

S. No Product

428 429 430 431 432 433 434 435 436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 453 454 455 456 457 458 459 460 461 462 463 464 465 466 467 468 469 470 471 472 473 474 475 476 477 478 479 480 481 482 483 484 485 486 487 488 489

Pg No

IC counterbalanced forklift 25 Imaging & vision systems 254 Inclinometers 59 In-cylinder sensors 59 Indirect air heaters 193 Induction motors 83 Inductive proximity switch 31, 212 Industrial automation 21 Industrial cable glands 188 Industrial connectors 51 Industrial control & sensing devices 7 Industrial coolers 101 Industrial cooling systems 203 Industrial cranes 135 Industrial electric power distribution systems 14 Industrial fans & blowers 217 Industrial fasteners 222 Industrial flooring 193 Industrial heating elements 222 Industrial ovens 193, 196 Industrial overhead doors 25 Industrial pins 218 Industrial shoes 65 Inline drum-type magnetic separators 189 Inline helical geared motors 131 Instrumentation & controls 29 Instrumentation made cables 51 Insulated boxes 220 Insulated doors 25 Intelligent automation & protection devices 202 Intelligent controlling & protection devices 202 Interface modules 26 Interlocking doors 25 Internal grinders 207 Internal grinding machines 207 Internal/external clamping collet chucks 229 International Engg & Manufacturing-2011 200 Inverter duty motors 131 Inverter/variable frequency drives 7 Inverters 105, 215, 241 IPTEX-2012 exhibition 226 Isolators 77 Jam weld exothermic weldings 231 Jib cranes 142, 243 Jigsaw & reciprocating 187 Joining 171 Jointing compounds 199 Joystick controllers 59 Junior hacksaw 187 Keyless transmission elements 196, 198 Kuman machine interface 105 Ladders 199 Large bearings 233 Large diameter welded pipes 185 Large helical & heli-bevel gearboxes 131 Large stroke power operated high speed chucks 229 Laser cutting machines 49 Laser systems 113 Lathe machines 213 Lathes 11, 197 Leak detectors 157, 216 LED lights 216

238

S. No Product

490 491 492 493 494 495 496 497 498 499 500 501 502 503 504 505 506 507 508 509 510 511 512 513 514 515 516 517 518 519 520 521 522 523 524 525 526 527 528 529 530 531 532 533 534 535 536 537 538 539 540 541 542 543 544 545 546 547 548 549 550 551 552 553 554 555

Pg No

LED obstruction lamps 206 LED signal tower lights 32-38 LEDs 31 Length counters 241 Level controllers 7 Lift trucks services 135 Lifting bails 237 Lifting magnets 183 Lifts & conveyor cables 51 Light lifting 135 Lightning arresters 231 Limit switches 32-38 Linear ball bushings 161 Linear motion 69 Linear position sensors 59 Linear potentiometers 59 Liquid paraffins 206 Liquid pumps 206 Load break switches 31 Load cell indicators 241 Loaders 91 Loading bay equipment 25 Locknuts 195 Looping machines 221 Lorry loaders 91 Low lift pallet trucks 25 Low pressure die castings 203 Low speed motors 208 Lubricants 157 Lubricating oils 191 LVDTs 59 Machine lamps 149 Machine tool accessories 153 Machining centres 202 Magnetic coolant separators 189 Magnetic float switches 229 Magnetic floor sweepers 189 Magnetic level gauges 229 Magnetic pulleys 183 Magnetic racks 183 Magnetic separators 220 Manual pallet trucks 25 Marine duty motors 208 Marker plotters 26 Markers 26 Marking solutions 151 Marpreset 87 Marsurf ld 120 roughness 87 Material handling containers 220 Material handling equipment 71, 243 MCBs 77 MCCBs 43, 234-236 Measurements 87 Measuring & monitoring relays 7 Measuring instruments 213 Mechanical seals 70 Metal cutting systems 19 Metal cutting tools 9 Metal treatment chemical 185, 191, 194 Metal working fluids 194 Meters 213 MGM brake motors 119 Micro PLCs 105 Micro switches 32-38 Milling centres 11 Milling-cum-drilling machines 67

SEARCH - THE INDUSTRIAL SOURCEBOOK | S E P T E M B E R 2 0 1 1

S. No Product

556 557 558 559 560 561 562 563 564 565 566 567 568 569 570 571 572 573 574 575 576 577 578 579 580 581 582 583 584 585 586 587 588 589 590 591 592 593 594 595 596 597 598 599 600 601 602 603 604 605 606 607 608 609 610 611 612 613 614 615 616 617 618 619

Pg No

Miniature ball bearings 161 Miniature modular systems 157 Modern Machine Shop-2012 exhibition 247 Modernisation 135 Modular PLCs 105 Moldings 198 Motion controls 7, 105 Motor protection circuit breakers 31 Motor testing systems 127 Motorised metering pumps 183 Motorised valves 196 Motorised vibratory feeders 189 Motorized boom barriers 25 Motors & drives 21 Motors Cover-on-cover, 55 Mounting brackets 26 Mounting rails 26 Multi-function meters 15 Multi-speed motors 131, 208 Multi-stage pumps 205 Needle roller bearings 161, 233 Non-ferrous castings 203 Non-ferrous metal components 218 Non-retrofit lamps 222 Non-reversible tapping chucks 205 Non-setting gaskets 199 Non-sparking tools 217 Non-standard mounting motors 208 Nut rotating sockets 217 Nut splitters 217 Nut-bolt screws & fasteners 208 Nut-bolt screws 222 OEM controllers 241 Office lighting 43; 234-236 Ohms meters 213 Oil coolers 201 Oil seals 212 Oil skimmers 186 Oil/coolant coolers 203 Online b2b marketplace 155, 249 O-rings 79 Other allied products 194 Overband magnetic separators 189 Overhead doors 25 Paint shop machines & equipment 254 Pallet stackers 25 Pallet trucks 166 Pallets 220 Panel air-conditioners 203 Panel coolers 201 Panels 213 Parallel shaft helical geared motors 131 Partition plates 26 PBEGL geared motors Cover-on-cover, 55 Pedestrian & rider-operated counter balanced pallet trucks 71 Pedestrian low lift pallet trucks 25 Pedestrian pallet stackers 25 Permanent magnet brakes & clutches 203 Permanent magnetic chucks 183 Permanent magnetic drum pulleys 189 Permanent magnetic drum-type separators 183 PET products 195 Phosphor bronze 192 Photo electric sensors 7

