AMT FEB/MAR 2016 by AMTIL

Australian Manufacturing Technology

Your Industry. Your Magazine.

Feb mar

Motorsport & Automotive

Nanotechnology & Micro Machining Cutting Tools Forming & Fabrication Material Removal Additive Manufacturing Software Compressors & Air Technology

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Contents

Volume 16 Number 01 february/march 2016 ISSN 1832-6080

FEATURES

AUTOMOTIVE/MOTORSPORT Formula One-level manufacturing Sandvik helps Prodrive to V8 win Bringing researchers and industry closer together Australian automotive can face the future with confidence Harrop – Bringing flexibility and agility to automotive Barden Fabrications – Diversify or die Rise of Haas machines ADDITIVE MANUFACTURING Additive manufacturing – the path to smart production Meeting the need for speed Thermwood pushes on with large-scale AM CUTTING TOOLS Solid carbide endmills – taking stock Enhancing productivity all the way down the line New MEP process takes hole deburring to new depths NANOTECHNOLOGY The graphene revolution Big questions about risk assessment of nanomaterials MCN – Sustained innovation FORMING & FABRICATION Westcon installs record-breaking pipe-bender Pumping up productivity with waterjet machining COMPRESSORS Super air nozzles slash energy usage Kaeser upgrade MATERIAL REMOVAL Fast & flexible in-house component production Before you buy that vertical machining centre Suprema gives GSA a grinding upgrade Winning at titanium machining SOFTWARE The secrets of growth in a declining market Manufacturing businesses - email security Innovation – how does software help? A new manufacturing & financial frontier

REGULARS

AUTOMOTIVE: Formula One-level manufacturing Innovative Australian automotive components’ manufacturers are thriving in a global marketplace and training our future engineers in various sectors.

70 72 74

76 78 80 84 86 88 89 90 92 93 94

Arnold Mouw - Chairman, APMEC Arnold Mouw is the Chairman of the Australian Automotive Products Manufacturers & Exporters Council - a new initiative. He is also the Managing Director of Dayco Australia.

96 98 100 101

8 10 12 14 16 20 30

Pressform – Staying the course Over almost 40 years, Perth-based Pressform Engineering has evolved from a small fabrication shop in Perth into a broad-based group of subsidiary companies manufacturing niche products across a diverse array of sectors.

36 62 62 82 102 103 104 105 106 114 122

Your IndustrY. Your

MagazIne.

Feb mar

technology

AMT Feb/mar 2016

64 66 68

AustrAliAn MAnufActuring

From the Editor From the CEO From the Minister From the Industry From the Union INDUSTRY NEWS Current news from the industry VOICEBOX Opinions from across the manufacturing industry PRODUCT NEWS Our selection of new and interesting products ONE ON ONE Arnold Mouw Chairman, Australian Automotive Products Manufacturers Exporters Council COMPANY FOCUS Pressform – Staying the course AMTIL FORUM Forum IP Forum OHS Forum Finance Forum Law MANUFACTURERS’ PAVILION AMTIL INSIDE Manufacturing History

44 48 50 54 56 58 60

Motorsport & AutoMotiv

Nanotechnology & Micro Machining

Cutting tools Forming & Fabrication Material removal additive Manufacturing software technology air & rs Compresso

Cover The high-speed thrills of motor racing may seem a long way from the serious work of the modern machining shop, but manufacturing components for this sector requires machining to a very precise tolerance – often less than the diameter of a human hair. Page 44

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From the Editor William Poole

Big issues for a big year

Your Industry. Your Magazine.

Welcome back, welcome to 2016, and welcome to this first edition of our new-look, bimonthly AMT Magazine. Admittedly, it is already February, so perhaps a little late to be saying ‘Happy New Year’. Nonetheless, at time of writing, there are still a few AMTIL colleagues yet to return from the summer holidays, so I think we can just about get away with treating the year ahead as something still getting underway. Anyway, the tinsel was still on the Christmas tree when the AMT team got back to work ensuring the first magazine of the year would be ready on time, and if you’re reading the print edition you may have noticed it’s considerably thicker and heavier than the last one. We’re looking forward to getting to grips with the new format over the coming year, and hopefully justifying the decision to switch to bringing the magazine out every second month. I should also take this opportunity to welcome AMT’s newest contributor, The Hon Christopher Pyne MP – Minister for Industry, Innovation and Science. Given Minister Pyne’s busy schedule, a regular column is not guaranteed at present, but we certainly thank the Minister for being part of this issue, and we hope we’ll get the chance to enjoy further contributions moving forward. Certainly, AMT will always be able to make space for a From The Ministry column.

Australian Manufacturing Technology

Editor William Poole wpoole@amtil.com.au Contributor Carole Goldsmith Sales Manager Anne Samuelsson asamuelsson@amtil.com.au Publications Co-ordinator Gabriele Richter grichter@amtil.com.au Publisher Shane Infanti sinfanti@amtil.com.au Designer Franco Schena fschena@amtil.com.au

Meanwhile, 2016 looks set to be another eventful year for manufacturing. Last year ended in quite a positive vein for the industry here, with the Australian PMI showing six straight months of expansion – the longest run since 2010. However, the devil is in the detail – key segments such as machinery & equipment and metal products remain in contraction – and it is yet to be seen how long the trend can be sustained amid continued warnings that a downturn in the broader economy may be imminent.

AMT Magazine is printed in Australia using FSC® mix of paper from responsible sources FSC® C007821

Elsewhere, 2016 is the year when we will really start to say goodbye to Australian carmaking, with Ford set to cease manufacturing here in October. Toyota and GM Holden are scheduled to follow suit in 2017, through rumours persist regarding efforts by various parties to keep Holden’s Elizabeth plant in Adelaide operational. The latest such bid, led by Belgian entrepreneur Guido Dumarey of Punch International, reportedly has the support of Minister Pyne as well as South Australia Premier Jay Weatherill.

Contact Details AMT Magazine AMTIL Suite 1, 673 Boronia Rd Wantirna VIC 3152 AUSTRALIA

In talking to various auto industry figures while preparing this issue’s Automotive & Motorsport feature, the impression I took was that any such bid would face significant obstacles, though we’ll hope for good news, both for the employees at Elizabeth, and for companies in Holden’s supply chain. Meanwhile it should be added that, as our main feature demonstrates, Australian automotive manufacturing is far from dead. On the political front, 2016 will see Federal Elections. With Malcolm Turnbull still enjoying something of a honeymoon period since seizing the Liberal Party leadership last September, the opinion polls currently suggest Bill Shorten will not become our sixth Prime Minister in the space of a decade. But who knows what the coming year may bring?

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T 03 9800 3666 F 03 9800 3436 E info@amtil.com.au W www.amtil.com.au Copyright © Australian Manufacturing Technology (AMT). All rights reserved. AMT Magazine may not be copied or reproduced in whole or part thereof without written permission from the publisher. Contained specifications and claims are those supplied by the manufacturer (contributor)

Our election will – of course – seem like a sideshow in global terms compared with the US Presidential Race, which comes to a head on 8 November. With the contest likely to come down to Hillary Clinton vs the “colourful” Donald Trump, it should be an engrossing spectacle, at the very least. Along with signs of a slowdown in China, the continued emergence of India, and Europe facing prolonged economic uncertainty, there’s plenty to watch on the international stage.

Disclaimer

Other than that, here’s to a successful year to come.

AMT Magazine is dedicated to Australia’s machining, tooling and sheet-metal working industries and is published monthly. Subscription to AMT Magazine (and other benefits) is available through AMTIL Associate Membership at $165 (inc GST) per annum. Contact AMTIL on 03 9800 3666 for further information.

The opinions expressed within AMT Magazine from editorial staff, contributors or advertisers are not necessarily those of AMTIL. The publisher reserves the right to amend the listed editorial features published in the AMT Magazine Media Kit for content or production purposes.

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AMT Feb/mar 2016

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From the CEO Shane Infanti – Chief Executive Officer AMTIL

Flexible workplace strategies

We have all heard the saying “stop and smell the roses” but it is not always that easy for people to do. Work-life balance and stress management are becoming (if not already) a major factor for employers as well as employees as we seek to achieve a sense of balance between work and our personal life. Having just become a grandfather for the first time (yes, little Isabella Rose Infanti was born in October last year) and having also enjoyed a longer than usual break over the Christmas period my personal life has undergone a few changes. One thing I have noticed though is that I am stress-free and looking forward to my 2016 work life with a much different attitude to before I went on leave in December. Whilst a good break and good family news will do that for most people, the challenge now is: how do I maintain a good work-life balance through the course of the year so these positive feelings and energy are translated to better work productivity, focus and higher levels of job satisfaction and effectiveness? I think the key factor here is to always have little things to look forward to on both sides. Having clear work goals and helping to build a business where “having fun” and “working smart” are two core values has been an important first step. Also, developing a workplace culture that is flexible and responsive to the needs of employees, whilst at the same time not compromising productivity and output, is something that we have been putting in place the past few years. Developing a flexible work strategy will assist in the attraction and retention of staff. A workplace culture that is responsive to the needs of staff who want to work flexibly is a good outcome. However, this is not an easy process to implement. Trust needs to be established with employees; clear key performance measures should be in place so that outcomes become the most important factor. Implementing policies and guidelines that meet current legislation, having good communication mechanisms in place, and

AMT Feb/mar 2016

evaluating the success of your strategy are all issues that will need to be addressed. If it is possible, though, flexibility in the workplace can be a very effective tool to improve performance and achieve a sense of balance between the work life and the personal life for your staff. Benefits of this to both parties are reduced stress levels, greater focus and concentration, higher levels of job satisfaction, better productivity, higher levels of morale, and more positive attitudes. Surely this has got to result in improved business performance. One thing I haven’t mentioned is a combination of work and personal life. I am lucky to have built many good friendships with our members over the years and having these relationships is one of the reasons I love my job and love getting up and coming to work every day. Whether it be a weekend BBQ lunch, a few beers down the pub, or a game of golf, I would encourage more social interaction with your “customers” because it is extremely satisfying. Now back to the personal life. Less stress, the opportunity to participate more fully in family and social life, more time to pursue personal goals and hobbies, and improved health are all benefits of a healthy work-life balance. I have things to look forward to over the coming months. Seeing my gorgeous Isabella roll and crawl is something I can’t wait for. Taking my beautiful wife to see The Sound of Music is booked and, of course, for those that know me well, golf weekends to Barnbougle and Rich River are already organised. Whilst I have talked a bit about myself and that is not very exciting, this article is meant to be thought-provoking. If you have not implemented a Flexible Workplace Strategy yet, I think it is inevitable. Assisting your staff to find the right work-life balance in their lives will ultimately benefit you both.

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From the ministry The Hon Christopher Pyne MP – Minister for Industry, Innovation and Science

Advanced manufacturing and the National Innovation and Science Agenda

Advanced manufacturing is one of the first sectors that come to mind when considering the sorts of outcomes that will be generated by the new National Innovation and Science Agenda. After all, advanced manufacturing comprises industries that integrate new innovative technologies in both products and processes. The sector uses rapid transfer of science, technology and research into manufacturing. Advanced manufacturing depends on technology to value add and to remain competitive. It shows us how to use science and research at a time of fast-evolving technology to maintain high-value, high-wage jobs by transforming manufacturing processes and products. Australia has many globally competitive advanced manufacturers such as Marand Engineering, ANCA, Redarc, RØDE Microphones and AH Beard. Similarly, the National Innovation and Science Agenda will transform Australia’s economy and drive jobs, growth and investment. The reality is that to build prosperity and competitiveness we need to invest in the ideas and innovation that drive productivity. Comparisons of innovation initiatives in 14 countries by the Australian Council of Learned Academies (ACOLA) highlighted the stark difference between our approach and the most successful nations, finding that Australia needed a coherent national innovation strategy. The Agenda acknowledges that Australia has most of the important ingredients to drive change, and provides for a more cohesive and strategic approach to grasp the opportunities presented by disruption to create a modern, dynamic 21st century economy. All of the indicators show that, while Australian businesses, the business environment and our universities and research institutions are among the best in the world, we need to consciously pursue improvements in key areas. It’s ironic that in a country that prides itself on having a go, our appetite for business risk is lower than other similar countries, and this flows through to starving great Australian start-ups and early-stage businesses of the capital they need to flourish. We lag behind other economies on measures of commercialisation and collaboration on research. In fact, we consistently rank last or second from last for business-research collaboration among OECD countries. We know that we can turn this around by changing four important areas. The first is addressing culture and capital. The Agenda envisages enabling businesses to embrace risk and provide better and new access to capital, particularly early-stage investment in start-ups. New legislation will allow companies to use crowd-sourced equity funding to develop new ideas. This will enable entrepreneurs to raise up to $5m a year from a large number of individuals in return for equity in their business. New concessional tax treatments for investors will promote investment in innovative high-growthpotential start-ups. The advanced manufacturing sector is generally at the forefront of collaboration, but we need to spread this to more sectors by enabling businesses and the research sector to work harder at problem solving and commercialising ideas. The $200m CSIRO Innovation Fund will support commercialisation of research from CSIRO and the research community. It will represent an early-stage innovation fund supporting co-investment in new spin-offs and

AMT Feb/mar 2016

start-up companies, products and services created by Australian research institutes. A new national assessment process will show how universities are translating their research into economic, social and environmental impacts. This will incentivise universities to improve their collaborations with industry and focus on research that delivers direct benefits for Australia, promotes high-quality research and drives innovation. We will develop Australia’s talent and skills, ensuring a pipeline of Australian students with skills for the jobs of the future and attracting innovative talent to our shores with our Entrepreneur Visa scheme. In all, we will invest more than $112m across the government to equip young Australians with the digital, problemsolving and critical reasoning skills needed for high-wage jobs and to increase opportunities for girls and women in STEM (Science, Technology, Engineering and Mathematics). And we will work to retain high-achieving foreign students who have developed their knowledge base in Australia, particularly in STEM fields or specified ICT and related fields. Finally, we will ensure that governments lead by example in the way they invest in and use technology and data in service delivery. Measures to do this include establishing a Digital Marketplace for information technology procurement that will make it easier for small and medium-sized enterprises to do business with government and changing the way government procurement works by piloting a series of challenges asking innovative businesses to submit proposals to address them. The National Innovation and Science Agenda is a blueprint for a more entrepreneurial Australia. It includes measures worth $1.1bn over four years to transform Australia from an innovation laggard into an innovation pacesetter by making the long-term changes that will ensure Australia is able to join other world-leading innovation nations. It will help us accept the challenges being presented by rapid technological and scientific change and work with them to create advantages for all Australians. It is aimed at engaging all Australians in the transformation of our economy. Australia has had the agricultural boom – it’s come and gone – and the mining boom is waning. The ideas boom is one that can be sustained for the long term. The Advanced Manufacturing Growth Centre is one of six new Industry Growth Centres that the Government has established to drive growth, productivity and competitiveness by concentrating investment in key growth sectors. It will help link Australian companies with global companies, identify future job and skills needs, consider areas for reforming regulations, and provide a pipeline of well-developed innovations ready to commercialise. Growth Centres’ collaborative activities will leverage the Government’s $9.7bn annual investment in science and research. The Innovative Manufacturing Cooperative Research Centre will be the research engine for the Advanced Manufacturing Growth Centre. The Centre has announced hubs in Geelong for advanced materials and composites, and in Clayton for additive manufacturing. Hubs will strengthen and leverage existing collaborative relationships.

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From the industry Innes Willox – Chief Executive Australian Industry Group

Seizing opportunities in the digital economy

Neither government nor industry can afford to stand still in a world of competition and opportunity. Governments have a particular responsibility to get on the front foot and lead the community debate about the 21st century economy and the changes needed to deliver it. With the rapid advance and pervasiveness of technology in Australia’s workplaces and our personal lives, the ‘digital economy’ and the ‘real economy’ are increasingly the same thing. Exciting opportunities can be realised for Australia if we position ourselves well in the digital economy and much to lose if we fail to act. And the digitally enabled economy can be a crucial driver of growth and opportunity. To this end, Ai Group’s Digital Policy Priorities Statement sets out the key issues on which governments and businesses should focus. The Government’s National Innovation and Science Agenda is very encouraging, and it is heartening to see that so many areas we have advocated for a while now feature in this agenda, setting out decisive and positive steps towards creating the economy and jobs of the future, and emphasising a need to foster an entrepreneurial and innovative culture in the national consciousness and in our economy. There are also promising signs of bipartisanship, with the Opposition articulating a positive vision of Australia’s potential and opportunity in a more digitally enabled and globalised economy. There have been positive developments over the last year. We have seen the rapid advance of the digital technology platforms that are transforming businesses and governments. The National Broadband Network (NBN) rollout has accelerated, laying critical infrastructure to underpin uptake of these platforms and an increasingly digitised economy. In the context of advanced manufacturing, we are seeing the continued disruptive movement through the Internet of Things, or IoT. IoT refers to a digital ecosystem where everything connects and communicates, including inanimate objects like everyday devices and industrial equipment, and living organisms such as people and animals. With all these types of things connecting, they can form an entire network of things, resulting in a smart home, factory or business, or an entire smart city or global community. Interestingly, the manufacturing sector is one of the top users of IoT, with a 2014 UK Government study estimating 25% of global manufacturers currently use IoT technologies, which is estimated to grow to over 80% by 2025. And according to Deloitte’s recent Tech Trends report, ambient computing (where real business value is extracted from the use of IoT) is one of the “exponential” technologies whose performance (relative to cost and size) will experience rapid growth, and create new competition and opportunities. But how will this global trend impact on Australia? Too often, we stifle innovation and competitiveness, hobble productivity, discourage investment, and make Australia a less attractive place to do business. The recent Harper Review highlighted the challenge for policymakers and competition regulators to safeguard consumers without giving up the benefits of digital disruption. World Economic Forum surveys have shown a distinct deterioration over the past decade in Australia’s relative performance on laws relating to information and communications technology. From third place in the world in 2003-04, we sank to 28th place in 2014-15. Flexibility and global competitiveness are often lacking in our approaches to tax, intellectual property, cyber security and workplace relations. Skills shortages and the growing need for continuous reskilling are challenges to our education and immigration systems. Going into an election year, it is crucial that there is bipartisan action to advance near-term reforms and to build the foundation of future

AMT Feb/mar 2016

reform during the next Parliament to achieve a more agile, adaptable, flexible, accommodating and innovative economy. Ai Group’s Digital Policy Priorities Statement sets out the areas on which governments, oppositions and businesses should focus effort and reform. The seven priority areas to grow businesses in the digitally enabled economy are: • Digital leadership and culture - Leadership in investment and use of digital technologies can drive growth directly and inspire others. Leaders need to take charge and maximise their benefits both through strategic choices and innovative opportunities in their day to-day operating environment. • Legal, regulatory and standards framework - Our regulatory and standards framework is fundamental to promoting investment in, and use of, digital technology. This framework needs to be sufficiently flexible to accommodate rapid changes in technologies that lead to new types of business models and competition, while also protecting consumers’ interests. • Infrastructure investment - Infrastructure investment, especially in broadband, is an important enabler of a digitally enabled economy. Greater attention needs to be paid both to the delivery of high-speed broadband and to maximising benefits flowing from that. • Reliable, secure and safe environment - Businesses require a digital environment that is sufficiently reliable, secure and safe to maintain the confidence of all types of user. As digital technologies continue to evolve, businesses and governments need to work together to manage cyber security, resilience and safety. • Education and skills - Science, Technology, Engineering and Mathematics (STEM) are increasingly important for digital capabilities, competitiveness and innovation in the long term. A more engaging school curriculum and pedagogy to attract students to STEM should be developed and the qualified STEM teaching workforce needs to be increased. In the immediate term, there should be targeted investments in digital capabilities, including awareness raising and training, and a skilled migration program will also have an essential role to play. • Innovation - Digital technologies are an enabler to innovation, which is itself essential for sustained growth in individual businesses, broader sectors and Australia as a whole. We need to harness a wider range of capabilities through better collaboration between businesses, researchers and governments, and put this in service to a clear strategic agenda. Public policy support for innovation should be stable and informed by strategy, and should address all parts of the innovation system. • Global integration - The deep international connectedness of a digitally enabled economy means that no one country or industry can develop policies in isolation. Australia needs a global outlook on digitally enabled economy issues – some of which can best be addressed in a collective manner across the world. This is just the start of work and dialogue about digital reform. We encourage industry to continue seizing digital opportunities, and all sides of politics to build on the leadership they are showing.