PRODUCT INDEX

S. No Product

620 621 622 623 624 625 626 627 628 629 630 631 632 633 634 635 636 637 638 639 640 641 642 643 644 645 646 647 648 649 650 651 652 653 654 655 656 657 658 659 660 661 662 663 664 665 666 667 668 669 670 671 672 673 674 675 676 677 678

Pg No

Photoelectric switches 212 Pick & move cranes 91 Pickling tanks 184 PID temperature controllers 241 Pillar drilling machines 120 Pilot lights 31 Pinch valves 219 Pins & sockets 167 Pipes & pipe fittings 133 Piston rods 194 Plasma cutting machines 169 Plate bending machines 49 Plate magnets 183, 189 Platforms 199 PLCs 7 Plotter accessories 26 Plug valves 214 Plugs & sockets 31 Plugs 195 Pneumatic & hydraulic accessories 175 Pneumatic impact wrenches 217 Pneumatic parts 167 Pneumatic/electrical torque wrenches 217 Pneumatics 69, 233 Pollution control equipment 165 Polyacetal 191 Polyproplene tanks 184 Polypropylene 191 Polyurethane 191 Power & energy monitors 15 Power cables 106 Power controllers 16 Power magnets 183 Power monitors 15 Power operated eccentrically compensated chucks 229 Power operated high-speed big bore chucks 229 Power rack saw blades 187 Power transmission chains and sprockets 147 PP FRP tanks 218 Precision rolling bearings 233 Precision switches 31 Precision universal cylindrical machines 207 Press technology 171 Pressure filters 165 Pressure jet burners 214 Pressure sensors & indicators 127 Pre-treatment systems 254 Printing gearboxes 219 Process automation & control equipment 81 Process cranes 135 Process equipment mechanical seals 70 Profiles 198 Programmable logic controllers 7 Programmable terminals 7 Protective conduit systems 51 Protective covers 26 Proximity sensors 7, 32-38 PTFE 219 PTFE/silicone/moly/graphite greases 194

S. No Product

679 680 681 682 683 684 685 686 687 688 689 690 691 692 693 694 695 696 697 698 699 700 701 702 703 704 705 706 707 708 709 710 711 712 713 714 715 716 717 718 719 720 721 722 723 724 725 726 727 728 729 730 731 732 733 734 735 736 737

Pg No

PTFE/Teflon bellows 222 PTFE/Teflon 191 Pull studs 174 Pullers 217 Pump seals 70 Pump testing units 237 Pumps 41, 107, 205, 206, 251 Back inside cover Punch presses 213 Push buttons 31 PVC flap & strip doors 25 PVC flexible braided hoses 175 Quick connects 157 Quick-change tapping chucks & tap adaptors 153 Raceways 193 Radial drilling machines 67, 120 Radiator coolants 186 Rapid flexible doors 25 Rapid roll-up doors 25 RCCBs 77 Reach trucks 25 Reamers 174 Reaming & tapping machines 153 Rear cylinder press brakes 196 Reciprocated oil-free compressors 75 Reciprocating lubricated compressors 75 Rectangular & square hollow sections 194 Rectifiers 215 Reductions 195 Refurbished water well drill rigs 237 Regulators 157 Reliable flooring 193 Reverse circulation 237 Reversible tapping attachments 153 RFIDs 7 Robotic arms 192 Robotic cables 51 Roller-type magnetic separators 189 Roots blowers 251 Rotameters 229 Rotary drill rigs 237 Rotary gear pumps 220 Rotary position sensors 59 Rotary potentiometers 59 Rotary rock roller bits 237 Rotary shaft seals 79 Rotary switches 31 Rotary 11 Rubber products 212 Rust preventives 185, 191 Safe earthing electrodes 231 Safety & security systems 216 Safety light curtains 7 Safety protection devices 31 Safety shoes 65 Saw blades 187 SCADA & DCS implementation 254 Scanners 241 Scissor lifts 25 SCR power controllers 16

S. No Product

738 739 740 741 742 743 744 745 746 747 748 749 750 751 752 753 754 755 756 757 758 759 760 761 762 763 764 765 766 767 768 769 770 771 772 773 774 775 776 777 778 779 780 781 782 783 784 785 786 787 788 789 790 791 792 793 794 795 796 797

Screw presses 190 Scroll type oil-free compressors 75 Scrubber systems 218 Sealants 157 Sealing systems 194 Seals 212, 233 Seamless pipes 185 Sectional overhead doors 25 Sections 198 Security systems 93 Self-opening die-heads 153 Semi gantry cranes 142 Sensors 216 Separator plates 26 Servo motors 83 Sheet metal forming 113 Sheets 198 Shipyard cranes 135 Shot blasting machines 185 Shunts 213 Side holding plates 26 Side lock adapters 174 Siemens motors Cover-on-cover, 55 Signal conditioners 59 Silicon rubber sleeves 198 Singe saw carbides 187 Single & multiple precision switches 31 Single limit switches 31 Slipring crane-duty motors Cover-on-cover 55 Smart turn electronic lathes 75 SNU worm gears 12 Sockets & switches 26 Soft starters & digital starters 16 Soft starters 184 Solderless terminals 45 Solid carbide drills & mills 9 Solid carbide reamers 9 Solid carbide special drills & mills 9 Solid carbide special reamers 9 Spare parts 19 Special application motors 131 Special refrigeration equipment 203 Special tools 174, 237 Special-purpose machines 8 Specialty oils 194 Spherical bearings 161 Spiral cables 51 Spiral-cum-helical gearboxes 12 SPMs 8 Sponge products 198 Spray guns 191, 211 Spring dowel pins 218 Spring testers 127 Squares 198 Squeezing rolls Front gatefold SS high-precision components 167 SSM nuts 153 Stabilisers 237 Stackers 202 Stainless steel pipes 185