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From The Union Paul Bastian – National Secretary Australian Manufacturing Workers Union

Innovation Package mostly tip, no iceberg The AMWU has warned about the dangers of an over-reliance on mining and other non-value adding industries for many years. We have argued against dismantling industry policies designed to help move firms up the value chain and the scrapping of innovation policies aimed at modernising industry. We oppose industrial relations polices motivated by the ridiculous notion of wage competition with developing countries. In all these areas, this Coalition Government has made significantly adverse moves, adopting a more market fundamentalist stance than any before it. It’s no surprise to me that, now the mining boom is over and commodity prices have collapsed, there is a growing concern that Australia has put too many eggs in too few baskets. People are worried about their jobs and the country’s economic direction more broadly. Economists are concerned that broad levels of business investment show little sign of turning, even as the dollar comes back down to reality. Businesses can’t see the competitive advantage that will allow them to prosper in a slowing global economy. The Government’s long-awaited National Innovation and Science Agenda represented a perfect opportunity for the new Prime Minister to change course and reinvest in industries and workers who can create a truly diverse and resilient economy. It was billed as the grand new policy package to rebalance all those eggs in a few more baskets, and even create some new baskets for our future prosperity. Now the dust has settled, it’s clear that this innovation plan is neither as ambitious as the government would like us to believe, nor does it tackle the big barriers to broader-based growth. It fails to fully undo the damage caused by previous cuts to innovation programs like Innovation Precincts (renamed as Growth Centres), nor to agencies crucial for innovation like the CSIRO. Like most government spending initiatives, it includes some tricky accounting to boost its appearance. For example, $75m of funding has been allocated to Data61, now part of the CSIRO. What this announcement didn’t mention is that Data61 was previously known as National ITC Australia and had a budget of $85m. The Government had previously renamed it, merged it with the CSIRO and cut its entire budget, arguing that as a part of CSIRO it didn’t need a separate allocation of resources. (All this while cutting the broader CSIRO budget by over $100m.) So, in fact, the ‘new’ $75m for Data61 doesn’t even fully restore its previous budget. This type of shiftiness can be found across many parts of the package, from the Growth Centres to funding for Vocational Education and Training. But the point isn’t that this Government is any different from previous governments in using accounting tricks. It is that we can’t expect a significant real-world economic impact from such accounting tricks. In the real world, the real level of support is what matters, not the level when dressed up for maximum media and political impact. And it is a significant real-world impact on innovation, commercialisation and investment that is desperately needed, not a political impact for a new Prime Minister. Rather than trying to be seen to do something about investment and innovation, the Government should be trying to really do something about it. It is true that the innovation package does include some new and largely welcome initiatives, but even these fall short of what is really needed. The commitment to properly fund key research infrastructure, in particular the Square Kilometre Array and the Synchrotron, is a definite positive. But this is about basic research that will take

AMT Feb/mar 2016

Tax concessions of various types to support financing of start-up businesses should be welcomed, but they will need to be very carefully administered to avoid them becoming yet another tax minimisation tool for the wealthy. decades to impact broader industry and jobs – it’s largely about removing funding uncertainty. It won’t really diversify the economy or lift productivity in the coming years, let alone this year. Tax concessions of various types to support financing of start-up businesses should be welcomed, but they will need to be very carefully administered to avoid them becoming yet another tax minimisation tool for the wealthy. More importantly, existing Australian industry won’t see any of this support impacting investment decisions, as SME manufacturers and others aren’t ‘start-ups’, but established businesses who often find securing finance for new investment extremely difficult. The innovation plan has nothing of relevance for these businesses, even though business associations like the Australian Industry Group (as well as the AMWU) have been arguing for public investment support to help these businesses modernise and take advantage of new advanced manufacturing technologies. Indeed, the AMWU has been pushing all sides of politics to commit to establishing a Manufacturing Finance Corporation based on the successful Clean Energy Finance Corporation. The innovation statement would have been the perfect context to announce a new agency, but it’s now just another missed opportunity. The $250m commitment to a Biomedical Translation Fund to help commercialise biomedical innovation is another positive, but this is only one growth sector. What about all the others? What about advanced manufacturing commercialisation, food processing, advanced materials, advanced defence manufacturing? These are just some of the sectors that also desperately need innovation, commercialisation and investment support. If we are to truly diversify the economy and grow advanced businesses and good jobs they all have crucial roles to play, but they are not even an afterthought of this innovation package. Other initiatives – like $8m for regional ‘incubators’ or $11m for overseas ‘launching pads’ – are marginal at best and gimmicks at worst. They won’t reverse the fall in manufacturing investment and economic diversity over the past eight years. The package misses other big issues, including worker and management skills, SME investment and access to finance, an unfair trade playing field, and sub-standard and non-conforming imports. And it’s obvious that the boost in CSIRO funding didn’t entirely offset previous cuts. The innovation plan that the PM has labelled the “Ideas Boom” lacks the big ideas that the country needs to turn around an increasingly hollow, unsophisticated and vulnerable economy. Australia can and must do better than this.

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industry news

Low literacy and numeracy skills plaguing employers

A new report from the Australian Industry Group (Ai Group) highlights the impact low levels of workforce literacy and numeracy skills are having on the workforce. The report, entitled ‘Tackling Foundation Skills in the Workforce’ reveals that 93% of employers surveyed identified inadequate literacy and numeracy as negatively impacting their business. Of the 300 employers surveyed, poor completion of workplace documents was the greatest frustration as a result of low literacy and numeracy – reported by 42% of employers – material errors and wastage (32%) and teamwork and communication problems (28%).

of staff has proven to be a worthwhile investment. Ai Group’s research into return on investment for employers who participate in workplace foundation skills programs included Intercast & Forge in South Australia, which reported a 163% return for their involvement.

This supports recent international data – Programme for the International Assessment of Adult Competencies (PIAAC) – which found 44% of Australians have literacy proficiency skills levels below level 3, considered to be the minimum to operate effectively in the workplace and society. Worse still was Australia’s ranking in regard to numeracy proficiency, with 55% of adults below level 3.

• Implementing a national foundation skills strategy to boost workforce foundation skills.

“These results indicate a deepening concern about the level of foundation skills in the workforce and a continuing drag on the nation’s productivity,” said Ai Group Chief Executive, Innes Willox. “As Australia continues to evolve towards the digital economy, increasingly more sophisticated skills within the workforce are required. The rapid expansion of ICT skills and technological advancement is changing the nature of employment. Occupations with highly-educated workers are expanding much more rapidly than other occupations. So the mastery of literacy and numeracy is increasingly more important to meet the challenges of this evolving economy.” According to the research, skill development support from supervisors or mentors was the largest response to the skills challenge from large (31.6%) and medium-sized businesses (28.2%). This training

While a number of Ai Group’s recommendations have been advanced in the literacy and numeracy space, more still needs to be improved, including:

• Developing a new national foundation skills program targeted at workplaces. • Implementing a new national foundation skills program on a pilot basis in consultation with industry. • Developing employer networks like the Employer Champions Network. • Expanding the Language, Literacy and Numeracy Practitioner Scholarships Programme to lift the number of qualified practitioners in the LLN teaching workforce. • Raising awareness about the return on investment benefits for employers who support their employees’ LLN training. “We need a renewed focus on literacy and numeracy skills to deal with the way the economy is changing,” Willox added. “We need leadership from the Government in this area and a commitment to develop a new national program would be an important step to tackle these issues.”

Cautious optimism for 2016 business outlook The results from Dun & Bradstreet’s December Business Expectations Survey suggest both caution and optimism in the Australian business landscape as 2016 kicks off. The general outlook remained relatively muted, with businesses reporting lower expectations for sales, profits, employment and selling prices for the first quarter of 2016 compared to the final quarter of 2015. However, the investment outlook took a positive turn, with the Capital Investment Index up to 12.6 points, compared to 11.9 points in the December quarter of 2015. Some 23.1% of businesses said they intend to increase spending on capital investment in the first quarter of 2016 compared to the fourth quarter of 2015. According to Adam Siddique, Head of Group Development at Dun & Bradstreet, the latest results may indicate a shift in investment sentiment.

The Business Expectations Index was lower across five of the seven industries surveyed. The exceptions were the Transport, Communications & Utilities industries and the Finance, Insurance & Real Estate industries. Across all sectors, 65.6% of businesses reported feeling more optimistic about growth in 2016 compared to 2015 – up from 64.5% in November.

“We are finally seeing some positive movement in the capital investment space, which is encouraging and something we will track for further signs of improvement in the short-term,” Siddique said. “Sustained business investment across all sectors is a key driver of future economic growth.”

Attitudes toward September’s change in federal leadership remain largely neutral: 55.6% of respondents expect the change in Prime Minister and Treasurer will have no impact on their business. 33.7% believe it will have a positive impact, and 3.6% expect a negative impact. Interestingly, Manufacturing recorded the highest Net Optimism score (percentage of businesses expecting a positive impact minus percentage of business expecting a negative impact from the leadership change), at 42.4 points, with 45.8% expecting a positive impact. The lowest Net Optimism score was seen in Retail, at 19 points.

Dun & Bradstreet’s Business Expectations Index, the average of the survey’s measures of sales, profits, employment and capital investment, has fallen to 18.9 points for the first quarter of 2016, down 2.9 points from 21.8 points in Q4 of 2015, and down 5 points from 23.9 points in Q1 of 2015. Nonetheless, it is significantly higher than the 10-year average of 6.8 points.

According to Stephen Koukoulas, Economic Advisor to Dun & Bradstreet, “The overall tone of the business sector has faded into the start of 2016. The only positive component of the Business Expectations Survey is for capital expenditure, which has edged higher. The big-picture view of the economy as 2016 kicks off is a continuation of the below-trend pace of growth.”

AMT Feb/mar 2016

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industry news

Deakin opens new CADET facility

Deakin University held an official opening ceremony in November for its Centre for Advanced Design Engineering Training (CADET) at its Waurn Ponds campus in Geelong. Vice-Chancellor Professor Jane den Hollander welcomed Education Minister Simon Birmingham, Federal Member for Corangamite Sarah Henderson MP, and many industry representatives to the opening of the brand new $55m state-ofthe-art engineering education and industry innovation centre. The CADET facility features the southern hemisphere’s first immersive virtual reality lab that lets users feel as well as see. The lab, which allows users to step inside and move within a virtual 3D world enhanced by haptics and surrounded by four projectionbased screens, is the cornerstone of a new, Australian-first approach to teaching engineering. Professor den Hollander said Deakin’s redesign of engineering education matched the focus of the Federal Government’s Industry, Innovation and Competitiveness Agenda, and would lead Australia’s next generation of engineers into the unknown jobs of the future with confidence and the relevant skills. “Because of our new approach, and the world-leading technology inside CADET, our students will be solving real-world problems in partnership with industry from the very beginning of their degrees,” Professor den Hollander said. “Australia has been staring down the barrel of complex challenges within manufacturing for several years now, firstly as the decline of the automotive industry gathered pace, and now as the economy feels the pinch from a reliance on the weakening resources and commodities sectors. Unless we are bold, and unless we have vision beyond today, we cannot hope to prosper into the future when it comes to manufacturing.” Professor den Hollander said it was widely accepted that Australia’s prosperity could

Sarah Henderson MP, Education Minister Simon Birmingham, Deakin Vice-Chancellor Professor Jane den Hollander and Professor Guy Littlefair, Dean of Engineering at Deakin.

no longer rely on either the domestic manufacturing market, or what it digs out of its earth, loads onto ships and sends overseas.

leadership in industrial technology, industrial engineering and industrial design, finding it strong on the first two, largely through the materials and automotive sector.

“Universities should be leading the way when it comes to researching solutions and producing graduates to drive such solutions when they enter the workforce,” she said. “So the key question we have asked at Deakin University is what will be the key ingredient for Australia in an innovation-led future in a global market? In answering this question, we looked outside to see exactly how the world is addressing this - and it became clear that design is the only way forward. Australian industry must understand what the world wants and it must be able to keep up.”

“Industrial design is creating products and systems that optimise function, value and appearance for the mutual benefit of both user and manufacturer,” she said. “Successful innovators such as Apple, Samsung and Dyson have proven that industrial design should be the first thing manufacturers consider when developing products that require engineering and technological solutions.

Professor den Hollander said Deakin’s Faculty of Science, Engineering and Built Environment had analysed the evolution of innovation through the prism of its

“But Australia’s focus on industrial engineering has not been as prominent as in other countries and with the demise of mass automotive manufacturing, there is a real risk of things actually moving backwards. Deakin’s solution has been born out through the establishment of CADET, as well as the development of a design based curriculum built from international best practice.”

Australian companies lagging on innovation Innovation remains high on company agendas, according to a new report from the Boston Consulting Group (BCG), though Australian companies continue to lag behind their global counterparts. Apple and Google again retain the two top spots in BCG’s s annual survey of the most innovative companies. However, while 33 of the 1,500 participating companies were Australia-based, none made it into the top 50, despite 79% innovation/product development being within the top three strategic priorities (ahead of both the US and UK averages). However there is reason for optimism, with 73% of the Australian companies surveyed indicating plans to increase innovation spending in the coming year, up from 64% in 2014. Looking ahead to what will fuel success as innovators, the BCG report suggests four factors: achieving greater speed; perfecting

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Lean R&D processes; leveraging technological platforms; and systematically exploring adjacent markets. However, Australian firms rate average on both speed to innovation and adopting Lean processes, according to BCG ANZ’s Head of Strategy, Sam Stewart. “Australian companies are nearing an inflection point,” said Stewart. “Most companies have only just begun to adopt Lean principles, and are still in the exploratory phase trying to tailor them to their businesses. There will be a step change in innovation, particularly as the operating environment for many of our traditional industries becomes more challenging.”

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industry news

Industry council launched for auto manufacturers Leading figures from across Australian automotive manufacturing gathered in Melbourne on 30 November for the industry launch of the Australian Automotive Products Manufacturers & Exporters Council (APMEC). The APMEC is a new initiative from the Australian Automotive Aftermarket Association (AAAA) that aims to provide a positive platform that will research and advocate positive policy, and facilitate action to meet the challenges of the global marketplace for its members. Founded in September, the Council already has more than 80 members According to Arnold Mouw, APMEC’s Inaugural Chairman and Managing Director of Dayco Australia, the Council is meeting the needs of innovative and determined Australian automotive manufacturers. The APMEC’s aim is to bring together member companies that are successfully proving that Australia’s automotive industry will not die when Ford, Holden and Toyota close their plants in 2017. “The APMEC has been established to support, guide and establish opportunities for all companies that manufacture automotive products,” said Mouw. “We want to inspire business to explore the diverse opportunities available. We want to encourage them to take the next step beyond local manufacturing, and begin exporting their products. “Australian manufacturers have some great advantages. We have all the core ingredients for success: a great skilled workforce, good infrastructure and financial systems, and accessible sophisticated design, engineering and production techniques - and now an Australian dollar that is more export--friendly. “We are all well aware Ford will close in October 2016, and GM and Toyota the following year. There has been a lot written about these

closures and there will be impacts on jobs, and first and second tier suppliers. And while this news has not been a surprise to anyone who is manufacturing auto parts, either directly or indirectly, if you have not already been preparing to change direction, there will be additional challenges. By establishing APMEC we will find ways to support the members’ needs to enable them to survive, grow and prosper.” AAAA Executive Director Stuart Charity said the new Council looks forward to informing government policy that will promote innovation, commercialisation of product concepts and growth in the sectors of the automotive industry that will remain after 2017. “We want to see more jobs created,” said Charity. “The loss of local car and component production could cost Australia about 35,000 direct jobs and many more thousands in indirect jobs. However, a strong components, parts and accessories sector can help back fill some of those lost jobs. To achieve that, we need a fresh and clear policy regime for Australia’s automotive industry. “This new Council will encourage governments to develop those policies. We must help the industry transition from a reliance on local car production to grow a robust sector that supplies both original equipment and aftermarket customers globally. Our automotive industry has enormous strength and depth. This APMEC initiative is designed to help our skilled automotive manufacturers to engage in diversification in both the products they make and the markets they reach.”

SAE-A announces new CEO

The Society of Automotive Engineers – Australasia (SAE-A) has named Dale Gilson as its new CEO. Gilson commenced in the role on 11 January. Gilson brings with him a wealth of experience in not-for-profit organisations, having been CEO of Motorcycling Australia, Speedway Australia, Four Wheel Drive Victoria, Table Tennis Victoria as well as Marketing and Sponsorship Manager of Netball Victoria. He succeeds Natalie Roberts, who has moved on from the role after nearly three years in the job. “On behalf of the Board and our members I sincerely thank [Roberts] for the outstanding job she has done for us,” said SAE-A President Adrian Feeney. “Gilson’s calm, methodical approach to issues and his track record and experience will be a good fit for our organisation. There is much more for Dale to do to implement the plans initiated by Natalie as well as for him to develop his own vision for SAE-A. As President, I am looking forward to the next few months as Dale settles into the role and starts to have an impact on our Society.” Gilson voiced his enthusiasm about joining the team at the SAE-A: “I’m looking forward to taking on the role and further building on the good work already done by Natalie, the staff and volunteers, and the SAE-A Board. I’m excited to be given the opportunity to be part of such a long-standing and respected organisation and I am looking forward to working with all our members, stakeholders and corporate partners.”

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industry news

ANCA named Australian Exporter of the Year Advanced manufacturer ANCA was announced as the Australian Exporter of the year at the 53rd Australian Export awards held in Melbourne on 27 November. The Melbourne-based company, which specialises in hi-tech tool and cutter grinders, was also named the winner in the Manufacturing category. Co-founder and Director Pat Boland accepted the awards on behalf of ANCA. Trade and Investment Minister Andrew Robb made the announcement at the awards ceremony held to honour the achievements of Australian businesses in international markets. “ANCA has been a leader in its field for 40 years and in that time it has significantly expanded its export markets and is on track for a record year of growth,” said Robb. “They’ve hired 160 new employees to meet the increasing demand for their products, and are proof that Australia has a very healthy future manufacturing high-quality and innovative products.”

Trade and Investment Minister Andrew Robb with ANCA Co-founder and Director Pat Boland.

ANCA exports 98% of its products to customers such as Boeing, Sandvik and Rolls Royce. ANCA machines are used to make tools that are used to make products such as planes, cars, smart phones and medical products. On receiving the major award, Boland thanked the team at ANCA and his co-founder Pat McCluskey, who he described as a ‘hive of creativity’.

around and you don’t require natural advantages. The big trick is just to go out and do it. We have also always been driven to make our machines simply do things better.”

“I get enormous satisfaction from visiting our customers around the world and seeing our products being used to make things,” said Boland. “Being part of making things is one of the many benefits of a career in manufacturing. When it comes to the benefits of global export and innovation, you don’t have to be the smartest people

ANCA is a member of The ANCA Group which also includes ANCA Motion and Tinfish. With an Australian headquarter ,The ANCA Group employs 970 people globally. It has offices in the UK, Germany, Japan, China, Thailand, Brazil, India, Mexico and the USA, and is supported by a global network of agents.

Fresh faces on Australian Made board Business leaders have been elected to the Board of Directors of the Australian Made Campaign, the not-for-profit organisation that administers and promotes Australia’s registered country-of-origin certification trademark. The Executive Chairman of the Gerard Corporation, Robert Gerard, and Former Chairman of the Australian Canegrowers Council, Alf Cristaudo, both stepped down from the Australian Made Campaign’s Board of Directors at its annual general meeting in Canberra in November. The Vice-President of the National Farmers Federation, Fiona Simson, and the CEO of Australian natural medicine manufacturer Martin & Pleasance, Richard Holyman were elected to fill their vacancies. The Executive Chairman of Coopers Brewery, Glenn Cooper, was also re-elected as the Chairman of the Board of Directors. The Australian Made Campaign’s national Board consists of 10 Directors, elected by the organisation’s 11 members – the Australian Chamber of Commerce and Industry and its network of State and Territory Chambers, and the National Farmers’ Federation. The board consists of: • Glenn Cooper AM (Chairman), Executive Chairman, Coopers Brewery Ltd (Adelaide) • Allyn Beard (Deputy Chairman), Company Director, A.H. Beard Pty Ltd (Sydney) • Neil Summerson FCA (Treasurer), Company Director and former Chairman, Bank of Queensland (Brisbane) • Nicki Anderson, MD, Powerforce Group (Melbourne) • Kate Carnell AO, CEO, Australian Chamber of Commerce and Industry (Canberra)

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• David Gray AM, MD, David Gray & Co Pty Ltd (Perth) • Richard Holyman, CEO, Martin & Pleasance (Melbourne) • Robert Hutchinson, State Manager, ParexDavco (Australia) Pty Ltd (Brisbane) • Michele Levine, CEO, Roy Morgan Research (Melbourne) • Fiona Simson, VP, National Farmers Federation (Northern New South Wales) The average number of businesses registering to use the Australian Made, Australian Grown (AMAG) kangaroo logo on authentic Australian goods each month has almost doubled over the past year, and the Federal Government recently announced it would be integrating the symbol into its new mandatory countryof-origin food labelling scheme. Australian Made Campaign Chief Executive, Ian Harrison, said that the strategic direction provided by its Board of Directors had been instrumental to the logo’s success: “Trust and recognition of the Australian Made, Australian Grown logo has never been higher – almost 2,500 businesses are now using this symbol on approximately 15,000 products sold around the world.” Harrison also issued a special thanks to Alf Cristaudo and Robert Gerard for their contributions during their time served as directors. “The Australian Made Campaign is particularly grateful to Robert Gerard, who has volunteered his time as a Director for more than a decade, driving the establishment of critical policies and providing invaluable insights over the years,” said Harrison.

industry news

Registrations open for NMW 2016 Registration is now open for National Manufacturing Week 2016, to be held from 11-13 May in Sydney. A comprehensive showcase of manufacturing innovation, information and inspiration, NMW 2016 will this year co-locate with the Inside 3D Printing Conference and Expo, as well as Safety First Conference and Expo. When it was last held in Sydney two years ago, NMW attracted some 6,000 visitors, nearly half of whom were senior executives or engineers. NMW 2016 will include a new focus on emerging opportunities through its co-location with the Inside 3D Printing Conference & Expo, the Sydney edition of the world’s largest 3D printing event. Inside 3D Printing will give industry a first-hand look at how 3D printing is revolutionising manufacturing, medicine, aerospace and other industries with opportunities to create new products more quickly, locally and innovatively than ever. NMW will also be co-located with the Safety First Conference & Expo, Australia’s one-stop safety event. Following its highly successful launch in 2015, Safety First combines a showcase of safety solutions alongside high-level access to safety industry leaders. In 2016, attendees will benefit from access to expanded opportunities for prearranged

leading edge of the industry. Due to popular demand, NMW will feature an expanded demonstration program, delivering the opportunity to see and evaluate new technologies in action.

One-to-One Meetings with targeted suppliers. These executive business meetings give industry professionals a unique opportunity to meet with selected companies throughout the week to make new connections and help achieve their business objectives. NMW 2016 will also feature a Solutions Theatre offering free access to industry experts presenting strategies and case studies on vital R&D and Digital topics, to put manufacturing professionals at the

“One of the strengths of NMW’s Solutions Theatre programs is that, in addition to giving attendees free access to new ideas, the programs spark the opportunity to see, touch and try new technologies, to gain a real understanding of how they could expand business capabilities,” comments John Gorton, Event Director for Reed Exhibitions. “And with high-profile companies such as Kemppi, Multicam, Sage, Konica Minolta and Millsom Hoists, alongside new companies with emerging technologies committed to participating, NMW 2016 will be the place for manufacturing industry professionals to be inspired by the new opportunities for business growth.” Visitors are urged to register at nationalmanufacturingweek.com.au. Preregistration enables visitors to indicate their interest in the One-to-One Meetings program, and keep up to date with the NMW 2016 program.

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government news

$15m to drive auto supply chain innovation

More than $15m will be invested in 10 innovative Australian automotive component manufacturers to help them move into new industry sectors before local car manufacturing ceases in 2017. Announcing a series of grants during a visit to Multislide Industries in Adelaide on 20 January, Minister for Industry, Innovation and Science Christopher Pyne said that $4,797,383 in Government support would generate a total of $15.1m in investment, to help firms diversify into new markets. Ten businesses will receive grants ranging from $101,691 to $1m from round three of the Automotive Diversification Programme to complement contributions by each recipient.

• Orbital Australia, in Balcatta, Western Australia – $101,691 grant towards developing a combination of thermal and vibration testing services for defence applications.

Successful applicants and grant offers include:

“This investment enables our manufacturers to move to a new model that’s characterised by the kind of innovation and spirit the Government is fostering through its new National Innovation and Science Agenda,” Pyne said. “This is key to our commitment in ensuring a strong and sustainable high-value, globally-competitive, manufacturing industry in Australia.”

• Harrop Casting Technologies in Preston, Victoria – $516,970 towards a project is to establish a full production facility to produce large copper heat exchanger castings of up to 4,000kg. • Robert Bosch (Australia) in Clayton, Victoria – $1m towards the development and installation of a state-of-the-art high precision assembly line to produce High-Efficiency Diodes for export, new customers and new applications. • Multislide Industries in Edwardstown, South Australia – $259,100 grant towards the introduction of advanced technical capabilities to enable the manufacture of high-end, custom-made furniture.

Minister Pyne said this Automotive Diversification Programme funding was part of the Australian Government’s $155m Growth Fund. Including the latest announcement, the programme has supported 31 diversification projects and is expected to drive almost $50m investment in Australian manufacturing.

Matt Williams, Member for Hindmarsh, said that it was extremely important to South Australian workers and the economy that local manufacturers were given the financial support they needed to produce new products and move into new markets. “The Government continues to support component makers like Multislide Industries in transitioning their businesses, ensuring skills and jobs in Australian manufacturing are retained.” www.business.gov.au

Vic Hall Of Fame nominations open Nominations have opened for the 2016 Victorian Manufacturing Hall of Fame Awards, promoting outstanding, forward-thinking local businesses and individuals raising the bar in Victorian manufacturing.

Premier Daniel Andrews’ Government is urging Victorian businesses to nominate for the Awards. With the theme ‘Towards Future Industries’, the Awards include Young Manufacturer of the Year, Manufacturer of the Year, Company Induction, Honour Roll, as well as six Hall of Fame Awards for outstanding manufacturers in sectors the Victorian Government has identified for high growth potential. The nominations will be judged across a range of criteria that demonstrate best practice manufacturing, including innovation, adoption of advanced manufacturing technology, business and environmental sustainability, and skills development. The Hall of Fame Awards were established in 2001 to recognise individuals and companies who embrace new technologies and manufacturing techniques, are export focused and excel in business innovation. “I strongly encourage Victorian businesses to nominate for the 2016 Victorian Manufacturing Hall of Fame Awards and showcase their talents,” said Minister for Industry Lily D’Ambrosio. “This year’s awards present an ideal opportunity for outstanding businesses to be recognised for their innovation and success.” Nominations close on 29 February and the awards will be presented on 9 June. Manufacturers can nominate for the awards at: www.business.vic.gov.au/halloffame

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SA – $12m for companies to establish at Tonsley The South Australia State Government is investing $12m to help more companies establish operations at its Tonsley innovation hub in Adelaide. The funding, announced as part of the Mid-Year Budget Review, will allow more tenancies or “pods” to be built in Tonsley’s Main Assembly Building for companies keen to take advantage of the Australia’s first innovation district. Tonsley is now home to more than 800 high-value jobs and more than 8,000 students, with Flinders University, Siemens, the new State Drill Core Library, and TAFE among the hub’s tenants. In addition, Micro X – the developer of an ultra-lightweight medical x-ray – has announced its intention to establish its headquarters at Tonsley, creating advanced manufacturing jobs. The funding will enable further options for companies looking to invest in the precinct. The Tonsley site is located on the former Mitsubishi automotive plant, 10km south of Adelaide CBD. When Mitsubishi left the site in 2008, the SA Government saw the opportunity to nurture a new future for manufacturing and innovation in the State by bringing the high-value industry, education and research sectors together on a purpose-built campus. Work to attract new companies to Tonsley is focused on four key manufacturing sectors: • Mining and resources. • Clean technologies, including sustainable building products and services, and renewable energy. • Health and medical technology and assistive devices. • Software and simulation. www.tonsley.com

Commonwealth Government Entrepreneurs’ Programme partnering with AMTIL

It’s all about you. Your introduction

The Entrepreneurs’ Programme (EP) is a Commonwealth Government flagship initiative focused on raising the competitiveness and productivity of eligible companies at an individual level. AMTIL is a partner organisation working with the Department of Industry in the delivery of the EP. The Programme forms a part of the Australian Government’s Economic Action Strategy and will deploy over 100 experienced Advisers and Facilitators, offering support to businesses through three key elements: 1. Business Management a. Business Evaluations – A detailed assessment and action report b. Supply Chain Facilitation – Practical assistance to interact and supply into new markets c. Business Growth Services – Access to specialist advisers and services to accelerate growth d. Business Growth Grants – Co-funded grants to implement actions of the Business Evaluations 2. Innovation Connections a. Identify research needs and opportunities b. Support to connect with sources of expertise, technology and advise c. Make available pathways to collaborative research 3. Accelerating Commercialisation a. Guidance, connection and grants to advance commercialisation

Every business has different needs.

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To find out what the Entrepreneurs’ Programme can do for you, call 13 28 46 or visit www.business.gov.au or contact Greg Chalker 03 9800 3666 or email gchalker@amtil.com.au

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voice box Opinions from across the manufacturing industry

Creative Value Productivity: the missing link for competitive manufacturing

Productivity has long been the holy grail of economists. It is often claimed in the media that manufacturers in Australia can’t be competitive because their productivity is too low. But there may be aspects of productivity theory that have been ignored in recent debate, writes Chris Thomson of Roaring Success. Economic theory promotes the view that: • All economic activities aim to directly or indirectly satisfy human needs. • Human needs are satisfied through consumption of goods and services, produced via engagement of economic activities. • Human needs are satisfied to a greater extent when more goods and services are available for consumption. • Satisfaction is greater when the cost of commodities (goods and services) is lower. • The cost of goods and services can be lower when their production is more efficient. • Productivity is a measure of the efficiency of production of goods and services, or the ratio of outputs to inputs in the production process: Productivity = Production Outputs / Production Inputs • Higher productivity is generally considered to be a source of competitive advantage. Productivity is generally viewed as a macro-economic measurement. However, the principles can also be applied as a micro-economic measure of an industry or an individual business.

“Production and wealth creation occur at the level of firms. Lifting the productivity of a nation therefore ultimately depends on the performance of the individual businesses operating within it.” Productivity Commission 2009

Sadly, however, in most business journalism “Productivity” is equated only with Labour Productivity. Indeed, when Jack Welch – then the CEO of General Electric Corporation – was asked about the potential for people to be more productive, he said: “There’s an unlimited amount of juice in that lemon.” We don’t subscribe to the theory that labour can be continuously squeezed by management to work harder for less reward. However, we do believe that productivity improvements can be made within most companies if we look holistically at all the productivity factors and consider the responsibilities of investors and management as well as those of the workforce.

The many ways to be productive New technology drives constant improvement in the efficiency of production equipment, and manufacturers almost anywhere in the world are able to access the new equipment as soon as it is released to market. It’s easy to fall behind in the race to adopt the latest technologies and old equipment quickly becomes uncompetitive. Australian manufacturers need to make critical decisions about the amount and frequency of capital investment they make in order to maintain their competitive efficiency. In an interesting article posted on the ABC website on 10 March 2014, the ABC’s Business Editor Ian Verrender gave the example of the relative productivity of a man with a shovel versus that of a new earth-moving machine. The productivity of the capital invested in the machine far outweighs that of the man with the shovel, and no permutation of his pay and conditions will enable him to bridge that gap in terms of tonnes of earth shifted per day. The ability of capital investment to transform the productivity of a business, an industry or a nation should not be ignored. Yet the level of business investment in plant & equipment fell 3.5% across 2013-14 and is forecast to fall by a further 10.5% across 2015-16.

If an enterprise or a nation is more productive then the ratio of output value to input cost is higher. Production input costs are derived from capital (K – land, plant and equipment) and labour (L – man hours employed multiplied by the pay and conditions attached to each unit of labour). Economists then talk about increasing productivity by lowering the costs of production. This is achieved by making improvements to a series of ‘productivity drivers’, which include in part: • Economies of scale (Enterprise improvement). • Labour efficiency (Skills improvement). • Mechanisation and automation (Capital investment improvement). • Reduction of waste (Process improvement). • Competition (as a stimulus to the other productivity drivers rather than a means of improvement in its own right). Collectively, the sum of all these productivity drivers is referred to as Multi-factor Productivity.

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Business Investment in Plant, Equipment & Machinery – Manufacturing Industry. ABS, Dec 2014.

There’s no doubt these cost-focused productivity drivers are important factors if we are to achieve globally-competitive manufacturing, but there is another productivity driver that is worthy of more consideration than it has been given to date. If we reduce the productivity equation to financial terms, we see:

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Productivity = Value of Production Outputs / Cost of Production Inputs

• Better user information, packaging or presentation. • More satisfying customer experience through the buying process.

This clearly shows that increasing the value of production outputs is just as important to improving productivity as the importance of reducing the cost of production inputs. It is critically important for Australian manufacturers to understand this point.

What causes people to be more productive?

It is unlikely that Australian manufacturing companies will ever be able to match the low input costs of manufacturers in Third World countries, where labour and regulatory compliance are cheaper. However, Australian manufacturers can still be competitive in industries and markets where the value added through their production process is high.

• What causes some people to put forth extraordinary discretionary effort?

That high added value will be generated by capital investment in: • Innovation across all facets of the business. • Research & development (R&D). • Creation and protection of Intellectual Property. • Automation of production processes. • Application of new technology. Continuing with the breakdown of the productivity equation, the value of production outputs is determined by the number of units produced and the selling price of each unit. (For the sake of simplicity, it is assumed that the business only makes one type of commodity and that every unit sells for the same price. Reality would be more complicated.) So the equation can now be shown as: Productivity = Number of Units Produced x Selling Price per Unit / Cost of Production Inputs If we examine the impact on productivity of each of these factors in isolation, assuming the other factors remain constant, we see that: a) Number of Units Produced. Productivity will increase if the volume of production is increased in a given period. Production outputs are more commonly constrained by customer demand than they are by production capacity. Since our example deals with a modern company practising Lean Manufacturing principles, the business will not manufacture excess volume of products to stockpile in inventory. Therefore volume of production must be directly linked to sales. Customer demand will be driven by improving the attractiveness, or customer benefits of the goods and services, through innovations in product or service design. This higher level of customer demand may provide economies of scale through increased production volumes, thus lowering the cost of production inputs. The business will therefore have the option of setting lower, more attractive, more competitive selling prices, with the prospect that this generates even greater customer demand and further increases in production volume. b) Unit Price Productivity will also be improved if the Unit Selling Price is increased. Aside from imbalances in supply and demand that cause scarcity of the commodity, increased prices are achieved by innovations that improve the benefits provided by the product or service, such that the buyer is prepared to pay a premium price for it. Improved benefits may result from the goods or services providing: • Better solutions to the customer’s needs. • More features or higher specifications.

In Forbes Magazine back in August 2012, Jack Zenger posed two important questions:

• What is it that some leaders do to create a climate in which people go the extra mile and perform at remarkably high levels? These questions tie back into the principles of effective leadership – of vision, culture and innovation. Countless examples exist of people putting in extraordinary effort if they believe they are engaged in a worthwhile challenge and if they believe there is a realistic chance of success. The most effective leaders seem to be those who can envisage that worthwhile challenge and convey it passionately; who are able to communicate emotively; and who provide continual energy, direction and encouragement. They create a culture of esprit de corps, a “can do” attitude and an expectation of successful achievement. They demonstrate self-discipline. They inspire people to join the cause. Thus we can see that both factors of the value of production output – Price and Volume – are driven by the ability of the business to create improved customer value through innovation. We can also see that increasing the value of production outputs is just as important to improving productivity as it is to decrease the cost of production inputs. At Roaring Success, we’ve started using the phrase Creative Value Productivity to give focus to this aspect of productivity and the impact it has on the ability of Australian manufacturing to compete internationally. At a time when Australian manufacturing is undergoing significant structural change, we urge all business leaders to give thoughtful consideration to how they can improve three factors to gain increased business productivity: • Leadership that inspires people to willingly commit themselves to the strategic objectives of the business, and in doing so to increase their productivity. • Capital investment in productive plant and equipment that enables improvements in production volumes and reduced unit costs. • Innovation in technology, process or product that creates unique benefits for customers and generates increased demand at higher price-points By taking a more balanced view of productivity and the factors that drive it, we believe that there is a viable future for Australian manufacturing. Furthermore, we believe that a viable manufacturing industry should be a national priority because of the range of employment opportunities the industry creates and the real economic wealth it generates. Chris Thomson is a Director at Roaring Success, a management consulting practice specialising in accelerating business growth. Chris is a Certified Management Consultant (CMC) and a Fellow of the Institute of Management Consultants. He is a member of the Australian Institute of Company Directors and co-author of the book ‘Dominating Your Niche’. www.roaringsuccess.com.au

• Higher quality. • Faster delivery.

AMT Feb/mar 2016

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voice box Opinions from across the manufacturing industry

Innovation – a new look at an old concept

Politicians and industry leaders regularly cite innovation as crucial to Australia’s manufacturing future. But what forms does it take, and what can we do to harness our capacity for innovation? By Ray Keefe. I’ve been developing new products intended to be made in Australia for more than 30 years. Innovation has always been a topic of interest for me. So let’s dive right in. Firstly, what is innovation?

As good as this seems, far too much emphasis is placed on this type of innovation. It’s important, and do it if you can, but there is another and more important type of innovation.

The word ‘innovation’ comes from ‘nova’, which means new. There are several definitions around, most of them not really helpful. The one I use is “A change that is intended to be an improvement”. I like this definition because it covers cases where the new idea doesn’t work out and it focusses on why you want to innovate – because you are looking for an improvement of some kind. The number one area of innovation in the world today is business models, not technology, so this stuff applies to everything.

“If the only tool in your toolkit is a hammer, you will treat every problem as if it were a nail.”

People are basically creative. You are already innovating, even if you don’t recognise it. And you are also better at it than you realise. In fact, there are ideas you have that are brilliant but never see the light of day because you don’t know how to get at them. Let’s look at why that is the case.

Incremental innovation is the day-by-day small improvements that transform your position over time. Even if you have managed a disruptive innovation, once your disruption becomes obvious, others will go after you. You still need to engage in incremental innovation to keep ahead. Even if you haven’t been seriously disruptive, this gives you an edge over those who aren’t continually improving.

Many people regard innovation as something that resembles a magician pulling a rabbit out of a hat, which is quite unhelpful! It makes the process mystical and non-deterministic. To truly improve your ability to innovate, you need a better model than that. So let’s look at the two primary types of innovation: disruptive innovation, and incremental innovation.