CRACK THE BEST ENGINEERING DEALS! 240

SEARCH - THE INDUSTRIAL SOURCEBOOK | S E P T E M B E R 2 0 1 1

Pg No

PRODUCT INDEX

S. No Product

798 799 800 801 802 803 804 805 806 807 808 809 810 811 812 813 814 815 816 817 818 819 820 821 822 823 824 825 826 827 828 829 830 831 832 833 834 835 836 837 838 839 840 841 842 843 844 845 846 847 848 849 850 851 852 853 854 855 856 857 858

Pg No

Stainless steels 221 Steam boilers 193 Steam engineering 145 Steel balls 221 Steel tubes 194 Stepper motor controllers 208 Strips 198 Super finishing films 187 Surface aerators 165 Suspension magnets 189 Switchboard meters 213 Switches 43, 77, 234-236 Switchgears 21 Switching relays 7 Synthetic greases & oils 194 Synthetic lubricants 190 Tail lifts 25 Tanks 184 Taper pins 218 Telescopic doors 25 Temperature controllers 7 Temperature 212 Temperature-resistant cables 51 Tensile testing systems 127 Tensioner nuts 196 Terminal blocks 26 Testers 213 Textile & yarn trolleys 199 Textile loom motors 208 Thermal imaging cameras 219 Thermic fluid heaters 193 Thermic fluids 188 Thread lubricants 189 Three-phase voltage protection relay 202 TIG air-cooled 169 TIG torches 169 Tilt sensors 59 Timers 7, 241 Timing pulley drives 221 Tipped tools 187 Tool presetters 87 Tool presetting 87 Tools 174 Torch coolants 211 Toroidal winding machines 221 Torque motors 131, 208 Torque tool testers 127 Torque 127 Total data management 87 Tower cranes 91 Track rollers 196 Transformers 213, 215 Transmitters 241 Transparent sleeves 198 Transparent tubes 198 Trap magnets 189 Tray dryers 193 Tricover gaskets 198 Trolley wheels & casters 199 Trolleys 166 Tubes 185, 237

S. No Product

859 860 861 862 863 864 865 866 867 868 869 870 871 872 873 874 875 876 877 878 879 880 881 882 883 884 885 886 887 888 889 890 891 892 893 894 895 896 897 898 899 900 901 902 903 904 905 906 907 908 909 910 911 912 913 914 915 916 917

Pg No

Tubing accessories 81 Tubings & tube accessories 157 Turkkit strips & sheets 219 Turned components 167 Turning centres 75 Turret mills 75 Turret punch press 49, 213 Twist drills 174 UHMW-PE products 191 Under slung cranes 142 Universal quick-change chucks & adaptors 153 Universal radial drilling machines 197 Universal welding gauges 217 UPS systems 215 Used CNC turret punch presses 213 U-tubes 185 Vacuum booster pumps 251 Vacuum cleaners 93 Vacuum systems 251 Valve position transducers 59 Valve terminals 81 Valves 81, 157 Variable frequency drives 16 Variacs 215 Ventilators 225 Vertical machining centres 11, 48 Vertical order pickers 25 Vibrating motor 189 Vibrating reeds 213 Vibrating screen machines 189 Vibratory bowl feeders 184 Vibratory bowls 189 Vices 191, 211 Vision sensors 7 Voltage stabilisers 215 Washers 198, 218 Water chillers 203 Water exhibition 225 Water purifiers 93 Water well drill rigs 237 Waterjet cutting systems 19 Waterjet cutting Front gatefold Welded pipes 185 Welding equipment 191, 211 Welding machines 169 Welding systems 157 Wheel assemblies 184 Wheel barrows 166 Wheels 166 Wide voltage fluctuation motors 208 Winches 88 Wind mill gearboxes 12 Wire connectors 45 Wire rope drums 184 Wires 106 Wiring channels 222 Work holding technology 215 Worm gears 12 Yield testing units 237

S. No Product

INTERNATIONAL PRODUCTS S. No Product

Pg No

918 Alarms

195

919 Analogue modules

SEARCH - THE INDUSTRIAL SOURCEBOOK | S E P T E M B E R 2 0 1 1

920 Blood glucose monitoring sytems

230

921 Broken bulb removers

232

922 Condition monitoring systems

224

923 Cooling systems

195

924 Data acquisition systems

925 Data management solutions

926 Data station plus

927 Detectors

195

928 Dewpoint meters

195

929 Differential pressure gauges

230

930 Digital modules

931 Digital panel meters

195

932 Drain cleaning machines

224

933 Dual line meters

934 Fieldbus system modules

230

935 Heating

195

936 Heatless regenerative desiccant dryers

232

937 Industrial networking kits

229

938 Infrared detectors

232

939 Laser direct structuring materials

182

940 Light beam switches

224

941 Motion control products & automation solutions

942 Multi-axis dispensing systems

232

943 NC rotary tables

232

944 Operator interface 945 Panel meters

17 17

946 Photovoltaic testers

225

947 Plug connectors

229

948 Protocol conversion 949 Safety equipment 950 Screw compressors 951 Sensors 952 Signal conditioning

17 195 47 195, 230 17

953 Software development kits

224

954 Streak cameras

224

955 Temperature & humidity transmitters 195 956 Temperature transmitters

195

957 Transmitters

195

958 UPS systems

231

959 VisionPro software

182

960 Waterproof cameras

231

CRACK THE BEST ENGINEERING DEALS! 242

Pg No

ENGINEERING EXPO - PRODUCT INDEX

S. No Product

E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16 E17 E18 E19 E20 E21 E22 E23 E24 E25 E26 E27 E28 E29 E30 E31 E32 E33 E34 E35 E36 E37 E38 E39 E40 E41 E42 E43 E44 E45 E46 E47 E48 E49 E50 E51 E52 E53 E54 E55 E56 E57 E58 E59 E60 E61 E62 E63 E64 E65 E66 E67 E68 E69 E70 E71 E72 E73 E74 E75 E76