Disruptive innovation The term ‘disruptive innovation’ was popularised after Clayton Christensen wrote ‘The Innovator’s Dilemma’, an excellent book on the topic. If you haven’t read it, I recommend it. He looked at the hard disk industry and why companies that were strongly placed got easily beaten as the technology evolved. When we think of disruptive innovation, we think of game-changing breakthroughs that unseat incumbents. Current examples are Uber versus traditional taxis, AirBnB versus traditional accommodation providers, and Infrastructure-as-a-Service (IaaS) versus the internal IT department. In each case, the new market offering aims to erode the business case for the previous offering.

Abraham Maslov Incremental innovation

A good example is the 1% principle. If you improve by 1% a year, you are going backward because you probably aren’t even keeping up with GDP in a growing economy. If you improve by 1% a month, then you are at least ahead of the national growth curve and any sensible interest rate you can imagine. But if you improve at 1% a day, at the end of the year you are 37 times better! If you have a garden and the weeds are winning, this is why. They increase daily. Most of us can’t sustain that level of incremental improvement, but this is where the sustainable gains come from. So how do we get there?

“Logic is a mechanism for coming to the wrong conclusion with great confidence.” Albert Einstein Brain 101 To answer that, we need to know how the brain works. The good news is you are smarter than you think. At a very simple level, the brain has two primary operating systems both running in parallel but only one getting our attention at any one moment: a linear thinking, rational, step-by-step mode; and a pattern-matching, parallel processing mode.

Disruption occurs when a new market offering emerges to challenge the existing, established offerings. The emerging offering is initially inadequate for even the lowest end of the market, but over time it improves and begins to take market share away from the established offering. Eventually it becomes capable of completely replacing the incumbent offering in all applications.

AMT Feb/mar 2016

Most of us spend most of our time in the linear mode. As you are reading this, you are using the linear mode. As you use computers to process email and prepare documents or even as I write this, it’s all linear mode. When we are problem-solving, it is primarily linear mode. So here is the kicker. The linear mode at most uses 10% of our grey matter. The other 90% is used by the other mode and the autonomous functions (stuff like breathing and checking for danger). So the most creative and intelligent capabilities you have might not be where you think they are! For innovation, we want to engage the pattern-matching part of the brain as much as possible. Here is a really good example of why. Elias Howe was an inventor. He wanted to invent the first automated sewing machine. He had worked for months without achieving his goal, even though he had other successful inventions. After a particularly frustrating day in 1845, he went to sleep and had a nightmare in which savages were thrusting spears into him. The spears had holes in the tips.

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He awoke in a panic, but then, realising it was a dream, he started to analyse it. He noticed that the spears that had holes in the tips reminded him of the sewing needles he had been trying to automate the use of, but the holes were in the wrong spot. A sewing needle handled by a person has a sharp point at one end, a thin shaft, and a hole at the top where the thread is pulled through the cloth. He realised that the version in the dream with the hole near the point, would be able to be automated to create a lock stich sewing machine. Problem solved. His pattern-matching brain had communicated the solution he already had worked out to his linear mode using the dream. Who knows how long that answer had been sitting there? That is an extreme case but it makes the point I wanted to make. Sometimes, you already have the breakthrough worked out. But it is in the other part of your brain. So how do you get at it? In order to get to that other half, there are some strategies that are known to work quite well. All of them fall into the category of a pattern interrupt. There is a reason the most financially strong innovative companies have weird spaces in their buildings. These are ready sources of pattern interrupts. A short list of popular ways to achieve this is: • Use music (not songs but music itself – lyrics tend to pull us back to linear mode). • Humour – yes, even dad jokes. • Go to a different part of the building, especially if it is very different and not noisy. • Indoor atriums work really well, but most of us don’t have one of those. • Go outside and take a stroll, especially through picturesque surroundings. • Do something tactile. Here is an example from a different discipline. Henri Poincare was a mathematician. When he was stumped with a problem, Henri wrote everything he knew on paper and went for a walk, returning when he had the answer. I also give presentations on this topic to the Monash University Executive MBA program. It has been suggested by some students that I am giving my employees carte blanche to slack off. But I use this myself. Just last week I was struggling to solve a logic problem with a change in how a program needed to operate. So I went to our office thinking space, sat there for five minutes, and got the idea I needed. I went back and completed the software design and coding, and we shipped it to our customer after testing the next day. Magic or process?

“The reasonable man adapts himself to his environment. The unreasonable man persists in adapting his environment to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw

And yes, we do have a specific area set up as a thinking space with lots of pattern break objects, textures and appearances.

Can we learn from overseas? It is common to look at what others are doing and to copy what is already proven to work. So can we just copy overseas models and get an improvement? From my perspective, the answer is no. Here is why. According to OECD statistics, Australia is last for collaboration, last for public research commercialisation, and in the bottom eighth for funding availability for new or expanding business ventures. In addition we are weak at business management; according to the BRW, the average Australian manager is at 30% of OECD average for management competence. Moreover, we are often unable to start again after a failed venture, as under Australian law, bankruptcy takes you out of the game. The lean start-up failure rate in Silicon Valley is over 90%. But that is OK for them. They just declare bankruptcy, hand back the keys to the office, and start something new tomorrow. That works there, but think of the churn that creates in the marketplace. The average US millionaire has been bankrupt 3.7 times. That works for them, but not here. Europe is using Open Innovation, but the lack of inter-business collaboration works against that idea. Open and uncollaborative are mutually exclusive positions. But these statistics are also an area for opportunity. There is great opportunity for those who are competent at running their businesses and prepared to be collaborative. And this is where I see the really big areas for progress. If we become a bit more collaborative, a bit more flexible about business models, a bit more competent and use the strong innovation capability we have, then we will create new opportunities. This includes creating products together rather than just being a piece of someone else’s value stream. There is a lot more I can say on this topic, but this is a quick introduction to how I think about it, some strategies for how to improve how you go about it and how you might take advantage of it. Hopefully it has given you a new way of looking at it so you can get even better results than you are getting now. And please, experiment a bit and work out what works best for you. Innovation matters, and you are already better at it than you realise. In the OECD, Australia is ranked 13th of 81 for Innovation. There’s room for improvement, but we are already an A-grade innovation nation. It’s time to start harvesting the fruits of that capability.

“The solution to the problem will require better thinking than that which created it.” Albert Einstein Ray Keefe is the Managing Director of Successful Endeavours, a business that designs new electronics-based products that are intended to be manufactured in Australia. www.successful.com.au

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Tech News

USA: Welding the “un-weldable” metals

Australia: Powering the World Solar Challenge

Engineers have developed a new welding technique - vaporized foil actuator (VFA) - that consumes 80% less energy, yet creates bonds that are 50% stronger. Many alternative metals are considered un-weldable by traditional means, partly because high heat and re-solidification weaken them. With VFA, materials are shaped and bonded together at the same time, and they actually become stronger. A high-voltage capacitor bank creates a very short electrical pulse inside a thin piece of aluminium foil. Within microseconds, the foil vaporises, and a burst of hot gas pushes two pieces of metal together at high speeds. The pieces don’t melt, so there’s no seam of weakened metal between them. Instead, the impact directly bonds the atoms of one metal to other. So far, the engineers have successfully bonded different combinations of copper, aluminium, magnesium, iron, nickel and titanium and have created strong bonds between commercial steel and aluminium alloys - a feat impossible normally. Also, high-strength steel and aluminium join together with weld regions that are stronger than the base metals. The technique is powerful enough to shape metal parts at the same time it welds them, saving manufacturers a step.

Last October, the 3000km Darwin to Adelaide World Solar Challenge was run in vehicles travelling at averages of over 100kmh and using no more than 6sqm of solar panels as a power source. A large contingent of the contestants were using a super-efficient motor (the “in-wheel” motor) which CSIRO helped design. All three category winners, and 8 of the top ten winners in the Challenger Class alone, used this motor. It weighs only 6kg and can achieve 98% efficiency. It has since been commercialised by Marand Precision Engineering in Melbourne to keep up with a rapidly growing global demand.

Ohio State University

A bolt’s clamping force (preload) is generated as the bolt stretches during tightening. The two most common methods are torque control and turn control. In torque control, a specified torque is placed on the fastener. In turn control, the nut is turned through a specified angle that stretches the bolt the desired amount. Both methods are only approximations of the true preload exerted. To get 2,000 pounds of preload on each bolt, a different torque value would have to be applied to each one. The washer being developed uses piezoelectric filaments connected to a handheld device that registers the preload value by reading the electrical output of the filaments. When tightened, this directly indicates how much force this washer is experiencing, which is directly related to the bolt’s preload.

USA: Stronger, safer, more durable steel Researchers have demonstrated a way to make steel stronger, safer and more durable. Their new surface coating, made from rough nanoporous tungsten oxide, is the most durable anti-fouling and anti-corrosive material to date. Developed in Steel is prone to the 2011, “Slippery Liquid-Infused corrosive effects of water, salt and organisms. Porous Surfaces” (SLIPS) has been demonstrated in a broad range of applications. Until now, mechanical durability and antifouling were at odds with each other. The team solved challenges by using an electrochemical technique to grow an ultrathin film of hundreds of thousands of small and rough tungsten-oxide islands directly onto a steel surface. The material could have far-ranging applications including non-fouling medical devices, 3D printing nozzles and applications for buildings and marine vessels. Not only did the material repel all the liquid and show anti-biofouling behavior, but the tungsten oxide actually made the steel stronger than steel without the coating. Harvard University

USA: Power-generating solar windows “first of its kind” Despite competition from many similar technologies, perhaps none have made such ambitious claims as those made by SolarWindow Technologies Inc. The company has reported that its technology - whereby clean electricity is generated on transparent glass - will outperform rooftop solar panels by 50-fold, at a fraction of the cost, and achieve financial payback within one year. This is opposed to the 5-11 years for payback with a conventional solar system and which additionally requires 10-12 acres of urban land. The technology converts sun or artificial light into electricity when applied as a film layer to windows. Conventional solar does not work in shaded areas or under artificial light. These proprietary windows are being developed for an estimated 5m skyscrapers, tall towers and commercial buildings in the US alone. SolarWindow Technologies Inc & mixed

AMT Feb/mar 2016

CSIRO

USA: New washer accurately measures bolt’s clamping force

University of Alabama Huntsville

UK: Fruit-picking robot A robot that can pick and sort random fruit and vegetables without prior knowledge of their size or location could lead to a new generation of smart industrial machines. Developed by engineers at UK design and development firm Cambridge Consultants, the robot is equipped with specially developed algorithms that enable its machine vision system to deal with changes in position and shape. In a demonstration the robot was able identify and pick individual items of fruit from a pile of fruit stacked randomly in a bowl. The custom-made hand then adapts to the shape of the fruit and securely grips it without damaging it. Once picked, the fruit can also be sorted by colour. The system is capable of handling objects for which no detailed CAD model exists. The Engineer

Japan: Steel wires now visible Researchers have found a way to make covered or hidden PC steel wires visible, by developing a new terahertz wave light source featuring both light and radio-wave characteristics. This new technology will be especially useful in the safety inspection of extradosed and other

Tech News types of bridges that use PC steel wires hidden inside external cables covered by resin jackets. Destructive inspections of external cables, in which the outer coating is removed from the cable, run the risk of water and other forms of moisture penetrating the wires and causing corrosion after the inspection has been completed. The technology is a unique optical measurement system comprising a digital device terahertz light source and a laser terahertz light source with high penetrative capabilities for polyethylene resin and similar resins. Contrary to the radioactive rays conventionally used for nondestructive detection purposes, the new terahertz waves have no adverse effects on the human body Tohoku University

Australia: Robot speeds up next-gen materials testing Late last year CSIRO launched a new robot that can automatically screen and evaluate next generation materials around the clock. The robot, called FASTER, provides Australian companies with an advanced electrochemical testing system that can carry out repetitive experiments 10 times faster than humans. The robot uses a robotic sensing platform and a computer controlled liquid delivery system. This allows it to automate testing tasks, carrying out up to 80 discrete experiments without human intervention. As well as speeding up screening and evaluation, the robot is also extremely accurate, having the advantage of overcoming human error in testing and materials validation. The robot was designed by CSIRO and can benefit a range of industries, including manufacturing, infrastructure and aerospace. CSIRO

USA: New lightweight metal A super-strong yet light structural metal (metal nanocomposite) with extremely high specific strength and stiffness-to-weight ratio has been created. It is composed of magnesium infused with a dense and even dispersal of ceramic silicon carbide nanoparticles. Nanoscale ceramic particles tend to clump together. To counteract this, researchers dispersed the particles into a molten magnesium zinc alloy. No groups have been able to disperse A copper lattice structure ceramic nanoparticles in molten created using the new 3D metals until now. The technique printing process of infusing a large number of silicon carbide particles smaller than 100 nanometers into magnesium added significant strength, stiffness, plasticity and durability under high temperatures. The new material could improve energy efficiency in aerospace, automobile, defense, mobile electronics and biomedical applications. University of California - Los Angeles

USA: New way to print 3D metals & alloys A team has created a new way to print 3D metallic objects using rust (iron oxide) and metal powders. While current methods rely on vast metal powder beds and expensive lasers or electron beams, the new technique uses liquid inks and common furnaces, resulting in a cheaper, faster, and more uniform process and works for an extensive variety of materials. The new method completely bypasses the powder bed and energy beam approach as well as uncouples the two-step process of printing the structure and fusing its layers. By creating a liquid ink made of metal or mixed metal powders, solvents and an elastomer binder, it was able to rapidly print densely packed powder structures using a simple syringe-extrusion process

at room temperature. Despite starting with a liquid ink, the extruded material instantaneously solidifies and fuses with previously extruded material, enabling very large objects to be quickly created and immediately handled. Using this process, “Green bodies” (after the object is printed but before it is densified by heating), are foldable, bendable, and can be hundreds of layers thick without crumbling and can be manipulated before being fired. Northwestern University

USA: Self-healing, flexible material stays tough A new self-adapting composite material has the ability to heal itself and to regain its original shape after extraordinary compression. Called SAC (self-adaptive composite), it consists of sticky, micronscale rubber balls that form a solid matrix. Two polymers are mixed and a solvent that evaporates when heated, leaves a porous mass of gooey spheres. When cracked, the matrix quickly heals over and over. Like a sponge, it returns to its original form after compression. Other “self-healing” materials encapsulate liquid in solid shells that leak their healing contents when cracked, but the researchers wanted more flexibility and mechanical toughness. Making SAC is simple, and the process can be tuned – a little more liquid or solid — to regulate the product’s mechanical behavior. SAC may be a useful biocompatible material for tissue engineering or a lightweight, defect-tolerant structural component/building material. Rice University

USA: Boron nitride instead of carbon for stronger materials A group of scientists now has evidence that a different nanotube than the legendary carbon could offer even more strength per unit of weight. Lightweight polymers mixed with tough boron nitride nanotubes could one day strengthen planes, spaceships, racecars and tennis rackets. Their real advantage in a composite material comes from the way they stick strongly to the polymer; they are also more stable at high temperatures and they can better absorb neutron radiation (advantageous in the extreme environment of outer space). In addition they are piezoelectric. The current drawback is the cost, which is expected to decrease. “I think boron nitride nanotubes are the future for making polymer composites for the aerospace industry,” said Associate Professor Changhong Ke. American Institute of Physics (AIP)

Germany: Low-cost wafers for solar cells Silicon wafers are the heart of solar cells. However, manufacturing them is not cheap. Over 50% of the pure silicon used is machined into dust. A new manufacturing technique puts an end to these material losses, with raw material savings of 50% along with an 80%t reduction in energy costs. Using chemical vapor deposition, the wafer grows exactly how the researchers want it to, with no need for cumbersome sawing. It can also be made as thin as desired. Fraunhofer

“The rarest of beasts - a used rocket” - American entrepreneur and space pioneer Jeff Bezos who scored an historic achievement last November in Texas after his company - Blue Origin - successfully launched a rocket 100km into space and landed it upright just 1.3m from the centre of its launch pad in a carefully controlled descent, Until now space rockets have been expendable. This achievement represents the “holy grail” of rocketry. AMT Feb/mar 2016

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product news

Diversified precision engineering company celebrates 45 years

Brisbane-based Dalzell & Bagley Engineering will celebrate 45 years in business in 2016, and is actively investing in the future to cater for even higher levels of service and an extended range of offerings to industry. The precision engineering service company, owned today by Cameron George, is expanding its operations in response to the mining downturn, diversifying across precision machining, fabrication, design and maintenance to provide an all-in-one service to its customers. Investment in the latest technology plays a significant part in this strategy, streamlining operations for greater efficiency and productivity, and delivering ongoing training for its skilled workforce to ensure that they are proficient in all machining and fabrication operations. “Since working with Dalzell & Bagley we’ve seen that they are a strong example of strategically planning their workflow and production methods to achieve maximum efficiency,” says Okuma Australia Managing Director Phil Hayes. “Given the last few years of slower activity as a result of global pressures, it’s become more and more necessary to upskill and to insulate your business from unexpected and mostly uncontrollable changes in a raft of factors that have strong impacts on our day-to-day outcomes. Dalzell & Bagley are doing this very well and enjoying the benefits.” Today the company employs 18 engineers and has a policy of training young people with apprentice opportunities to ensure that skilled operators are available in the industry for future expansion. As well as training on the wide range on plant and equipment, the company’s policy of investment in people encompasses all personnel undergoing sales training, with a view towards keeping ahead in an ever-challenging marketplace. The company’s latest capital investment has been an Okuma LB4000EX CNC lathe with live tooling. This high-end machine of choice offers a significant marketing advantage for production

and jobbing work, where turned components also require milling operations such as keyways, drilled and tapped holes, hexagonal sockets, flat sides or pockets. This high-capability machine has some standout features that make it important to Dalzell & Bagley. “The large-size turning capacity, of 480mm diameter x 1.6m long, provides for a wide scope of work that can be machined. Utilising the servomotor-driven automatic tailstock and parts catcher allows us to automate all operations,” said Angus Absolon, Dalzell & Bagley’s Production Manager. “Paired with the hydraulic power chuck, high-torque spindle motor and extremely fast rapid transverse, the capacity has drastically reduced cycle times, in some cases up to 50%.” The company operates CNC machines with twin-pallet loading systems, reducing unproductive down time. The introduction of ‘Autodesk Inventor’ software some 18 months ago enables the company to offer full design facilities and 3D modelling, through to a manufactured product. As part of the company’s planned expansion of its fabrication services, modern laser equipment will be brought in-house. “Today the company is well placed to cater for the manufacture of high- and low-volume production runs with CNC lathes, CNC machining centres and conventional machines catering for services such as CNC machining, metal fabrication, prototype development and design, plus repairs and maintenance,” comments Absolon. “With areas of expertise in precision valves and pumps, axles, component manufacture, shafts and shaft refurbishment, our clients include some of Australia’s biggest names.” www.dbengineering.com.au www.okumaaustralia.com.au

Dormer Pramet new indexable range Dormer Pramet has officially launched its Pramet range of indexable tooling – a comprehensive program of turning, milling and hole-making inserts and holders for, primarily, the general engineering sector. The company Dormer Pramet was created in 2014 following the merger of cutting tool specialists Dormer Tools and Pramet Tools. The combined product assortment now encompasses indexable tools – marketed under the Pramet brand – alongside the established Dormer range of rotary tools. Dormer Pramet has 30 offices worldwide, including in Victoria, serving 100 countries, ensuring it has truly global coverage. “Dormer’s round tool specialisation and Pramet’s expertise in the design and production of indexable inserts complement each other extremely well,” says Andrew Sherry, regional business area manager for Australia. “Our core programs are built around a range of products designed for the general machining industry. It will mean

AMT Feb/mar 2016

customers throughout Australia now have access to a greatly enhanced product portfolio.” As well as a stronger product line-up, Dormer Pramet places significant emphasis on the development of its ‘value-added services’. In keeping with this tradition, the launch of Pramet is supported by product publications in both hard copy and electronic format, including an interactive app available to download from iTunes and Google Play. “With the Pramet indexable brand we can offer a ‘one-stop shop’ for all customers’ tooling requirements whilst also continuing to provide the crucial support and reliable service our customers have come to expect from us over the years,” adds Sherry. “From products that consistently perform, to experienced technical backup from our engineers, customers know they can trust us to deliver.” www.dormerpramet.com

5 AXIS MACHINING. MADE SIMPLE. • Versatility from the swivel head design and built in rotary table • Large table provides the flexibility of true 3, 4 and 5 axis machining in the same unit • Powerful 48HP Spindle • Large 120GB SSD storage capacity and powerful processor • Feature packed, yet simple to use conversational controllers

Call now

to arrange a demonstration of this revolutionary new machine

To find out more: Call: 03 9706 8066 Email: sales@appliedmachinery.com.au Visit: www.appliedmachinery.com.au 55 - 61 Nissan Drive, Dandenong VIC 3175 Australia

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product news

Connected production – Bosch launches ‘APAS assistant’

Flexible, connected, safe and collaborative: Bosch Australia has launched APAS, the mobile production assistant that works hand in hand with its human colleagues. The increasing trend towards collaborating robotic solutions has prompted Bosch to expand into safe robot kinematics – the APAS sensor skin-protected automation allows for direct and safe collaboration with people. “The mobile assistants have been tried and tested in many Bosch facilities throughout the world,” says Andrew Bartlett, General Manager of Manufacturing Solutions at Bosch. “Now they are available in Australia for external customers.” Thanks to its standardised operating concept and its interconnectivity, the APAS can be flexibly integrated into manufacturing processes. “The factory of the future requires more agile machines and robots that can flexibly take over from fixed manufacturing systems along the entire production chain,” continues Bartlett. “At the same time, the possibility of direct interaction with humans and integrated safety systems play an important role.” The APAS production assistants are designed to support technical staff with critical process steps, monotonous and messy jobs, and above all to collaborate directly with human beings. The APAS inspector, for instance, is equipped with a high-definition camera and an innovative 3D technology and inspects highly delicate surfaces or performs complete checks. The safe interaction of humans and machines is at the heart of the APAS assistants. It is equipped with a six-axis industrial robot arm, a sensitive three-finger gripper and a 3D camera system.