244

Pg No

Actuators 180 Aerial work platforms 180 Aerosols 179 Air compressors & project engineering 178 Air coolers 179 Aluminium profiles 178 Anti-seize compounds 179 Armatures 180 Artificial intelligence 179 Assembly lines 178 Automatic buffing machines 179 Automatic strapping machines & shrink packaging machines 178 Automation technology 180 Axle stands 181 Bandsaw machines 180 Battery stackers 181 Bio-degradable degreasers 179 Blowers 178, 180 Boaring machines 180 BOPP tapes 178 Bow shackles 181 Brass anchors 180 Brass inserts 180 Brushes 180 Buffing machines 179 Bus technology & I/O systems 180 CAD products & services 178 Cargo lashings 181 Chain pulley blocks 181 Chain slings 181 Circular saws 178, 180 Cleaning equipment 179 CNC lathe machines 178 CNC lathes 181 CNC lathes accessories 181 CNC machines 178, 179, 180 CNC plasma cutting 178 CNC press brakes 180 Coated abrassive flap wheels 180 Components 178 Computer vision 179 Controllers 180 Conventional lathe accessories 181 Conveyors 178 Coventional lathes 181 Custom formulations 179 Cutoff machines 180 Cutters 178 Data acquisition 180 Data loggers 179 DC brushless fans 178 Deburring machines 179 Destructive holograms 180 Developing solutions for industrial & military applications 179 Diamond cutting & processing systems 181 Diamond films & belts 179 Drill machines 178 Drills 178, 180 Drum carriers 180, 181 Drum lifters & tilters 180, 181 Drum transporters 180, 181 D-shackles 181 Electrical panels 179 Energy management software 180 Engine stands 181 Eye bolts 181 Eye hooks 181 Fingerprint biometric attendance devices 178 Flexible chain conveyors 178 Floor cleaning machines 179 Gold purity (XRF) systems 181 Grinders 178, 180 Hand & electric pallet trucks 181 Hand deburring tools 180 Hanger-type shot blasting machines 181 Hanger-type Y-conveyor shot blasting machines 181

S. No Product

E77 E78 E79 E80 E81 E82 E83 E84 E85 E86 E87 E88 E89 E90 E91 E92 E93 E94 E95 E96 E97 E98 E99 E100 E101 E102 E103 E104 E105 E106 E107 E108 E109 E110 E111 E112 E113 E114 E115 E116 E117 E118 E119 E120 E121 E122 E123 E124 E125 E126 E127 E128 E129 E130 E131 E132 E133 E134 E135 E136 E137 E138 E139 E140 E141 E142 E143 E144 E145 E146 E147 E148 E149 E150 E151 E152 E153 E154

Pg No

Heat guns 178 Heat tracing 179 Heavy engineering steel fabrication 181 High-pressurejet cleaners 179 Holograms 180 Holographics security tapes 180 Horizontal machining centres 178, 179 Hot & cold insulation contactors 179 Hot stamping foils 180 Hydraulic floor cranes 181 Hydraulic jacking beams 181 Hydraulic jacks 181 Hydraulic lifting equipment 181 Hydraulic lifts 181 Hydraulic manual & electric pallet trucks 180 Hydraulic manual & electric stackers 180 Hydraulic multi-purpose toolkits 181 Hydraulic press brakes 180 Hydraulic scissor trucks 181 Hydraulic spring dismantlers 181 Hydraulic workshop presses 181 Indicators 180 Industrial automation 178 Industrial order pickers 180 Industrial products 179 Industrial sweepers 179 Jet pallet trucks 181 Jigsaw attachments 179 Joining elements 178 KH-Instagram 180 Laser cutting systems 181 Laser marking & engraving systems 181 Laser welding systems 181 Lathe machines 178, 180 Lawn mowers 178 Lifting tackles 181 Light engineering components 181 LPG cylinder machines 181 Machine building accessories 178 Machine vision & related technologies 179 Machinery components 180 Magnetic drill stands 180 Maintenance platforms 181 Maintenance scissor lifting machines 180 Manuals accessories 179 Manuals ISM 179 Material handling equipment 181 Material handling items 181 Material handling products 180 Mechanised industrial cleaning 179 Metal cutting solutions 179 Metal treatment chemicals 179 Metal working fluids 179 Milling machines 178, 180 Multi-doop controllers 180 Multi-function units 180 Networking products 178 Nibbling cutting attachments & machines 179 Packaging machines 178 Packaging materials 178 Packing holograms 180 Pallet stretch films 178 Panel meters 180 Pins for earth-moving equipment 180 Pipe & bar cutting machine 179 Pipe chamfering machines 179 Pipe cutting machines 179 Pipe notching machines 179 Pipes & joints 178 Planers 178, 180 Planner milling machines 180 Plate bending machines 180 Plate lifting clamps 181 Plung routers 178 Pneumatic tools 180 Polishers 180 Polyester webbings 181 Polyolefin shrink films 178

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S. No Product

E155 E156 E157 E158 E159 E160 E161 E162 E163 E164 E165 E166 E167 E168 E169 E170 E171 E172 E173 E174 E175 E176 E177 E178 E179 E180 E181 E182 E183 E184 E185 E186 E187 E188 E189 E190 E191 E192 E193 E194 E195 E196 E197 E198 E199 E200 E201 E202 E203 E204 E205 E206 E207 E208 E209 E210 E211 E212 E213 E214 E215 E216 E217 E218 E219 E220 E221 E222 E223 E224 E225 E226 E227 E228 E229 E230 E231 E232