As opposed to other robot systems, the gripper arm of the APAS assistant is covered with a highly sensitive sensor skin. Even without direct contact, this skin allows the system to realise whenever a member of staff comes too close. It then immediately stops its work and waits until the employee has left the danger zone, resuming operation automatically. “This application is unique in the market and enables man and machine to work hand in hand,” Bartlett explains. www.bosch.com.au www.bosch-apas.com

Festool – Workplace organisation made easy

For workshops, workplace organisation is at least as important as precise tools. This is why Festool is continuously developing its organisation and transport system and has expanded it with two new products to keep everything from tools to small parts organised neatly. Good workplace organisation saves time and cuts down on unnecessary movements and effort. It is only possible to plan and work in an organised and structured way if everything is in its place and easily accessible. To help ensure an optimum and mobile workplace arrangement, Festool offers a comprehensive range of organisation and transport systems with many options: the MFT multifunction table; the WCR Workcenter; the VAC SYS vacuum clamping system; and a wide variety of Systainers, Sortainers and more. Whether in the workshop, during assembly or on the building site – all work equipment should be perfectly packed and easy to transport. With these two new SYS-Combi products, the premium Festool brand has combined its traditional Systainer with a drawer for consumables and small parts. These products are the perfect combination of Systainer and Sortainer, providing even better organisation – even on the move. The drawer can be divided flexibly for accessories, consumables, small parts and other objects. This ensures excellent organisation, saves time and cuts down on unnecessary movements, trips and effort. With its three drawers, each with a storage capacity of 6.7 litres, the new Sortainer provides space

AMT Feb/mar 2016

for storing accessories, consumables and small parts in an organised way. These drawers can be further divided to suit individual needs using the plastic containers available to purchase separately. In addition, each drawer has a space for labels, business cards or stickers. Labels ideal for this purpose can be obtained from Festool. Festool operates under the motto “Because things work better when everything fits together”. These new products give businesses a professional appearance in front of their customers. Festool has developed its organisation system to allow it to be arranged to suit the needs of the company and to enable each part to be combined and connected together: the Systainer with T-LOC and the Systainer Classic, the Sortainer, the CleanTec mobile dust extractor and the SYS-Cart roll board or the SYS-Roll Systainer transporter. www.festool.com.au

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MOTORSPORT & AUTOMO TIVE: NANOTEchNOlOg • MININg & RESOURcES y& : BUSINESS MANAgEMENT MIcRO-MAchININg • AEROSPAcE & DEFENcE : TRANSPORT & lOgISTIc & clEAN TEch: RAIl • MEDIcAl: cONSTRUcTION • AgRIcUlTURE, FOOD S & INFRASTRUcTURE & BEVERAgES: BUSINES NANOTEchNOlOgy & S MANAgEMENT • MOTORS• RENEWABlE ENERgy MIcRO-MAchININg • AEROSPAcE : BUSINESS MANAgEMENT PORT & AUTOMOTIVE: • MEDIcAl: cONSTRUcTION & DEFENcE: TRANSPORT & lOgISTIcS • • AgRIcUlTURE, FOOD MININg & RESOURcES & INFRASTRUcTURE & BEVERAgES: BUSINES S MANAgEMENT • MOTORS • RENEWABlE ENERgy & clEAN TEch: RAIl MIcRO-MAchININg • AEROSPA PORT cE & & DEFENcE AUTOMO : TRANSPORT & lOgISTIc TIVE: NANOTEchNOlOg • MEDIcAl: cONSTRUcTION S • MININg & RESOURcES y& & INFRASTRUcTURE • : BUSINESS MANAgEMENT BEVERAgES: BUSINES RENEWABlE ENERgy S MANAgEMENT • MOTORS & clEAN TEch: RAIl • AgRIcUlTURE, FOOD AEROSPAcE & DEFENcE PORT & AUTOMOTIVE: & : TRANSPORT & lOgISTIc NANOTEchNOlOgy & cONSTRUcTION & INFRASTR MIcRO-MAchININg • S • MININg & RESOUR cES : BUSINESS MANAgE BUSINESS MANAgEMENT UcTURE • RENEWABlE ENERgy & clEAN MENT • MEDIcAl TEch: RAIl • AgRIcUl • MOTORSPORT & AUTOMO TURE, FOOD & BEVERAg : DEFENcE: TRANSPORT TIVE: NANOTEc ES: hNOlOgy & MIcRO-M & lOgISTIcS • MININg AchININg • AEROSPA & RESOURcES : BUSINES INFRASTRUcTURE • RENEWA cE & S MANAgE BlE ENERgy MENT & clEAN TEch: RAIl • AgRIcUl • MEDIcAl: cONSTRUcTION • MOTORSPORT & AUTOMO TURE, & lOgISTIcS • MININg & RESOURTIVE: NANOTEchNOlOgy & MIcRO-MAchININgFOOD & BEVERAgES: BUSINESS MANAgEMENT • AEROSPAcE & DEFENcE cES : BUSINESS MANAgE ENERgy & clEAN TEch: MENT • MEDIcAl: cONSTR : RAIl • AgRIcUlTURE, FOOD UcTION & INFRASTRUcTURETRANSPORT & NANOTEchNOlOgy & & BEVERAgES: BUSINES • RENEWABlE MIcRO-MAchININg • S MANAgEMENT • MOTORS AEROSPA BUSINESS MANAgEMENT PORT & AUTOMOTIVE: • MEDIcAl: cONSTRUcTIONcE & DEFENcE: TRANSPORT & lOgISTIcS • • AgRIcUlTURE, FOOD MININg & & INFRASTR RESOUR UcTURE cES : & BEVERAgES: BUSINES S MANAgEMENT • MOTORS• RENEWABlE ENERgy & clEAN TEch: RAIl MIcRO-MAchININg • AEROSPA PORT & AUTOMOTIVE: • MEDIcAl: cONSTRUcTION cE & DEFENcE: TRANSPORT & lOgISTIcS NANOTEchNOlOgy & • MININg & RESOURcES & INFRASTRUcTURE • : BUSINESS MANAgEMENT BEVERAgES: BUSINES RENEWABlE ENERgy S MANAgEMENT • MOTORS & clEAN TEch: RAIl • AgRIcUlTURE, FOOD AEROSPAcE & DEFENcE PORT & AUTOMOTIVE: & : TRANSPORT & lOgISTIc NANOTEchNOlOgy & cONSTRUcTION & INFRASTR MIcRO-MAchININg • S • MININg & RESOUR cES UcTURE : BUSINES • RENEWABlE ENERgy S MANAgEMENT • MEDIcAl BUSINESS MANAgEMENT & clEAN TEch: RAIl : • MOTORSPORT & AUTOMO TIVE: NANOTEchNOlOg • AgRIcUlTURE, FOOD & BEVERAgES: y & MIcRO-MAchININg • AEROSPAcE &

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product news

BOC raises the bar with F3VIPR cylinder range

Leading gases and engineering company BOC has announced its latest innovation for the welding industry with the launch of the new F3VIPR, a 33-litre high-pressure cylinder with in-built variable integrated pressure regulator (VIPR). According to Kyle Scott, Business Manager Specialised Manufacturing, BOC’s technical experts are committed to raising the bar in cylinder technology and are proud to be delivering unique design features that provide enhanced convenience and safety for its customers. “The F3VIPR range provides busy welders and manufacturers with an all-in-one cylinder solution that improves productivity by eliminating hassles associated with acquiring, fitting and maintaining a separate regulator,” says Scott. “Usage can also be tracked with a content indicator showing the amount of gas left. “With safety as our number one priority, we have enhanced portability by making the F3VIPR shorter than a G or G2 cylinder, with a handle to assist with trundling, allowing for better manoeuvrability around workshops and sites. “The 300-bar high pressure has also allowed us to increase gas content in most F3VIPR shielding gas traffics compared to existing G size cylinders with up to 13% content increase on our 065G ARGOSHIELD Universal.” BOC has invested significantly in upgrading its cylinder fleet with more than 550,000 new cylinders introduced over the past five

years and has a $15m world-leading cylinder testing facility at its Sydney Operations Centre. The F3VIPR is now available in 18 of BOC’s ArgoShield, StainShield, AluShield and Argon gas mixtures and is compatible with a Standard 5/8” fitting, which means it will work with existing hoses and connections. www.boc.com.au

FactoryTalk VantagePoint update speeds manufacturing intelligence systems For manufacturers, making swift use of big data just got easier. The addition of import and configure mobilebased work flows in the FactoryTalk VantagePoint enterprise manufacturing intelligence (EMI) v7.0 software from Rockwell Automation enables the one-time configuration of a manufacturing intelligence solution. This latest FactoryTalk VantagePoint software provides users a seamless way to access their Logix-based data by providing a simple, guided work flow to store and visualise information. Everything from installation, configuration and visualisation has been enhanced and consolidated – so users can interact with their Logix-based control data from their device of choice: PC, tablet or smartphone. To promote intelligent decision-making, the new work flows enable authorised users to store and visualise specific data views and trends, and easily share these views with collaborators across the enterprise. “The FactoryTalk VantagePoint experience now provides access to manufacturing information faster than ever,” said Dean Tresidder, Software Product Manager, Rockwell Automation. “For users, this more cohesive and intuitive experience is a significant step forward. The less time operators spend configuring systems, the more they can focus on how their plants are actually functioning. We have truly reduced the time to trend data with this release.”   Additionally, FactoryTalk VantagePoint software will now silently install with FactoryTalk Historian SE software from Rockwell Automation. Upon completion, the user will be greeted with a

AMT Feb/mar 2016

VantagePoint mobile web page, including the new import and configure options.    From any PC or tablet, a user can browse through the FactoryTalk Directory server to an online controller; select the tags from which they aim to collect associated data; and configure scan rates and additional historian parameters. Once this process is complete, the selected tags are stored in the FactoryTalk Historian solution and automatically configured for the FactoryTalk VantagePoint software. By simultaneously configuring tags, a user within the VantagePoint mobile work flow makes a few simple selections in order to begin collecting data, and creating dashboards and trends. The FactoryTalk VantagePoint v7.0 update also includes enhancements to the overall platform. The software now provides a vertical or horizontal bar chart, updated indicator widget, logarithmic trending, improved mobile navigation and Windows 10 support. In addition, FactoryTalk VantagePoint v7.0 software offers SQL Server Express with install. This removes complex licensing options from the install process. www.rockwellautomation.com

Complete Machine Tools Pty Ltd

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product news

CylPerf – enhancing fibre laser drilling

Prima Power Laserdyne’s exclusive S94P laser process control feature CylPerf has been enhanced to enable increased quality and throughput in “on-the-fly” percussion drilling of small shallow angle holes in aerospace engine combustors. In one application, this meant achieving air flow typically associated with trepanning while increasing throughput four times faster than with previous methods. “On-the-fly” drilling has historically been associated with the shortest cycle time for drilling sheet metal components but with a compromise of hole consistency. Now, incorporating the results of the latest process R&D performed at Prima Power Laserdyne and new capability for fibre laser control, “on-the-fly” drilling is producing higher-quality holes, both in terms of metallurgy and geometry, with the benefit of reduced cycle time. CylPerf, short for cylinder perforation, is a graphical software utility for programming and processing cylindrical components such as components for turbine engine combustion chambers. It can be applied to “on-the-fly” percussion drilling as well as static percussion drilling and trepanning, including a combination of these within a part and even within a section of a part. The latest version of CylPerf incorporates advanced fibre laser control, which is unique to Laserdyne systems. On-the-fly percussion drilling is a proven process for producing small diameter (0.2-0.6mm) holes. Both Nd:YAG and fibre lasers can drill these holes at steep angles and process difficult-tomachine materials. Thousands of holes can be produced quickly over a 3D surface in a single setup.

to delamination of the TBC. The thinner the TBC material, the more susceptible it is to delamination. Using the CylPerf “on-the-fly” drilling process in which one laser pulse is delivered in each revolution of the part, cooling between laser pulses minimises delamination. Developing and optimising laser process parameters for any new combustor drilling application can be both time-consuming and expensive, especially considering the cost and availability of test pieces. Laserdyne application engineers developed a technique for optimising CylPerf parameters using relatively small, flat samples instead of finished parts. These test “coupons” are mounted to the laser system rotary table in the same orientation of the actual part when it is eventually drilled. The technique makes use of tools (such as laser drilling calculators) that accurately simulate the use of mapping and CylPerf “on-thefly” drilling parameters, and other laser process parameters. This technique has been proven to be effective in developing parameters that can be transferred to real-world parts with equal results in the final laser drilled components.

Prima Power Laserdyne recently demonstrated capability of the latest version of CylPerf in drilling a thermal barrier coated (TBC) Hastelloy X component. The material was 1.5mm thick with 0.4mm diameter holes drilled at 30 degrees from the surface. This new process required only 0.3 seconds per hole compared to the previous process, which required 1.2 seconds per hole.

“This technique was used on the above described Hastelloy X component,” reports Terry VanderWert, president of Prima Power Laserdyne. “By using multiple coupons at a far lower cost than the actual workpieces, this method allowed for multiple iterations of process parameters that lead to a reduction in process time per hole from 1.2 seconds to 0.3 seconds. As a result, total developmental time and cost were significantly lower than previously experienced.”

Laserdyne reports that with traditional, static percussion drilling in which the laser beam is stationary during drilling, 0.5 seconds is required to drill each hole of this diameter, depth, and angle. However, the challenge with static percussion drilling is that even in this short process time, the material is heated, which can lead

CylPerf is one of many significant advancements to Prima Power Laserdyne’s multi-axis fibre laser systems. It is a standard feature within the S94P control on Laserdyne’s three-to-seven axes systems, which include the Laserdyne 795 and Laserdyne 430BD systems. www.imts.com.au

ASM unveils extended sensor range

Automated Control has announced that ASM has extended and improved its range of linear measurement sensors. ASM has introduced the PosiTape range of linear sensors which take the basic principal of a standard manual tape measure and reengineers it to provide an electronic output. ASM has made significant improvements by utilising its proprietary flexible stainless steel tape, 10mm wide and 0.08mm thick, as the measuring element for this new style of linear sensor. Unlike wire-based sensors, the life of the tape is unaffected when using multiple direction changing pulleys for difficult-to-reach places. Its flat smooth surface prevents material build-up, making it ideally suited to harsher climates and environments where mechanical linear sensing devices are often prone to failure.

AMT Feb/mar 2016

At the heart of the sensor is an ASM PRAM non-contact, absolute position, multi-turn encoder with on-board signal conditioning. With the sensing element electronics fully encapsulated and then magnetically coupled to the drum arrangement, the PosiTape range of sensors provide unmatched durability. This new improved system enables ASM to offer a standard linearity of 0.10% or 0.05% as an option, within a wide range of compact housings. Many forms of analogue and digital absolute outputs are available and include SSI and CAN bus options to meet today’s industry requirements. www.automatedcontrol.com.au

product news

Faro launches Focus3D X 30 scanner Faro Technologies has released the new Focus3D X 30 laser scanner. The Focus3D X 30 completes the Faro X-series range of powerful high-speed laser scanners. With a scanning range of 30m, the laser scanner is ideal for a wide range of scanning applications such as architecture, BIM, civil engineering, facility management, forensics and accident reconstruction. The ultra-portable Focus3D X 30 enables fast, straightforward and accurate measurements of interiors, such as small architectural façades, complex structures, production and supply facilities and accident sites. Combining the highest-precision scanning technology with true mobility and ease-of-use, the new device offers reliability, flexibility, and real-time views of recorded data. As with the whole range of laser scanners from FARO, the Focus3D X 30 grants highest safety with a class 1 “eye-safe” laser.

“Usability and high return on investment are at the core of FARO’s Focus3D X 30 product” says Joseph Arezone, Senior Vice President and Managing Director of Faro Europe and Asia. “With its feature set and price point tailored to short range scanning projects, it is the best choice 3D laser scanner for all customers working in challenging economic environments.” With the introduction of the Focus3D X 30, FARO offers its customers a choice between short-range Focus3D X 30 (30m), mid-range Focus3D X 130 and long-range Focus3D X 330 (330m) laser scanners with state-of-the-art technology at the best return on investment in the market. www.faro.com/LaserScanner/sg

German RepRap introduces X350pro

German RepRap has unveiled an upgrade to its X350 3D printer, featuring a rectangular 350mm x 200mm x 211mm build space, with the X350pro version. A more stable frame, the dual extruder for printing with two materials or two colours, as well as a USB interface are among the innovations that ensure even greater precision and flexibility in the application. The basic structure of the X350 was completely upgraded on the X350pro, with an increased 12mm diameter of the shafts, and a stronger housing. The new design of the X350pro prevents any vibration in the printer, thus reducing any negative effects of this on print quality. It is also possible to set the X and Y axes, which simplifies printer adjustment after transport. Printing for the first time can thus take place even sooner. The rear panel can be removed for maintenance work without having to undo any connections. The X350pro comes with the DD3 dual extruder as a standard feature. The DD3 extruder is provided with a full metal hot end and can handle the latest filaments such as carbon reinforced Carbon20 or the soft TPU93. The variable contact pressure and a gapless filament feed right into the hot end as featured on the DD3 are important for soft filaments. The dual extruder enables the printing of two-colour objects; however, the second extruder can also process water soluble material such as PVA, enabling the printing of washable support structures. The build platform was completely overhauled with a horizontal design similar to the design on the X1000. In the new version, the ceramic build platform no longer has any drill holes but is positioned horizontally in a frame directly on the heater insulation made from silicon foam. The three-point fixture of the build platform was retained, so that calibration is as straightforward and quick as before. The X350pro is now no longer only addressable via Ethernet or Wifi but can also be connected to a PC directly via USB. The browserbased controller makes it possible to control the printer not only via

the touch panel but also via any device with a web browser such as a tablet or smartphone. An optional print monitoring system via a webcam can also be set up in order to monitor print progress remotely. The X350pro has been significantly further developed in several details, and is therefore the ideal device for precise and reliable printing for industrial use. The X350pro is available world-wide via German RepRap and its network of resellers. www.germanreprap.com

AMT Feb/mar 2016

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Automotive: Formula One manufacturing

Innovative Australian automotive components’ manufacturers are thriving in a global marketplace, and training our future engineers in the process. By Carole Goldsmith. AutoCRC assists Australian companies to participate in the global automotive market. Through its two divisions: Business Excellence and Research (currently the Automotive Australia 2020 CRC), the organisation also provides a link between the automotive industry and universities across the country, enabling final-year engineering students to get on-the-job placements and potential future career options. “Our co-operative research centre is focussed on developing technologies relevant to the global automotive industry,” says AutoCRC CEO Ian Christensen. “The Business Excellence division’s role is to help auto suppliers improve their operational and business processes to be more competitive globally. This is more important than ever, as the big three auto manufacturers, Ford, Holden and Toyota will all have closed their Australian auto manufacturing operations by late 2017. “

AMT Feb/mar 2016

Christensen explains that the AutoCRC’s annual spend is $12m. Its funding is derived on a 50/50 basis from Federal Government and individual auto companies that participate in its projects. He describes an innovative research program that AutoCRC facilitated recently where South Australia-based Precision Components teamed up with the University of SA to develop heliostats. These are computer controlled movable mirrors that collect solar energy and feed it into the grid. AutoCRC CEO Ian Christensen

“This is auto technology developing solar collectors for large-scale energy generation for rural areas,” Christensen says.