Pg No

Portable auto lifts 181 Portable blast shot blasting machines 181 Portable hydraulic equipment 181 Portable meters 180 Power & soundproof acoustics 179 Power management solutions 178 Power tools 178, 180, 181 PP & PET strapping machines 178 Precision automotive components 181 Precision components 181 Press brake machines 178 Pressure blast shot blasting machines 181 Pressure washers 178 Pre-stretch films 178 PTFE/silicone/moly/graphite greases 179 Pulling lifting machines 181 PVC cling films 178 Radial drill machines 178 Ratchet lashings 181 Ratchet liver hoists 181 Recorders 180 Robotics 179 Roll & cylinder superfinishing machines 179 Roller seats 181 Round endless slings 181 Routers 180 Sanders 178, 180 Scissor lifting tables 181 Sensors 180 Shearing machines 178, 180 Sheet metal machines 178 Short manuals software 179 Shot blasting machines 180 Slings 181 Slotting machines 178 Soft honing tools 180 Software 178 Solar cell scribing systems 181 Solar equipment 179 Speciality oils 179 Spinner hangers 180 Steel creepers 181 Storage systems 178, 181 Stretch wrap systems 178 Super blast shot blasting machines 181 Super blast shot blasting machines 181 Surface grinders 178, 180 Switching power supplies 178 Synthetic greases & oils 179 Tailor-made shopfloor material handling equipment 180 Tamper-evident holograms 180 Tele control engineering 180 Teraspindles for fine engraving 179 Test controllers 179 Thyristor power controllers 180 Toolroom machines 178 Trading & machine shop 181 Transmitters 180 Transparent holograms 180 Trolley jacks 181 Truck-mounted road sweepers 179 Tube polishing machines 179 Tumblast airless shot blasting machines 181 Turn buckles 181 Turning/turnmill centres 179 Ultra-compact scrubbers 179 Vertical machining centres 178, 179 Visual displays 178 VTLs 180 Welding & cutting equipment 179 Welding machines 178 Wet & dry vacuum cleaners 179 Wire rope clamps 181 Wire rope slings 181 Wire ropes 181 Woodworking machines 178 Workshop machines & accessories 178 Worktables 178

Product Inquiry Card

EASY STEPS TO GET PRODUCT INFO

Product Sourcing Just Got Simpler

1 See the index page in this issue. Every product carries a number. 2 Choose products of your choice from the list. 3 Write their serial numbers (as per the index page) of your chosen product/s one-by-one in the boxes. 4 Fill in your complete contact details. 5 Send it to us at the address printed overleaf.

-1 TIPIN THE BDOUXCETS

UR O L FIL TH PR OF YO D WI ER/S E S N ND MB NU OICE A CH

-2 TIP SE ENSUILRLEIN Name:___________________________________________________Designation:_________________________________________ Company:_______________________________________________________________________________________________

F A PLE T YOU ETAILS THA THE D RED ALL REQUI

Address:_______________________________________________________________________________________________

Tel:________________________________________Mob:_______________________________Fax:_________________________ Email:__________________________________________________Web:_______________________________________________

09/2011

City:_________________________________________Pin:_______________________State:__________________________

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ADVERTISERS’ LIST

To know more about the advertisers in this magazine, refer to our ‘Advertisers’ List’ or write to us at search@infomedia18.in or call us on +91-22-3003 4640 or fax us at +91-22-3003 4499 and we will send your enquiries to the advertisers directly to help you source better

Advertisers’ Name & Contact Details

Pg No

A C Humidification Engineers Pvt Ltd T: +91-09811058947 E: ggm@humiair.com W: www.humiair.co.in

123

ABC Industrial Products T: +91-22-28470806 E: abc@precibolts.com W: www.zip-india.com

222

Accurate Electro Industries T: +91-20-30781161 E: accurateelectro@vsnl.net W: www.accurateelectro.com

221

Action Construction Equipments Ltd T: +91-11-40549900 E: marketing@ace-cranes.com W: www.ace-cranes.com

Aerotherm Systems Pvt Ltd T: +91-79-25890158 E: contact@aerothermsystems.com W: www.aerothermsystems.com

193

Alliance Engineering T: +91-22-24112461 E: allenco@vsnl.com W: www.allflexcouplings.com

220

Amsak Cranes Private Limited T: +91-44-26273486 E: sales@amsakcranes.com W: www.amsakcranes.com

Arvind Anticor Ltd T: +91-79-25894692 E: arvindanticor@hotmail.com W: www.picklingplant.com

184

Ashok Industry T: +91-22-61504150 E: sales@ashokindustry.com W: www.ashokindustry.com

191

Looking for a Speciﬁc Product? We will ﬁnd the product for you. Just type SRCH (space) Name of the Product and send it to 51818 eg. SRCH (space) Pump and send it to 51818.

Advertisers’ Name & Contact Details

Pg No

Atlas Copco (India) Ltd T: +91-20-30722222 E: marcom@in.atlascopco.com W: www.atlascopco.com

.FIC

Autotronic Enterprise Co.,Ltd. T: +886-2-2223-5889 E: claire_chang@aecl.com.tw W: www.aecl.com.tw

195

Avcon Controls Pvt Ltd T: +91-22-61504150 E: sales@ashokindustry.com W: www.ashokindustry.com

185

Ballkings T: +91-161-2534501 E: ballkings@ballkings.com

221

Bhagirath Heavy Transmission T: +91-11-32222661 E: bht_india1998@yahoo.co.in

184

Advertisers’ Name & Contact Details

Pg No

E: sales@classicpolymers.co.in W: www.classicpolymers.com CNP Pumps India Pvt Ltd T: +91-22-25818400 E: sales@nanfangpumps.com W: www.nanfangpumps.com

Coatec India T: +91-172-5063436 E: info@coatecindia.com W: www.coatecindia.com

254

Confederation Of Indian Industry T: +91-33-22428196 E: tarun.tapadar@cii.in W: www.bizbridgeexpo.com

200

Connectwell Industries Pvt Ltd T: +91-251-2870636 E: connect@connectwell.com W: www.connectwell.com

Bharat Bijlee Ltd T: +91-22-24306237 E: vishwajyoti.vengurlekar@bharatbijlee.com W: www.bharatbijlee.com

Cristal Instruments T: +91-22-25693893 E: cristalinstruments@vsnl.net W: www.cristalinstruments.com

229

Boge Compressed Air System T: +91-44-43009610 E: s.sriram@boge.com W: www.boge.in

Daihen Corporation T: +91-124-4300821 E: hemant@otc.co.th W: www.otcdaihenasia.com

169

Bosch Rexroth (India) Limited W: www.boschrexroth.co.in

Bry Air (Asia) Pvt Ltd T: +91-11-23906777 E: bryairmarketing@pahwa.com W: www.bryair.com

207

Danfoss Indus Pvt Ltd T: +91-44-66501555 E: danfoss.india@danfoss.com W: www.danfoss.com