In November, Christensen was at the Malaysian Auto Show in Kuala Lumpur for Gold Coast bus manufacturer Bustech’s first ever electric bus launch. Produced by Bustech for the Malaysian Public Transport Association, the electric bus project was a joint initiative of CSIRO, Swinburne University, Bustech and AutoCRC, in conjunction with the Malaysian Automotive Institute.

motorsport & Automotive

AutoCRC’s education program links automotive companies with universities, which place final-year engineering students into industry projects. Christensen explains proudly that last year, there were 40 projects, which included 80 students on placement in 21 companies. He says: “We need 20 more auto manufacturers involved in this program. There are no costs to the company, and auto manufacturers can have an engineering student working on projects for one year, which is a vital part of the final year student’s education and training.”

NCAP’s automotive manufacturing business is going from strength to strength. Its production team works three shifts per day, up to seven days per week, to meet Nissan’s global demand for high-pressure die-cast auto parts. NCAP has been increasing its manufacturing capabilities and investing in equipment to ensure it maintains its technological and quality advantages. Post-2017 when Ford, Holden and Toyota have all ceased manufacturing in Australia, Nissan will essentially be the only car manufacturer with direct presence in this country.

Christensen names Nissan Casting Australia Plant (NCAP) as one of the unsung heroes and quiet achievers of Australian auto manufacturing. It’s an Australian company that is holding its place as a rapidly growing auto components exporter.

Nissan operates its Australian aluminium casting automotive component plant in Dandenong South, east of Melbourne. NCAP’s site stretches over 90,000sqm and houses both highand low-pressure die-casting machines, with the capacity to produce 10,000 tons of cast parts and accessories per year. From this, more than two million parts worth more than $65m are exported to other Nissan global assembly operations including Japan, the US, Thailand, South Korea and Mexico. The company also exports to other auto part manufacturers, such as Calsonic Kansei and Jatco in Japan.

Nissan Casting Australia Plant – Here to stay, and booming “Some people think automotive manufacturing in Australia is dead,” said Richard Emery, Managing Director and CEO of Nissan Australia, recently. “I can tell you it’s alive and well at Nissan Australia and it will be here for years to come.”

Continued next page

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A coupling cover, manufactured in Australia by Nissan Casting Australia Plant, with kangaroo logo.

An operator fettling casting components.

Continued from previous page

NCAP has 141 full-time employees and 21 casuals with plans to employ more as demand requires. Every auto component it makes has a kangaroo stamped on it, to proudly emphasise that it was made in Australia. The plant has 13 different machines which produce 39 different parts for Nissan vehicles globally. AMT Magazine was given an extensive tour of NCAPs’ production site by Quality Manager Vanessa Giordani. The factory is spotlessly clean with a walkway around the production area that we follow. In the LEAF room (named after the Nissan LEAF electric car), RMIT University’s final-year mechanical engineering student Jude Rodrigo is learning how to X-ray components with the YXLON YMU2000-D computer tomography (CT) machine, as part of his work placement at NCAP. Giordani comments that with the quality being so vital to its success and sustainability, NCAP invested in the $500,000 German machine in mid-2015. The YXLON machine works in the same way as a CT scanner, enabling operators to delve non-destructively into the inner structure of a casting by generating a 3D reconstruction. This allows operators to see if porosity and/or casting defects are present, check tolerances and make adjustments accordingly to correct any problems, thus maintaining quality. It features the same technology that Formula One teams use to ensure their parts meet specifications. Giordani proudly points to the KPI (key performance indicator) board, where several charts show NCAP’s production’s quality KPIs. She prepares these documents together with her quality team of ten people, mainly all mechanical engineers like herself. “Around 98 % of NCAP’s customers are overseas,” reports Giordani. “We have only one internal Nissan customer in Australia that we make towbars for.” Elsewhere on the tour, Validation Coordinator Tom Joseph is checking the dimensions of a stator housing component (part of the Nissan LEAF) in one the two new Mitutoyo coordinate measurement machines (CMMs). Joseph shows the stator housing design plans from Nissan’s head office in Tokyo. Then he inputs the data into the Mitutoyo computer system. Joseph then activates the machine, and a needle-like probe moves around the component measuring its dimensions to determine that it meets the exact specifications from the plans. Giordani reveals that NCAP recently invested $300,000 in these two machines which were supplied by MTI Qualos, the authorised Mitutoyo dealer in Australia. NCAP’s continual investment in advanced manufacturing technology is a vital part of the company’s continuous striving for excellence in quality. The tour reaches the casting machine, where molten aluminium is poured into the die or casting mould and the auto parts are made. Giordani explains that component castings are checked every two hours as part of quality assurance. NCAP recently collaborated with and CSIRO to develop CASTvac, a casting technology that eliminates the valve blockages caused by molten aluminium. It

AMT Feb/mar 2016

A gear carrier casting part being checked on a Mitutoyo coordinate measuring machine.

avoids machine stoppages and can save the company up to $100,000 a year in the manufacturing of a single component. Behind a set of glass doors, a family of three robots are assembling and testing the water jacket for the Nissan LEAF. Further on, another group of robots are checking the stator housing for quality and design consistency, with great precision. Giordani advises that NCAP works closely with a number of universities providing on-the-job internship projects for final-year mechanical engineer students. They are working on a range of projects during this factory tour and some may secure NCAP jobs when they graduate. When asked why business was booming for NCAP, Managing Director Peter Jones replies: “Our success is not based solely on price. We can proudly say that demand for our products is built on quality. If you look at the finish, accuracy and tolerances of the parts we manufacture, such as those for the Nissan LEAF and e-NV200 electric vehicles, you may think that they have been machined, but they are straight out of the casting mould. The high quality of these castings ensures that we have the exclusive global contract to supply these parts. “These components are that precise that they match up exactly with parts made in Japan, to a tolerance of only 15 microns, less than the diameter of a human hair,” adds Jones. “That’s Formula One-level manufacturing.”

Australian Clutch Services – servicing global demand Another great automotive export success story, Australian Clutch Services (ACS) is one of this country’s market leaders in the supply of new and remanufactured clutch components and systems. ACS’s owner and Managing Director Brenton Jordan founded the company 28 years ago as a clutch-reconditioning business in a shed-like building, west of Adelaide. The company has since expanded rapidly and now has 45 employees. Headquartered in the industrial hub of Wingfield, north of Adelaide, it has a purpose-built warehouse incorporating assembly of clutch products, R&D, sales and service, warehousing and distribution.

motorsport & Automotive Australian Clutch Services’ purpose-built facility in Wingfield, north of Adelaide.

The Gold Coast hinterland manufacturer listed on the ASX in late November. PWR’s CEO and founder Kees Weel explains why it became a public company. “The main reason is our growth globally, with a large presence in the UK and USA,” explains Weel. “It helps us to have a company board around to advise us on our future directions. The other reason is that we wanted to offer our employees options to buy our company shares. Almost half of our 100 Australian employees have taken up the offer already.”

“To service the growing demand for our products across Australia, NZ, Asia and Europe, we also have warehouses located in Melbourne, Sydney, Darwin, Brisbane and Townsville as well as Poland,” Jordan explains. “ACS’ Australian and NZ major sellers are the standard clutch replacements for passenger car, 4WD and light commercial vehicles. In Europe and Asia, our main markets are heavy-duty clutch kits for 4WD vehicles and racing clutch kits.” Clutch kits are manual transmission parts, which usually consist of a pressure plate, a clutch disc and a release bearing. The company has also developed the Xtreme Clutch range (high-quality upgraded clutch kits and components for motor racing applications). It now supplies these products to racing teams in Australia and globally. “Our 4WD clutch kits allows the vehicle owner to improve the performance of their car in terms of towing capabilities and clutch reliability,” Jordan explains proudly. “Also our racing applications are specifically designed to hold the power modifications made to standard vehicles used in racing environment. A standard clutch would not be able to endure the forces experienced in race cars.”

PWR – Keeping race cars cool World-class cooling solutions manufacturer PWR Performance Products is also booming on the export front. As the only specialised manufacturer of competition radiators, intercoolers and oil coolers for high-end race and performance automotive applications, PWR has fast-tracked its way to become a leading name in top-level global motorsport. Teams in fields such as Formula One, V8 Super Cars, DTM (Deutsche Tourenwagen Masters), Indy Cars and NASCAR all use PWR’s cooling products.

PWR also has 60 employees in the USA and four in the UK. Weel started PWR 30 years ago, and now 85% of the company’s cooling solutions are exported to the global motorsport industry, with the majority of products destined for the USA, UK and German market. The product range includes aluminium radiators, intercoolers, oil coolers and accessories. Its export success was recognised in 2012, when it won the prestigious Australian Exporter of the Year. Weel and his son Paul have also been V8 Supercars team owners – and Paul a driver – so they certainly know the motorsport industry inside out. Paul is now PWR’s production manager and his father explains that the company is actually named after his son – Paul Weel Radiators. PWR’s state-of the-art manufacturing plant includes a controlled atmosphere blazing furnace, a CNC machine shop, R&D facilities, design department and large fabrication capabilities. “As a motorsport cooling solutions business, we have the ability to engineer, design, manufacture, test and validate all our products,” says Weel. “At our world-class wind tunnel on-site, we can replicate a motorsport action situation to ensure our cooling system’s validation. Our full-time wind tunnel testing division can test core configurations in a real-world environment.” In the broader automotive industry, PWR supplies the entire cooling system for the Porsche 918 Spyder vehicles being produced in Germany. Weel says: “They are hybrid vehicles with only 1,000 in total made. Porsche engineers came to Australia to test and validate our products in their vehicles.” PWR has several final-year mechanical engineering students, mainly from Griffith University, working on various projects at its manufacturing site. Weel explains that around 90% of these students are retained at the company after they graduate. According to Weel, the main reason for the company’s success is that: “Every step of the manufacturing process is done in-house. To my knowledge, we are the only dedicated competition radiator manufacturer, which produce all aspects of our own heat exchangers from core manufacturing, through to complete assembly fabrication. This gives us design flexibility while maintaining quick turnaround to all our global customers.” www.autocrc.com www.nissan.com.au www.australianclutch.com.au www.pwr.com.au

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motorsport & Automotive

Sandvik helps Prodrive to V8 win

Sandvik Coromant helped leading motorsports team Prodrive Racing (Australia) to land its first-ever V8 Supercars drivers’ championship in 2015, in the culmination of a partnership lasting one and a half years. Since the collaboration between Prodrive and Sandvik began in 2014, Sandvik has provided the team’s machine shop with tooling solutions to manufacture a number of performance parts used in house and distributed to race teams across the country. Sandvik has played a pivotal role in the success of the team to date, assisting with the development of new parts within its manufacturing division, particularly with the introduction of the FG X Ford Falcon. The success of the team and its manufacturing department is not only driven by development, but through the reliability of the product and the speed of production, as well as by maintaining good relationships throughout the business. Prodrive CEO Tim Edwards believes the relationship between Prodrive and Sandvik has played a vital part in the team’s success this year. “While having the right team of people working for us has been the key to our success, it’s important to have the best manufacturing equipment on offer in order to create the best and most reliable parts for our cars and that is where Sandvik has been incredibly important,” says Edwards. “The smallest issue with a car in our game can be the difference between starting on pole, or at the back of the field, or even winning or losing a race. “The parts we manufacture in-house with the help of Sandvik Coromant have helped us to stay at the front of the field consistently throughout the year. Our machinists are the best in the business and the performance and reliability of the parts our machinists have manufactured with the help of Sandvik have played a big part in our consistency throughout the year.” Successful race teams are built on the staff they employ and the quality of the product they use, which comes from their sponsors and suppliers. Sandvik’s tools, products and technical support help the Prodrive team ensure that its components are reliable and will hold up in any race situation. Reliability is not only determined by the tooling used by the team but also the metal alloy used to create each component. This is also backed by the quality of the machining. With the help of Sandvik, Prodrive’s machinists, mechanics and engineers are able to guarantee the part will do the job required for the length of its life.

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Derek Skidmore, the head of the manufacturing department at Prodrive Racing, believes continued development within the team and with Sandvik was the key to the team’s success in 2015. “We have worked really closely with Sandvik over the last year and a half to get our parts made at the highest quality,” says Skidmore. “They have been extremely helpful, with developing their shop online system to allow us to get the right tools to the workshop within 24 hours of us ordering it, to their technicians helping us produce these parts to the highest quality possible. “What is developed today is not necessarily going to be good enough for tomorrow, particularly because our engineers are constantly designing new components for the cars so we have worked tirelessly together to continue developing their products to ensure that they are the best in the business and deliver the best success possible.”

Speed is key As development is continual, another key part of the success of the Prodrive manufacturing department, and the business overall, is speed and efficiency. When at a race track, mechanics must be quick and efficient when making pit stops, changing parts in practice sessions, and between races and sessions throughout the weekend. If pit stops are not quick, the team may lose race position, and if the right component is not efficiently installed in the car, a mechanical problem may result, costing the team race results and valuable championship points. Prodrive driver Mark Winterbottom’s 2015 Championship win is evidence of the speed and efficiency of the team, with Winterbottom finishing each and every race in the 2015 season. Within the team’s manufacturing department, the same principals can be applied. With the team’s engineers constantly developing new parts, Skidmore and his team must work quickly and efficiently to ensure the part is installed in each car prior to the trucks leaving for the next race event. With the Sandvik/Prodrive partnership extending into the 2016 season, turnover time will become increasingly important with the season condensing to 40 weeks while adding an extra event.

motorsport & Automotive Prodrive Racing Australia drivers Mark Winterbottom and Chaz Mostert.

The collaboration between Prodrive and Sandvik began in 2014.

In most cases there will only be two weeks or less between events, so the machinists must be efficient when working to produce these new parts. In most cases, depending on the part, it can be produced within a few hours to be fitted to the car or shipped to the next race event. This speed and efficiency has contributed to the team’s success throughout 2015, allowing the team to improve their performance throughout the year. Sandvik’s assistance for the duration of their partnership has played an important part in the team’s success. Sandvik’s work to further understand what the team requires and its endeavours to supply the team with the best tools, machines, and information to create the best possible components so that Prodrive’s cars are able to achieve the ultimate success has been a great contributor to the year that the team had. Performance on track has a direct correlation with the performance of the team back at the workshop, in all departments. It is necessary for all departments to perform at their peak consistently throughout the year, and that is what Prodrive did in 2015. Both Prodrive and Sandvik strive to be the best in their field and their success goes hand in hand. Teamwork is a vital part of V8 Supercars, and Prodrive Racing is proud to have Sandvik Coromant as part of their team. www.prodriveracing.com.au www.sandvik.coromant.com

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Bringing researchers and industry closer together

The Thin Film Coatings Group recently developed the world’s first plastic automotive mirrors with SMR Automotive. Part of the University of South Australia (UniSA)’s Future Industries Institute, the Group’s experiences of working with industrial partners have placed it at the forefront of research-industry collaboration. By Jack Baldwin, The Lead South Australia. The Thin Film Coatings Group deals primarily in materials science and is a leader in pairing research with commercial outcomes for private industries. The group recently published a paper in Translational Materials Research called ‘Optical coatings for automotive applications: a case study in translating fundamental materials science into commercial reality’, in which it discussed its experience in the space and the best ways to pursue working relationships with private industry. In fact, the group is entirely funded through their industry engagements. In addition to the SMR Automotive project, it partnered with Malaysian Automotive Institute to create plastic vehicle windows. It also worked with Envirominerals to perfect mineral extraction technology, collaborated on energy storage with Tindo Solar, and is responsible for the newly formed Heliostat SA’s research arm. It has created contact lenses with Contamac UK and even researched adaptive camouflage with the DSTO. Dr Drew Evans is an associate professor at UniSA and has been with Thin Film Coatings Group for five years. He has a PhD in physical chemistry, with more than 40 publications, six patents, and the 2013 ‘Tall Poppy of the Year’ award under his belt. Evans says a main point of the current research-industry discussion is whether a ‘technology push’ or ‘market pull’ mechanism is better for encouraging and commercialising innovation. Market pull occurs when someone outside a university wants to create a product or service because there are customers for it. Technology push is when someone within a university or technology-based company wants to push research or an invention out into the commercial space. “A lot of the discussion is that market pull is a better mechanism, because it guarantees you’ve done market analysis and it’s not just a researcher placing more importance on their work when industry doesn’t want it,” says Evans. “My take is that market pull is better, simply because you can get industry involved with research from very early on in the project. They’re engaged, they’re constantly pushing the research in the direction they want, so once something is invented, they actually want it.”

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Technology push can still work, Evans insists, but it’s less likely, often due to a disconnect between researchers and the needs of industry. An invention might be a great idea, but evolved so far in its own direction that industry isn’t sure of whether they want it. “If people don’t know what it is you want to do, they’re never going to knock on your door and ask you to do it,” Evans says. Industry tends to shy away from academia, despite the fact the two are a match made in heaven – on paper. Small-to-medium enterprises (SMEs) and even multinationals might not have the expertise, wealth and infrastructure to undertake risky research on new intellectual property, but universities do. However, many traditional academic institutions have adhered to a hierarchal mindset where pure or fundamental research is valued above applied research, which is valued above engineering/product-oriented research. That prioritisation creates problems when it comes to collaboration. “We’re all trying to achieve the same outcome, but the way we do it is a bit different,” Evans says. “Researchers often don’t understand the language that industry uses. That language barrier means that when industry approaches a researcher to ask for help, the researcher doesn’t know how to ask the right questions to find out the problem to solve.”

Another obstacle is the traditional university model with its emphasis on publications. Researchers – especially early-career researchers on short-term contracts – need to publish. But private industry needs a step up in the market, often with a request to delay publications until a product is out. However, Evans insists there are moves away from this cycle, as institutions realise they’re not insulated from the private space, as well as seeing the potential for recognition based on real-world impact. “The biggest change that could happen is judging the performance of researchers based on impact. It’s great to publish and they should be doing that, but that’s not where the research stops. You should take the knowledge you’ve got in those publications, work with a partner and turn it in to something out in society.” Even though the Thin Film Coatings Group is a model example of academic-industry partnership, the early days were ‘difficult’. Evans says initial projects operated on a fine line, and the Group only just managed to satisfy the University’s requirements in terms of publications. As it has established and proven the impact of its work, it seems to have been granted more leeway.

Do your groundwork “Something that often turns off a researcher is that an engagement with industry might take six-to-12 months of talking before it even begins,” Evans says.

motorsport & Automotive Transparent moulded plastic substrates are coated with complex multilayers of reflective and protective materials using a plasma deposition process. Plasma processes are widely employed in industry to turn simple plastic components into high-value products.

Associate Professor Drew Evans of the Thin Film Coatings Group.

This screwing down of the details is an essential part of the process, however. Everyone knows what they’re putting in to the project and getting out. When it comes to IP, industry might agree that they can use it in the industry spaces they’re involved in, while the university might retain rights to it in other fields. “Once the project is a success, there are no arguments about who owns what and who can do what. For a generic university engagement, there are so many different outcomes that could take place, and it all depends on that initial discussion.” The Thin Film Coatings Group is often thinking years ahead on projects, well before they actually start. This is a tricky thing, Evans says, because a lot of industries and businesses don’t even know whether they’ll still be running in a few years, but it ensures a pipeline of research that continues into the future, ensuring the sustainability of the Group and its industry partners. The direct benefits of an engagement like this are clear – a new product, new IP, a new market, a new technology. There are other, less obvious benefits. Having hightech fundamental science behind a product gives a marketing edge that other products don’t have. Evans points to the iPhone. Consumers want to know that what they’re getting is high-tech, based on good fundamental science. Apple’s brand and reputation goes up with each new product. Similarly, something like the plastic automotive mirror that the Group helped develop achieves its own reputation. It’s a world-first that makes cars lighter, increasing bit-by-bit gas mileage and improving environmental credentials. The universities also gain a reputation that their research is having a real world impact – something that should encourage further engagements in the future.

“It’s building a reputation that their research is relevant for the rest of the world,” Evans explains. “It also demonstrates to potential and current students that there are career paths to learn the science and engineering and then be able to use it out in society.” Another outcome is that students are keenly aware of industry needs throughout their education. They then have the potential to join industry partners in permanent positions once they graduate, leading to more research and more commercialisation opportunities, and building competency throughout an industry sector – rather than confining it to the halls of academia. For Evans, there’s a personal drive in working with industry that means he’s more engaged in that process than he would be with dry fundamentals. “It’s a philosophical point of view that every day I come to work and I’m researching something, knowing there are a lot of people in the world that can make use of this,” Evans says. “It’s not just 10-20 people in my research field that read my paper and say ‘Wow, that was nice’. There are people driving cars that have my ideas on them. There are people creating renewable energy based on the research we do. “It comes down to: what do you want to achieve out of your work? Working with industry isn’t for everybody, in the same way that doing only fundamental research is not for everybody. But if a researcher has a desire to work with industry, there is absolutely no reason why they can’t.” An important part of the research-industry engagement process is the technology transfer that happens once all the research is done. In fact, Evans says, this might be the most important part of all. “What a lot of people don’t appreciate is that the transfer and scale-up of the idea requires just as much investment in resources and time and money as the initial research does. It’s not as simple as saying ‘Here’s my idea, I’ve proved it in the lab, now go and make it’.” Issues can arise with new machinery not working as planned, or unacceptable

failure rates in product batches caused by unseen problems. These kinds of issues require lots of science and engineering to understand and overcome. “Within our group, we understand that the project only finishes once there’s a commercial product out in the marketplace. That’s when we can say we’ve achieved our outcome.” Even once a product is out on shelves, there remains an opportunity to optimise production and ensure the quality is top notch. There’s also the chance to do follow up research and cement these relationships. Many of the Group’s previous engagements have led to further projects with their industry partners, small and large. PhD students attached to the group have been involved with fundamental science projects with industry partners, possibly leading to more new products. “There are always challenges working with industry, but they’re good challenges,” Evans says. “An important thing is that we maintain flexibility in the way we work. When you’re working with an industry partner that has customers of their own, there’s going to be hiccups and hurdles along the way. “The researchers need to be flexible enough to drop everything and work on solving a particular problem that helps commercialisation. I know if we didn’t do that, we wouldn’t have achieved success on some of these projects.” The Thin Film Coatings Group is a good indication of how a team of researchers can get involved with industry and have their research result in real world products and technology. A willingness to work together with partners, be flexible and bend the old-world rules of universities seems to be a good starting point for researchers wanting to make an impact. The benefits for Australian businesses and industry – not just manufacturing, but any number of sectors – are vast. New technology, new markets and new IP await. www.unisa.edu.au

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Smart Ambulance on the way for Australia The ambulance of the future is about to arrive in Australia following a strategic alliance between Byron Group, Australia’s leading ambulance manufacturer, and Ferno, the global leader in emergency care solutions. Ferno’s world-leading products in patient transport, safety and vehicle intelligence systems will be incorporated into the emergency medical vehicles that Byron Group builds and supplies to ambulance and emergency services, mining companies and the Australian Defence Force. The Ferno and Byron Group alliance will combine technologies to create an ambulance that is a world-first, making it safer for paramedics to treat patients in transit, helping to enhance patient care and providing operational efficiencies and savings. “Ferno’s Integrated Patient Transport System (IPTS) and Acetech vehicle intelligence systems will transform emergency medical vehicles and ensure Australia remains a world leader in ambulance manufacturing,” said Leigh O’Brien, Byron Group’s Chief Commercial Officer. “These revolutionary features will allow communication and data about the patient and the ambulance’s position to be shared with the emergency departments of hospitals in real time, like never before. For patients, seconds count. Information is critical. This technology will save valuable minutes in information flow to hospitals about what is happening in the back of an ambulance. “As well as the innovative technology, our design and engineering collaboration with Ferno means our customers will have access to a highly flexible and modular ambulance that can meet many different operating environments. That’s why we’re calling it the introduction of the Smart Ambulance.” Byron Group designs and manufactures a wide range of highquality equipment and speciality vehicles for the health, aerospace, emergency response and management industries. Ferno is the only company in Australia specialising in the manufacture and supply of a complete suite of mission-critical equipment and solutions for the ambulance, emergency and rescue market, employing 80 staff with facilities in Brisbane, Perth and Melbourne.

Scott West, Director of Ferno Australia, said that IPTS was the result of more than five years of research and development, which included world-wide consultation with medical practitioners, first responders and ambulance services. “It provides increased global safety standards, enhancements in onboard vehicle intelligence and improvements for paramedics,” said West. “Both Ferno and Byron Group are leaders in the emergency medical services market. By combining our efforts, we are reaffirming our passion for innovation and setting new standards.” Ferno Australia, which has supplied ambulance and emergency equipment in Australia for over 40 years, will acquire Byron Group’s DHS product division in 2016 as part of its partnership with Byron. “It’s an exciting development for Byron Group’s Emergency Transport Technology (ETT) division to incorporate and enhance the impact of Ferno’s innovative system by engineering it into our ambulance design,” said Glen Walker, Byron Group’s Chief Executive Officer. “The ‘Smart Ambulance’ is a big idea with the potential to transform emergency medical services.”

Aussie Invader in land speed record bid An Australian team aims to break the world land speed record, currently held by the British at 1,223km/h. The Aussie Invader 5R is being built in Perth, WA by land speed legend and Driver Rosco McGlashan OAM and his team. The rocket-powered title contender features the world’s fastest wheel, capable of withstanding speeds of 1,000mph (1,600km/h), and a 200,000hp rocket engine featuring a liquid oxygen and bio-kerosene injector interface system. The campaign is progressing well with the body of the vehicle now constructed and key components such as the wheels and the motor being produced in Australia. Aussie Invader 5R will run on four solid, tireless aluminium wheels, each weighing 140kg, spinning independently and capable of rotating at 10,000rpm. The car’s rocket motor is capable of producing 28,000kg of thrust, making it the world’s most powerful car. McGlashan and the car will break the sound barrier by close to one and a half times and will be travelling faster than a bullet fired from a handgun. McGlashan said that much of the work involved in the Aussie Invader 5R was pushing the boundaries of vehicle engineering and a range of Australian and international experts were contributing to the campaign: “Producing these wheels is a good example of the many years of research, design and development by the Aussie Invader team and it is a testament to the hard work and skills of those involved with the project.” As the race to the world land speed record and breaking the 1,000mph mark heats up between the Australian and British teams,

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McGlashan is confident of the team’s chances in the land speed battle. “We’ve got the best people in the world working to get us to the start line and then across the finish line first,” said McGlashan. “It’s a fierce but friendly competition between our British rivals Bloodhound SSC but we’re well progressed with our build and will be firing up our rocket next year.” One of McGlashan’s next tasks is to look for potential test and track sites in Australia that could be considered alongside the options in the United States. A geographic search of Australia has revealed a potential site in Queensland. www.aussieinvader.com

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Australian automotive can face the future with confidence

The Australian Automotive Aftermarket Association (AAAA) is convinced that local original equipment (OE) and aftermarket parts and accessories manufacturers can face the future with confidence. AAAA Executive Director Stuart Charity believes automotive manufacturing in Australia is not dead: “Although Ford, GM Holden and Toyota will close their vehicle plants by 2017, there is powerful contemporary evidence that innovative Australian automotive manufacturers can compete in today’s international market place.” According to Charity, AAAA members now manufacture and export $800m worth of product a year. Australian products are going to vehicle manufacturers and to the aftermarket in Asia, Europe and the Americas. These products range from precision OE driveline components, to electrical systems and electronic devices, off-road vehicle protection and suspension equipment, and high-performance parts for use on the road and on the racetrack. “This local export success confirms the global market recognises Australian manufacturers’ design, engineering and production quality,” Charity adds. “We encourage all local automotive manufacturers to explore the potential of a new business plan that encompasses export.” To support Australia’s large and diverse automotive manufacturing sector, the AAAA recently formed the Automotive Products Manufacturers and Exporters Council (APMEC). The Council will assist member companies engaged in producing automotive products for both the OE and aftermarket sectors and is open to businesses engaged in research, design, product development or production. “The APMEC will conduct research to identify and quantify business opportunities for Australian component manufacturers,” says Charity. “It will also go the next step to help formulate new and innovative ways for members to expand their businesses.” The inaugural Council is being led by Dayco Australia Managing Director Arnold Mouw (see page 62). “While Government previously recognised and supported only the manufacturing segment supplying local vehicle manufacturers, all other automotive businesses had to work independently to build their local and international markets,” Mouw explains. “The APMEC will be a welcome addition to Australia’s automotive landscape. It will help companies develop products and access new markets.”

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CME designed and supplies HSV with a fully assembled and painted tailgate using composite materials developed and produced in house.

Capitalise on existing human and capital resources The AAAA has consulted widely with the Federal and State Governments to focus attention on the need for policy that promotes innovation, commercialisation of new products and growth in those parts of the automotive industry that will remain after 2017. “Automotive manufacturing is at the pointy end – it is a complex, hightechnology sector,” says Charity. “It would be a tragedy to lose Victoria’s automotive manufacturing capability. It is anticipated that 35,000 direct jobs will be lost in 2017 when Ford, GM Holden and Toyota close their local plants. Millions of dollars worth of sophisticated manufacturing equipment will be made redundant. Australia will lose those skilled people and those precision production processes.” The APMEC is focusing on transitioning both automotive businesses and their workers to help capture new opportunities in different markets. “Automotive technologies are applicable to military vehicles, buses and trucks, rail and tram, agriculture and construction equipment, aircraft and other sectors, such as medical and scientific equipment,” Charity stresses. “There are a number of Australian OE component manufacturers successfully exporting to car makers overseas. We believe many more local companies can follow this example. “We also know that Australia’s strong aftermarket parts and accessories sector

can further expand and provide new jobs. An important role for APMEC will be to help automotive manufacturers to diversify the products they make and the markets they reach.”

Automotive manufacturing and exporting success Among almost 2,000 members of the AAAA, about 270 are manufacturers. Most of those businesses are also exporters. These successful companies are proof that with innovative product development and strategic marketing, Australian automotive businesses can compete in international markets. There is a great diversity of Australian-made products being exported. Goods range from lubricants to rubber parts, electronic devices, chassis, suspension and drive train components. The common links are the creative approach and international focus of the company’s managements. These Australian automotive manufacturing and export leaders are happy to share their businesses’ priorities and strategies for success.

Composite Materials Engineering Composite Materials Engineering (CME) is a family owned specialist manufacturer of advanced glass reinforced composite materials and components. The company compression moulds its own raw materials to produce lightweight class-A body panels, structural impact beams, under-

motorsport & Automotive markets vary according to whether the targets are OE customers or the aftermarket. “In the OE market, you either compete on uniqueness, which often manifests itself as advanced technology or innovation, or you compete on price,” says Zanati. “Quality and service are always ‘givens’ and a local footprint can help sharpen your price advantage. “Brand is critical in the aftermarket. This sector is all about your range and product availability at a value perceived to be higher than your competitors. The aftermarket is also about growing your product offerings and applications. You can win business by giving your customer (distributor) greater opportunities to grow sales themselves.”

Lumen Australia produces a vast array of automotive cable assemblies, plastic components, sensors and wireless devices, and electronic, lighting, and infotainment products to improve driving safety and comfort.

body shields, spare wheel wells, and other components for Australian vehicle manufacturers. Based in Melbourne, CME employs 100 people and also exports proprietary products in the non-auto sector to more than 30 countries in Asia, Europe and the UK. Managing Director Brian Hughes says that to be successful in export markets Australian businesses need: • Sound technology capability across the operation. • Lean production facilities. • The best people. • A commitment to invest. “Australian businesses have many advantages,” says Hughes. “Our technical proficiency and flexibility are great strengths. Coupled with our can-do attitude and preparedness to take risks, these attributes make us easy to deal with. However, Australia’s international competitiveness could be boosted. We need Government policies that reduce the cost of employing people and that reduce the logistics and transport costs of moving product.”

Lumen Australia Lumen Australia’s Melbourne-based manufacturing, testing laboratory and marketing operations employ more than 130 people. The product range includes a wide range of wiring harnesses, electronic and plastic components for the automotive OE and genuine accessory fitment markets. The company’s services include technical development and in-vehicle systems integration and it has specialist facilities in Asia, Europe, North America, South Africa and New Zealand. Group Sales Manager Rod Wilson cites various key survival strategies for today’s

international automotive marketplace, including an expansionary vision beyond Australian shores, support for product manufacturing in low-cost countries, and a global distribution system. “We believe that core activities and head office must remain in Australia,” says Wilson. “To compete successfully, the business must be innovative and have a can-do attitude. Patience and on-theground commitment in export markets are essential to expanding manufacturing of Australian products. Providing a full service covering support from concept to final product is rewarded. “The Australian characteristics of a strong quality ethic, flexibility, desire to have a go, and exceeding customer expectations give us important advantages. Another Australian advantage is that we do not bring ‘baggage’ to the table... it is our cando attitude that appeals. “To keep the core development activities and head offices in Australia we need Government financial and administrative support for offshore expansion that is conditional on head office and core development activities remaining in Australia.”

Mackay Consolidated Industries Mackay Consolidated Industries is a family-owned business with an 83-year history and 155 employees. It designs and manufactures a broad range of engineered rubber components for the automotive, defence and industrial markets. About 20% of sales are from exports and key markets include the Middle East, New Zealand, Singapore and USA. Mackay Chief Executive Officer Les Zanati says the vital attributes required to be successful in international automotive

According to Zanati, Australian automotive manufacturers have a number of advantages to help them compete with companies from other countries. They are smarter, with in-house expertise, are geared for lower volumes, and are experienced exporters (they’ve had to be to survive). They are innovative, and are willing to work collaboratively within industry. They also have strong industry associations, and enjoy a reputation for high quality, consistency, and even integrity. Zanati believes that Australian Governments can support automotive manufacturing and export by assisting with intelligence gathering in international markets, facilitating links between universities and manufacturing, and adopting investment policies to help local OE component manufacturers to transition to new markets.

APMEC industry support Through its APMEC initiative and international trade delegation program, the AAAA offers local automotive businesses a range of support services. The APMEC will focus on advocacy on behalf of the automotive manufacturing sector and industry collaboration opportunities. The Council will work to influence the Government’s industry and trade policies to remove impediments and to improve research, product design and development infrastructure and incentives. The new body is creating fresh opportunities to work with other members to secure materials, undertake product development, source manufacturing processes and share export distribution infrastructure. With more than 90 members representing OE and aftermarket suppliers, the APMEC boasts the full range of businesses required for networking and market intelligence gathering with other companies engaged in automotive product development and manufacturing. www.aaaa.com.au

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Harrop – Bringing flexibility and agility to automotive

In over 60 years of operations, Harrop Engineering has gained a strong reputation supplying the automotive sector and motorsports teams worldwide, and it continues to build for the future by investing in technology. Founded by Len Harrop in the inner Melbourne suburb of Brunswick in 1955, Harrop Engineering began life as a small family business providing general engineering services for the textile and trucking/ haulage industries. As the business grew, Len and Elsa Harrop’s son, Ron, joined after completing his boilermaker apprenticeship. Ron had a strong interest in modifying cars and in motorsport, so with Len’s technical knowledge and Ron’s motorsport passion Harrop Engineering grew into a world-class automotive engineering and performance parts manufacturer. The local growth of automotive engineering and motorsport fuelled demand for Harrop’s products and services, and the company enjoyed sustained success with a diverse array of domestic and global customers, from both the world of motorsports, such as V8 Supercars and NASCAR, and automotive OEMs including GM Performance, TRD, Ford and Lotus Cars UK. As its capabilities widened and demand for its work grew, Harrop moved in 2000 to its current purpose-built facility in Preston, Victoria. Further expansion followed, with the addition in 2005 of the Harrop Casting Technologies foundry helping to reinforce the company’s ability to meet demand for its growing portfolio of quality, high-performance products. In 2008 the Harrop family sold the company to Adrad, a familyowned business based in Adelaide, who recognised the value it would bring to their diverse group of companies based throughout Australia, New Zealand and Thailand. Today, General Manager Heath Moore and Operations Manager Tim Harrop (Len & Elsa’s grandson) oversee a young and dynamic management team that together are driving Harrop into the future. The business now operates across several market segments, producing an array of products, intricate components and engineering solutions for both the automotive and industrial sectors. Key products within the automotive performance range include supercharging and induction systems, and braking, driveline and cooling products. A key challenge for contemporary manufacturing companies with a diverse portfolio such as Harrop is the ability to remain dynamic and agile. This is a cornerstone for Harrop as it plans for the future, and is fundamental to the company’s sustainability and growth. To ensure prolonged success, Harrop has developed key partnerships with industry experts such as John Hart and Iscar.

supercharger kit for the Toyota 86, Subaru BRZ and Scion FRS – with big announcements to come in 2016. Like John Hart and Mazak, Iscar has been a partner of Harrop for well over a decade, providing world-class cutting technology and collaboration to ensure optimum efficiency and to unlock the untapped potential of the company’s machining equipment. All Harrop products are manufactured to stringent tolerances and undergo vigorous testing – a key factor in achieving such precision is Iscar cutting tool and technology. Working with a comprehensive range of materials has various challenges and cutting requirements. Iscar works collectively with Harrop production engineers to come up with innovative technology and solutions to suit their manufacturing needs, providing tooling to shape cast iron, billet, titanium and even plastics in the most efficient machining cycle. Tim Harrop explains: “We enjoy working with the best suppliers to achieve excellent results for our customers by staying ahead of what is now very much global competition.”

Staying agile

Ensuring longevity

John Hart has been a key contributor to Harrop’s renowned manufacturing capabilities and growth, providing state-of-the-art machining equipment such as the recently commissioned Mazak Integrex J-200S multi-tasking twin-spindle CNC machine. This acquisition complements more than 25 other machines to provide the flexibility and agility that Harrop maintains to meet customer needs.