107

Buildcon Consultants Pvt Ltd T: +91-141-4012629 E: sales@buildcon.in W: www.buildcon.in

193

Darling Pumps Pvt Ltd T: +91-731-2720558 E: darlingin@satyam.net.in W: www.darlingpump.com Dolphin Automation T: +91-120-2341784 E: dol_kamal@rediffmail.com W: www.dolphinautomation.com

212

Dr. Dinesh & Ramesh Engr. Pvt Ltd T: +91-79-25893704 E: hpatel@drecasting.com W: www.drecasting.com

203

East India Bearing Co T: +91-22-40939200 E: mumbai@eibc.in W: www.eibc.in

233

C&S Electric Ltd. T: +91-11-30887520-29 W: www.cselectric.co.in

Cenlub Systems T: +91-129-4113771 E: sales@cenlub.com W: www.cenlub.com

Chennai Clamp Tech Designer Pvt Ltd T: +91-44-23821493 E: ccdchuck@gmail.com W: www.ccdchuck.co.in

229

CICB Compressor Pvt Ltd T: +91-80-23491227 E: info@fscurtis.in W: www.fscurtis.in

111

Classic Polymers & Resins T: +91-22-24465251

191

Elecon Engineering Company Limited T: +91-2692-236469 E: infogear@elecon.com W: www.elecon.com

Electronica Hitech Machines Pvt Ltd-Metal Cutting T: +91-20-30435400 E: marketing@electronicahitech.com W: www.electronicahitech.com

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Advertisers’ Name & Contact Details

Electronica Hitech Machines Pvt Ltd-Metal Forming T: +91-20-30435400 E: marketing@electronicahitech.com W: www.electronicahitech.com Empire Cable Industries Pvt Ltd T: +91-11-23874632 E: empirecables@yahoo.co.in W: www.empirecables.com Engineering Expo T: +91-9819552270 E: engexpo@infomedia18.in W: www.engg-expo.com

Pg No

GE Energy T: +43 5244 600-0 E: jenbacher.info@ge.com W: www.gejenbacher.com

141

106

Geissel India Pvt Ltd T: +91-20-22922125 E: info@geissel-india.com W: www.geissel.com

195

Gem Equipments Ltd T: +91-422-3267800 E: sales@gemindia.com W: www.gemindia.com

101

Goliya Electricals Pvt Ltd T: +91-22-24120456 E: geplmumbai@mtnl.net.in W: www.goliya.com

213

Grundfos Pumps India Pvt Ltd T: +91-44-24966800 E: salesindia@grundfos.com W: www.grundfos.in

.BC

Haas Automation India Pvt Ltd T: +91-20-32935433 E: sales@haasindia.com W: www.HaasCNC.com

Hannover Milano Fairs India Pvt Ltd T: +91-22-40050681 E: info@hmf-india.com W: www.hmf-india.com

159, 178-181, 244

Equifit Technoart T: +91-79-25840062 E: etlubes@gmail.com W: www.equifitlubricants.com

194

Eureka Forbes Limited T: +91-80-30251500 E: fandb@eurekaforbes.com W: www.eurekaforbes.com

Everest Blower Systems T: +91-11-45457777 E: info@everestblowers.com W: www.everestblowers.com

251

Festo Controls Ltd T: +91-80-22894100 E: info_in@festo.com W: www.festo.com

Advertisers’ Name & Contact Details

Havells India Ltd. T: +1800-11-0303;011-41660303 E: marketing@havells.com W: www.havells.com

43, 234-236

Flir Systems India Pvt Ltd T: +91-11-4560 3555 E: manpreet.kaur@flir.com.hk W: www.flir.com

219

Forbes Marshall Pvt Ltd T: +91-20-27145595 E: bgaikwad@forbesmarshall.com W: www.forbesmarshall.com

145

Freeze Tech Equipments Pvt Ltd T: +91-44-42152387 E: info@freezetechequip.com W: www.freezetechequip.com

201

Hensel Electric India Pvt. Ltd. T: +91-44-24541669 E: henselelectric@vsnl.com W: www.hensel-electric.de

G L Brothers T: +91-22-66047000 E: info@pilotindia.com W: www.pilotindia.com

191

Hi-Fab Engineers Pvt Ltd T: +91-22-40766555 E: info@hi-fab.com W: www.hi-fab.com

Hindustan Motor Mfg Co T: +91-22-42500500 E: sales@hindmotors.com W: www.hindmotors.com

131

Hi-Tech Robotic Systemz Ltd T: +91-124-4715100 E: marketing@hitechroboticsystemz.com W: www.hitechroboticsystemz.com

223

G W Precision Tools India Pvt Ltd T: +91-80-40431252 E: info@gwindia.in W: www.gwindia.in Gandhi Automations Pvt Ltd T: +91-22-66720200 E: sales@geapl.co.in W: www.geapl.co.in

Heidelberg Prominent Fluid Controls T: +91-80-23578872 E: prominent@hpfcindia.com W: www.prominentindia.com

Advertisers’ Name & Contact Details

Pg No

Hummel Connector Systems Pvt Ltd T: +91-11-4300752123 E: info.in@hummel.com W: www.hummel.com

188

Igus India Pvt Ltd T: +91-80-39127800 E: info@igus.in W: www.igus.in

IMI Machine Tools Pvt Ltd T: +91-2764-233983 E: imi@imitoolsindia.com W: www.imitoolsindia.com

153

IMTMA T: +91-80-66246600 E: augustin@imtma.in W: www.imtma.in

253

IndiaMART InterMESH Limited T: +1800-200-4444 / 91-120-3911000 E: pr@indiamart.com W: www.indiamart.com

155, 249

Indian Machine Tool Mfg. Association T: +91-80-66246600 E: info@imtma.in W: www.mmsinfo.in

247

Inter Ads - Brooks Exhibitions Pvt Ltd T: +91-9810042500 E: sunil-chhibber@interadsindia.com W: www.india.aquatechtrade.com

225

ITL Industries T: +91-731-2722372 E: info@itl.co.in W: www.itl.co.in

211

J J Gandhi Chemicals Pvt Ltd T: +91-22-40972525

199

183 Jaibalaji Control Gears Pvt. Ltd., T: +91-44-26251279 E: dchandramohan@jaibalaji.firm.in W: www.jaibalaji.firm.in

32-38

Jaykrishna Magnetics Pvt Ltd T: +91-79-22970452 E: info@jkmagnetics.com W: www.magneticequipments.com

189

JCR Drillsol Pvt. Limited T: +91-80-28390165 E: vinod@jcrdrillsol.com W: www.jcrdrillsol.com

237

Jeltron Systems (India) Pvt.Ltd. T: +91-40-23401159, 23402586 E: info@jeltron.com W: www.jeltron.com

JMV Earthing Equipment Pvt Ltd T: +91-120-2546477 E: info@jmv.co.in W: www.jmvearthingelectrode.com

231

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249

ADVERTISERS’ LIST

Advertisers’ Name & Contact Details

Pg No

Jyoti CNC Automation Pvt. Ltd. T: +91-2827-287081 E: info@jyoti.co.in W: www.jyoti.co.in

.BIC

K2 Cranes & Components Pvt. Ltd T: +91-44-42022895 E: gm@k2cranes.com W: www.k2cranes.com

142

Karcher Cleaning Systems Pvt Ltd T: +91-120-4661800 E: info@karcher.in W: www.karcher.in Karolin Machine Tool Pvt Ltd T: +91-22-28572494 E: info@kmt-waterjet.com W: www.kmt-waterjet.com

Advertisers’ Name & Contact Details

Pg No

E: info@markspryor.com W: www.markspryor.com Metalmech Engineering T: +91-288-2566335 E: mail@metalmecheng.biz W: www.metalmecheng.com

167

204

239

Metalon Marketing T: +91-11-32970291 E: info@metalonmarketingdelhi.com W: www.metalonmarketingdelhi.com

119

MGM-Varvel Power Transmission (P) Ltd T: +91-44-64627008 E: ravik@mgmvarvelindia.com W: www.mgmvarvelindia.com

187

Kaycee Perfect Systems T: +91-22-65933933 E: krishnavk@netscape.net W: www.kayceeperfect.com

215

Mipox T: +91-80-65830898 E: rag-rao@mipox.co.jp W: www.mipoxindia.com

105

Klipco Pvt Ltd T: +91-22-28684221 E: klipco@mtnl.net.in W: www.klipcohoseclamps.com

201

Mitsubishi Electric Asia Pte. Ltd. T: +91-124-4630300 E: marketing@mspl.messung.com W: www.messung.com

189

MMI India Pvt Ltd T: +91-22-42554700 E: bhupinder.singh@mmi-india.in W: www.mmi-india.in

128

Knowell International Pvt Ltd T: +91-33-22304627 E: hktrading@vsnl.com W: www.knowell.co.in Konark Metal Industries T: +91-22-66109373 E: konarkmetal@yahoo.co.in W: www.konarkmetalindustries.com

133

Multispan Instruments Co T: +91-79-22770865 E: marketing@multispanindia.com W: www.multispanindia.com

Konecranes India Pvt Ltd T: +91-20-40047470 E: india.sales@konecranes.com W: www.konecranes.com

135

National Motor Mfg Co T: +91-22-28570673 E: nationalmotor1@indiatimes.com W: www.natinamotors.net

Lapp India Pvt Ltd T: +91-80-7826000 E: sales@lappindia.com W: www.lappgroup.com

Liberty Shoes Ltd T: +91-1748-251120 E: warriors@libertyshoes.com W: www.libertyshoes.com

Macpower Cnc Machines Pvt Ltd T: +91-2827-287930 E: sales@macpowercnc.com W: www.macpowercnc.com

Macro Tech Equipment Pvt Ltd T: +91-33-24666261 E: info@macrotechcal.com W: www.macrotechcal.com

Mahr Metrology India (P) Ltd. T: +91-44-42170531 E: r.ganesan@mahr.com W: www.mahr.com Marks Pryor Marketing Technology T: +91-20-66743300

151

NI Systems India Pvt Ltd T: +91-80-41190000 E: ni.india@ni.com W: www.ni.com NIA Controls T: +91-22-26736864 E: niacontrols@rediffmail.com W: www.tscindia.com Ningbo Xinda Screw Compressor Co., Ltd T: +86-574-8833-6868 E: inquiry@xindaworld.com W: www.augustcompressor.com

Advertisers’ Name & Contact Details

Omron Automation Pvt. Ltd. T: +91-80-40726400 E: in_enquiry@ap.omron.com W: www.omron-ap.com

Pg No

P Parmar Machine Tools T: +91-278-2447409 E: info@parmardrill.com W: www.parmardrill.com

120

Patels Airflow Ltd T: +91-79-40200800 E: info@steeltubeindia.com W: www.steeltubeinida.com

217

Pilot Pneumatics Pvt Ltd T: +91-22-66047000 E: info@pilotindia.com W: www.pilotindia.com

211

Pitroda Utility Industries T: +91-2752-243795 E: response@pitrodautilityindia.com W: www.pitrodautilityindia.com

207

Polutech Limited T: +91-44-25306669 E: sales@polutech.murugappa.com W: www.polutech.com

165

241

Precihole Machine Tools Pvt Ltd T: +91-22-25836780 E: info@precihole.co.in W: www.precihole.co.in

208

Prem Brothers T: +91-11-28117456 E: powermaster59@gmail.com W: www.powermaster-india.com

196

NMTG Mechtrans Techniques Pvt Ltd. T: +91-79-22821527 E: nmtg@nmtgindia.com W: www.nmtgindia.com

196

Novatek Electro India Pvt Ltd T: +91-11-43089550 E: india.sales@novatek-electro.com W: www.novatek-electro.com/en

202

Oil Seals Mfg Co Pvt Ltd T: +91-22-22047943 E: omcoseal@rediffmail.com

212

Premium Transmission Ltd T: +91-20-66314100 W: www.premiumtransmission.com

115

Prism Control Gear Pvt Ltd T: +91-22-28761387 E: prism@lpgsafety.com W: www.lgsafety.com

216

R K Engineering Co T: +91-22-22671141 E: rkeng@vsnl.net W: www.rkengineerings.com

218

Rajamane Industries Pvt Ltd T: +91-80-43659000 E: coolantpump@rajamane.com W: www.rajamane.com

205

Red Lion Controls T: +91-09879540503 W: www.redlion.net/pax2a

Renu Electronics Pvt Ltd T: +91-20-27292840 E: info@renuelectronics.com W: www.renuelectronics.com

124

Rexello Castors Pvt Ltd T: +91-22-40917777 E: rexello@vsnl.com W: www.rexellocastors.com

166

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Pg No

Rightvision (India) Pvt. Ltd. T: +91-120-4261026 E: lasco@rightvision.biz W: www.rightvision.biz

190

Robin Precision Products Pvt Ltd. T: +91-2827-287631 E: info@bloodtools.com W: www.bloodtools.com

174

Samson Extrusions Pvt Ltd T: +91-22-23422238 E: samson7@vsnl.com W: www.samson-grp.com

175

Satyabhumi Machine Tools T: +91-278-2438241 E: pmwbvn@dataone.in W: www.prakashmachines.co.in Schuler India Pvt Ltd T: +91-22-66800300 E: info@schulerindia.com W: www.schulergroup.com Selec Controls Pvt Ltd T: +91-22-40394200 E: sales@selec.com W: www.selec.com Shende Sales Corporation T: +91-20-24488005 E: shende@shendesales.com W: www.shendesales.com

113

219

Advertisers’ Name & Contact Details

Spareage Seals Ltd T: +91-22-25800972 E: sales@spareage.com W: www.spareage.com

Pg No

Spares & Components Co T: +91-22-28831051 E: info@spco.in W: www.spco.in

161

Sreelakshmi Traders T: +91-44-24343343 E: sreelakshmitraders@gmail.com W: www.sreelakshmitraders.com

225

TIDC India T: +91-44-42235509 E: industrialchains@tii.murugappa.com W: www.tidcindia.in

147

Tox Pressotehnik India Pvt Ltd T: +91-20-66538300 E: RNamboodiri@tox-in.com W: www.tox-de.com

171

Trident Precision International T: +91-11-41425326 E: trident.sales@tridenthydraulics.com W: www.trident-precision.com

194

121

Trident Products Pvt Ltd T: +91-124-4300626 E: trident.sales@tridenthydraulics.com

216

Trident Tools Pvt Ltd T: +91-22-28847191 E: abhay@maqicut.net W: www.magicut.net

187

Tristar (torc star bolting tools pvt. Ltd) T: +91-22-25887449 E: info@tristarbolting.com W: www.tristarbolting.com

217

Sumitron Exports Pvt Ltd. T: +91-11-41410631 E: sumitron@vsnl.com W: www.sumitron.com

198

Shree Shiddivinayak Industries T: +91-22-28458372 E: minivacs@hotmail.com W: www.minivacpumps.com

205

149

Shreya Polymers Pvt Ltd T: +91-09873169262 E: shreyaloymers@gmail.com W: www.shreyapolymers.com

218

Surya Marketing Corporation T: +91-20-25694455 E: smc2@vsnl.com W: www.suryamarketing.com Sushma Industries T: +91-80-28397463 E: marketing@sushmaindustries.com W: www.sushmaindustries.com

Siemens Ltd T: +91-22-27623727 E: motors.in@siemens.com W: www.siemens.com

Sintex Industries Ltd T: +91-2764-253500 E: icontainers@sintex.co.in W: www.sintex-plastics.com

220

Swagelok Manufacturing Company T: +91-22-66625984 E: info@bombay.swagelok.com W: www.swagelok.com

Smwautoblok Workholding (P) Ltd T: +91-2137-616974 E: info@smwautoblok.in W: www.smwautoblok.in

215

SYP Pumps T: +91-22-28489969 E: syppumps@gmail.com W: www.sypco.co.in

183

222

Starragheckert Machine Tools Pvt. Ltd T: +91-80-42770600 E: sales.in@starragheckert.com W: www.starragheckert.com

Suresh Enterprises T: +91-2762-224814 E: sevitsil@sancharnet.in W: www.sevitsil.com

Sonal Magnetics T: +91-79-22872349 E: info@sonalmagnetics.com W: www.sonalmagnetics.com

Theeta Electricals Pvt Ltd T: +91-124-4387400 E: sales@theeta.com W: www.theeta.com

55, COC

Sri Yantra Engineering Agencies (P) Ltd T: +91-80-40710555 E: info@yantraengineers.com W: www.yantraengineers.com

185

Softlink Automation System Co., Ltd. T: +86-755-2533-6812 E: info@softlink.cn W: www.softlink.cn

The Indian Electric Co

Pg No

T: +91-20-24474303 E: icemktg@indianelectric.com W: www.indianelectric.com

Suraj Stainless Ltd T: +91-79-27540720 E: suraj@surajgroup.com W: www.surajgroup.com

Shilpa International (Impex) Pvt Ltd T: +91-40-27849020, 27840698 E: replysearch@shilpagroup.com W: www.shilpagroup.com/si

Advertisers’ Name & Contact Details

Tussor Machine Tools Ind P Ltd T: +91-422-3200183 E: info@tussorindia.com W: www.pinachoindia.com

243

127

Venus Engineers T: +91-11-32222661 E: enquiry@venusengineers.com W: www.venusengineers.com

197

157

Vinit Engimech Pvt Ltd T: +91-281-2312091 E: vinit@balajilathe.com W: www.balajilathe.com

226

206

Virgo Communications & Exhibitors (P) Ltd T: +91-80-25567028/29 E: info@virgo-comm.com W: www.virgo-comm.com Weldor Engineering Pvt Ltd T: +91-2827-252038 E: mahesh.weldor@rediffmail.com W: www.weldorpunchpress.com

213

Werner Finley Pvt Ltd T: +91-80-23289889 E: info@wernerfinley.com W: www.wernerfinley.com

203

Wont Industrial Equipments T: +91-261-2894847 E: info@wantindia.com W: www.wantindia.com

199

Techaids T: +91-172-4379995 E: info@techaids.in W: www.techaids.in

.FGF

Teknic T: +91-22-26592392 E: teknic@vsnl.com W: www.tecknic.co.in

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