The vertical integration provided by the foundry, coupled with Harrop’s engineering design capabilities is the foundation for the company’s longevity. Harrop is solutions-focused, whether in terms of its own proprietary performance products, or customer programs ranging from rail to defence. As Moore explains: “We are proud of our customer programs that include engine component supply to Kenworth trucks as original equipment, and braking and driveline components for Advance Braking Technology Limited.”

Moore explains: “Our ability to swiftly switch between differential products, to a crankshaft, and then military or aerospace components, is critical to our operations value proposition for customers who also have diverse needs.” Remaining agile transcends machining equipment for the business and also includes product development, as Harrop’s alertness to opportunities within the automotive industry remains high. Being at the forefront of technology advancements within the global aftermarket sphere has led to Harrop’s development of a

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Offering an all-inclusive solution, Harrop’s industrial core competencies today include 3D CAD modelling and analysis, tooling design and production, prototyping, CNC machining, aluminium casting, assembly and quality assurance systems. Far from resting on its rich history, Harrop continues to seek to build on 60 years of success in the precision and automotive engineering industries. www.harrop.com.au www.johnhart.com.au www.iscar.com.au

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Efficient heating for electric cars

If you don‘t want to freeze in your electric car, you have to make a few concessions, because heating devours substantial power. Fraunhofer researchers have developed a highly energy-efficient heating system for electric cars, using a coated film that employs carbon nanotubes to produce a broad, radiant heat. Electric car drivers love the summer, because in the winter, the vehicle’s range declines markedly due to the additional energy demanded by the heating system. Electric cars generate next to no heat compared with conventional passenger vehicles, which produce more than enough engine heat to warm the interior. Electric cars therefore require an additional electric heater, powered by the same battery that provides the engine with energy. “In the most unfavourable case, you can only drive half the usual distance with the car”, says Serhat Sahakalkan, Project Manager at the Fraunhofer Institute for Manufacturing Engineering and Automation IPA in Stuttgart, Germany. Researchers at the IPA have now developed a film-based panel heater, which quickly provides a comfortable warmth in electric cars more effectively than electric heaters – particularly on short journeys. The heating concept is based on a film that is coated with conductive carbon nanotubes (CNTs). For this, the researchers spray on a very thin layer of CNT dispersion.

to its low weight. The CNTs themselves have a low heat storage capacity, as a result of which the generated heat is directly released into the environment. As opposed to the wire-based variant, the heat is evenly distributed over the entire surface of the film, which considerably increases efficiency. When the driver switches the heating off, the material cools down just as quickly. “These fast response times are ideal for short distances such as urban trips”, explains Sahakalkan. The desired heating output can be infinitely adjusted by the user. Even isolated defects do not impair functionality. In wire-based heating systems, for example, even minor breaks in the metal can lead to failure. In order to evenly apply the film to the arched door trim, the researchers divide it into small modules and then glue them to the door trim in sections. “Slight creases arise at the curvatures, which change the spacing of the electrodes,” Sahakalkan states. “Even heat distribution would then no longer be ensured.” The researchers intend to further simplify the procedure and spray the CNT dispersion directly onto the corresponding vehicle components. “This would make the production process considerably more economical – particularly in comparison to wire-based solutions,” Sahakalkan says.

AD-MANMBLASEP-03 www.fraunhofer.de

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“The film is glued to the inner door trim and generates a comfortable warmth there in the area of the armrest within a very short time,” explains Sahakalkan.

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The heater functions in accordance with the Joule principle: when electricity flows through the film, it comes across a natural resistance between the individual nanoparticles. These ‘collisions’ generate heat.

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Conventional electric resistance heaters of the type used in electric cars also make use of this principle. Usually, the conductive material used is copper wire, which is embedded in silicone mats, for example. The solution of the researchers from Stuttgart, however, offers several advantages. While the copper wire heaters available at present are relatively bulky, the film heater consists of a layer of conductive material with a thickness of only a few micrometres. It can be flexibly applied to a wide variety of surfaces, and saves energy and cost due

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Mobile: 0419 507 713 E-mail: blackfastaustralia@bigpond.com Website: www.blackfast.com AMT Feb/mar 2016

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Barden Fabrications – Diversify or die

A long-time supplier to the automotive industry, Barden Fabrications found itself in a challenging position a couple of years ago when Australia’s last three remaining car-makers announced plans to close their manufacturing operations in this country. However, the company was quick to re-evaluate its strategy, and has now embarked in a promising new direction. Headquartered in Bayswater, in Melbourne’s eastern suburbs, Barden opened its doors for business in 1983. Over the years it has adapted and evolved into a one-stop shop for a range of sheet metal fabrication solutions. Barden offers a full suite of fabrication services, including laser cutting, CNC machining, CNC turning, turret punching, powder coating, metal folding via CNC brake press, and MIG/TIG and robot welding. The automotive industry had been a key market for Barden for many years, where the company has produced various components for direct feed and aftermarket requirements. It has also provided a variety of services for defence applications, general fabrication services for clients in the construction and hospitality sectors, including high-end design furniture for a number of government buildings, as well as display, signage and safety products. Like many manufacturers exposed to the automotive industry, Barden has faced many challenges over the last few years, with the economic downturn in the wake of the Global Financial Crisis (GFC), automotive customers going into liquidation, a prolonged period of high exchange rates (a situation that has only recently dropped off). This was compounded by the Federal Government’s decision to withdraw a lot of measures aimed at supporting the car industry – a move that, according to Barden, make Australia “one of very few First-World countries to abandon the industry”, and of which the economic effects are still being seen. The announcements by Ford, GM/Holden and Toyota in 2013-14 that they would cease Australian manufacturing in 2016-17, and the subsequent liquidation of several major customers that fed the car-makers, had a major impact on Barden’s business performance, requiring the management team to consider radical changes to the company’s strategic plan. The following areas were determined to be essential: 1. The right personnel, either by bringing them into the organisation or developing existing staff through the newly created Graduate Engineering or Apprentice programs. 2. Vertical integration through new capital purchase or business takeovers. 3. The manufacture of innovative, new, independently developed products that

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reduce Barden’s reliance on external customers, with a focus on a balance between internal to external product ranges. 4. Review and determine Federal and State support mechanisms to diversify the business. Knowing that the above is not new concept and that competitors are also expanding, Barden also recognised the need to ensure that whatever it did, it was done right. So how has Barden gone about achieving this strategy?

In early 2014 Barden also purchased Cordite Engineering, based in Bayswater. The purchase expanded the company’s manufacturing capabilities in areas such as CNC punching and folding, but more importantly also added an in-house powder-coating facility, strengthening Barden’s credentials as a one-stop shop for its customers. The purchase expanded the company’s customer base into other market segments, helping it to shift further away from direct supply into automotive.

In late 2013 Barden formed a joint venture with Exacturn Engineering, based in the Victorian town of Healesville. Barden recognised Exacturn’s capabilities and expertise, and decided that the two businesses were a good fit. The result is Barden Exacturn Engineering, adding value in machining and turning, within Victoria and the broader Australian market. The joint venture enabled Barden to keep quality tradesman within the industry and grow a business that stands on its own two feet, while also developing young people through traineeships.

Last August brought another addition to the group in the form of Uneek 4x4. Established just over two years ago by Uneek Bending and David Fitzpatrick, Uneek 4x4 was engaged in fabrication of off-road vehicle aftermarket products such as bull bars, side steps, rear bars and roof racks, originally focusing on Jeep products. Through that period, Barden had been working with Uneek 4x4 on product development and the manufacture of some components required for those products. The addition of Uneek 4x4 conformed to Barden’s strategy to have a core product range that could be manufactured in-house, thereby reducing the company’s reliance on external customers.

The implementation of the Graduate Engineering and Apprentice program has netted three graduates over the past three years as well as two apprentices. Barden works with local schools and Victorian Certificate of Applied Learning (VCAL) providers to allow for industrial work experience with the potential of apprentice opportunities for the right students.

All products that hold the Uneek 4x4 brand have been designed, developed and tested in Melbourne. A new warehousing, distribution, fitting and showroom facility is located in Carrum Downs, while all manufacturing takes place at the Bayswater plant. Uneek 4x4 distributes nationally as well as internationally, having sent products to USA, Canada, Belgium, South Africa and

1. Takeovers & joint ventures

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even Taiwan. The Uneek 4x4 website shows an extensive list of Australian distributors that stock and sell its products. Barden continues to invest in the latest technologies, spending over $600k in past two years and $2m in the previously four years to ensure that its trained, highly skilled workforce is using the most current, stateof-the-art manufacturing equipment.

2. Research & Development Through the Uneek4x4 business, Barden has been working on a major new project that has been gaining a lot of buzz – the CAP Locker differential locking system. Developed by Barden, the CAP Locker is a brand new innovation aimed at 4WD drivers who venture off-road allows the vehicle’s differentials to fully lock for maximum traction. The plan is ultimately for the CAP Locker range to consist of four families of lockers: a partial-replacement (PR) family; a full-replacement (FR) family; the Limited Slip/Fully Locked (LSD) family for diffs with LSD lockers; and a competition series. All four families feature an air-actuated selectable locker. The PR series is designed to reuse most of the OEM differential components, which is pretty good now compared to what they were 20 years ago. Only one bearing cap is replaced of the OEM differential, with the locking mechanism using a piston to push a locking ring forward to lock the spider gears together. Employing fewer components from Barden Exacturn, it is anticipated to be significantly cheaper than the competition. The FR series is more like a traditional locker, which requires a new centre due to the factory differential only having a two-pinion centre. The design uses a solid steel billet and heat-treated after-processing, rather than casting as with most rival products.

Currently under development, the LSD locker allows the user to have an open differential with a selectable LSD on a switch, and a locker on a switch. According to Barden, this unique feature means users will be able to turn on the LSD for greasy tracks, then switch over to fully locked for really tough terrain. The design is also expected to give added benefits as the piston that pushes on the LSD clutch pack essentially turns old, worn-out LSDs into new LSDs. Also under development is the competition locker, with a full new patent. Barden has launched a dedicated website for the CAP Locker, where customers can fill out an application form indicating their interest. The company is planning on taking pre-orders depending on the level of demand.

3. Government initiatives and support As with many manufacturers progressing out of the direct automotive supply chain, Barden has reviewed grants available through various Federal and State Government initiatives over the past couple of years. In many cases, the company has found that the requirements set to obtain the grants are geared to minimise take-up by manufacturers. According to Barden, the hoops that companies need to jump through make the grants ineffective. In many cases the grant needs to be approved prior to orders being placed, thus making decisions ineffective as you may need to wait months for approval. This in itself reduces the benefit as applicants lose the initiative as time passes.

Changes in Government also affects the grants available, with each new government launching new initiatives and new directions. According to Barden, Governments promote the clever country but do not support companies in developing new markets or products the way they should, meaning many of Australia’s ideas go overseas and the country loses the benefits. Today, Barden employs 46 staff, up from 26 a year ago - all at its Bayswater and Carrum Downs sites. It ships to customers all over Australia, as well as exporting to customers overseas. Its client base encompasses a broad spectrum of industries, with the company placing a significant emphasis on delivering added value for its customers by providing a high level of service and expertise, while helping them through costreduction projects. Barden’s strategy to overcome the automotive downturn will take time, but it is now well under way. www.bardenfab.com.au www.uneek4x4.com.au www.caplocker.com

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Rise of Haas machines

Haas Automation’s well-established reputation as a manufacturer of cutting-edge manufacturing technology has long been accompanied by its increasing prominence in motorsports. Now it is set to make its debut as a Formula One team, and it will do so right here at the Australian Grand Prix. By Mike Arning. After working for three years as an industrial programmer, Gene Haas founded Proturn Engineering in 1978. It was a small contract machine shop in Sun Valley, California, where Haas worked side-byside with two employees, machining parts for the electronics and aerospace industries. During this time Haas developed a fully-programmable 5C collet indexer to boost productivity in his own shop. The Haas 5C was the industry’s first device to automatically reposition parts accurately for machining by simply pressing a button, as opposed to having to reposition the material by hand – a cumbersome and time-consuming process. The machine-tool industry received the economical and reliable Haas 5C Indexer with enthusiasm and, in 1983 Haas Automation Inc. was born. The company started with three employees in a 465sqm facility. During the next four years, Haas expanded his product line to include a wide selection of fully-programmable rotary tables, indexers and machine-tool accessories. Haas Automation quickly became the leader in fourth- and fifth-axis parts positioning. In 1987, Haas took what he learned from the 5C Indexer and designed and developed his first vertical machining centre – the VF-1. The prototype was introduced to the manufacturing world in 1988 at the International Machine Tool Show (IMTS) in Chicago. Haas listed the machine at the unheard of price of $49,900; industry experts were sceptical that a US company could manufacture and sell a machine tool for less than $50,000. Haas Automation silenced the doubters. The new product was a success and, today, virtually every manufacturer of vertical machining centres worldwide produce a similar machine in the $50,000 price range.

A winning Formula A hands-on approach to development, where Haas constantly strives to make his CNC machine tools better and more efficient, is evident in his company’s best and biggest marketing platform – motorsports. From the humble origins of Haas CNC Racing in 2002, Haas now co-owns a fourcar championship-winning NASCAR Sprint Cup Series team. After partnering with twotime Sprint Cup champion Tony Stewart in 2009, Stewart-Haas Racing (SHR) has earned two Sprint Cup titles and won more than 30 races. The championships secured

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Gene Haas, Founder and President of Haas Automation. Image: Harold Hinson Photography.

with Stewart in 2011 and Kevin Harvick in 2014 placed Haas in elite status among the likes of such stalwart NASCAR owners as Rick Hendrick, Roger Penske, Richard Childress and Joe Gibbs. However, Haas, whose worldwide footprint with Haas Automation encompasses more than 60 countries, wants more for his machine tool company, which eclipsed $1bn in sales in 2014. “The best way to grow our business and elevate Haas Automation to a premium, global brand is with Formula One,” he says. This is why the industrialist from Youngstown, Ohio, has decided to go one step further than his counterparts in NASCAR by creating Haas F1 Team, the first American-led Formula One team in 30 years. “From an international standpoint, Formula One is the highest echelon of racing, and Haas Automation builds the highest-quality machine tools,” Haas said. “When you hear ‘F1’ you know exactly what it is – a global racing series that showcases the latest

Guenther Steiner, Team Principal of Haas F1 Team. Image: Harold Hinson Photography.

technology and attracts the best talent in engineering and design. Haas Automation has an excellent reputation in the United States and I want that reputation to grow worldwide. Connecting Haas Automation with F1 in name and in practice is the best way to grow our business and elevate Haas Automation to a premium, global brand.” Haas first began exploring the possibilities of Formula One in 2012 when he trekked to Austin, Texas, for the inaugural United States Grand Prix at Circuit of the Americas (COTA). There he met with Bernie Ecclestone, CEO of Formula One Management and the de facto ruler of the globe-trotting, open-wheel racing series. Ecclestone laid out the massive challenges that come with creating and then running a Formula One team, but Haas was undeterred. Just as he does every day from Haas Automation’s headquarters in Oxnard, California, Gene Haas went to work. In late 2013, Haas filed the necessary paperwork to obtain a Formula One entry.

motorsport & Automotive

After a lengthy approval process where all aspects of Haas’ Formula One plans were scrutinised, his license was granted in April 2014. Then the real work began. Employees were secured. Partnerships were formed. Buildings were constructed. Most importantly, drivers were hired and cars were built. Now, nearly three-and-a-half years since Haas’s meeting with Ecclestone at COTA, Haas F1 Team is on the racetrack. Haas F1 Team’s two drivers, Romain Grosjean and Esteban Gutierrez, were happy to find out on 8 January that their racecar had passed the stringent FIA crash test. Two pre-season tests on 2225 February and 1-4 March at Circuit de Catalunya in Barcelona will prepare the team for its debut at the Formula One season opener, the Australian Grand Prix in Melbourne on 20 March. “I think when Gene decided to do this, he wanted to be efficient,” said Guenther Steiner, a Formula One veteran who is now team principal of Haas F1 Team. “He has

done all these projects, but never just by buying it. He’s very determined that he’s going to get this done. “He’s got his own work ethic, and it’s incredibly strong. In everything he’s done, he’s asked, ‘How can we do this different and not just different, but more efficient?’ It’s incredible what Gene has achieved. And with this endeavour into Formula One, he’s doing it differently, but he’s also doing it smartly. Our technical partnership with Ferrari is proof of that.” Scuderia Ferrari, the most successful team in the history of Formula One with 16 constructors’ titles and 15 drivers’ championships, will provide Haas F1 Team with its power unit, gearbox and overall technical support. The multi-year agreement forms a strong collaboration between the two organisations that will allow Haas F1 Team to be competitive in its inaugural season and in the years following. “There is no team in Formula One more accomplished than Scuderia Ferrari, and no team with more history. They’ve been

a part of Formula One from the beginning, and now they’ll be a part of Haas F1 Team’s beginning,” Haas said. “Aligning Haas F1 Team with such a tenured and successful company in Scuderia Ferrari provides our team with the greatest opportunity for success in 2016 and beyond.”

Australia marks the starting line All Haas’ preparations will come to a head when it makes its competitive debut on 20 March, at the Australian Grand Prix in Melbourne. For George Buhagiar, Managing Director of Alfex CNC Australia and the Australian Haas Factory Outlet, the launch of Haas F1 Team is particularly exciting as the team’s very first race will take place in Melbourne. As a keen motorsports fan himself, Buhagiar is looking forward to race-day. “F1 is the elite in motorsports,” says Buhagiar. “And although very unlikely for a new team, we’ll be pushing for the Haas F1 Team to be on the podium.” The high-speed thrills of motor racing may seem a long way from the serious work of the modern machine shop, but as Buhagiar stresses, Haas’ entry into Formula 1, and its involvement in motorsports overall, are all aimed at highlighting the company’s achievements as a developer of advanced, high-performance technology. “Haas machines have proved themselves,” he adds. “The current generation of machines is up there with the very best, doing really high-tech, highly accurate work on a day to day basis. “Motorsport is synonymous with highperformance and that’s the message that Haas is sending out there.” www.haas-australia.com

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Arnold Mouw is the Chairman of the Australian Automotive Products Manufacturers and Exporters Council (APMEC), a new initiative launched by the Australian Automotive Aftermarket Association (AAAA). He is also the Managing Director of Dayco Australia, manufacturers of a range of premiumquality automotive components. AMT: Firstly, what is APMEC and what are its aims? Arnold Mouw: Good question! I think you know the FAPM (Federation of Automotive Products Manufacturers), was the body representing a great deal of Australian automotive manufacturers. The problem with the FAPM was it was primarily focused on the OEM side of the business. Even with Dayco – we were supplying to Ford and still do today – you would get some grants from the Government under the schemes available. The problem was that volumes got very low, and the FAPM today is in voluntary administration and disbanded to a large extent. So we formed APMEC, and quite a few of our members were members of the FAPM. One of APMEC’s aims is to support all manufacturers of automotive parts, not just supplying OEMs, but those that make aftermarket components. Companies like Dayco, or Milford Industries, many of these businesses make parts for the aftermarket and several are already exporting overseas. What we’re trying to do as a Council is leave our corporate hats outside and ask: what can we do for the members to help them grow their business? Be it by export, be it locally manufactured parts that are needed. It’s a different model. At the end of the day, there are around 260 companies belonging to the FAPM that manufacture automotive parts, and lots of opportunity around the world. A lot of these companies are already exporting worldwide, but the Government supports Ford, Toyota and GM with significant subsidies and grants and that doesn’t flow down. We don’t see anything from Ford that the Government gives them. So it is all about how we help the 260 automotive manufacturing companies specifically. AMT: What sort of activities will APMEC be engaging in? AM: There are several. Networking has been our primary starting point. I also went to a launch by the Mexican Ambassador and Trade Commissioner, as we’re looking at potentially having a session where he will present the opportunities in Mexico, which are significant. Mexico is going to make five million cars by 2020. They’re making close to three and a half million already, and importing a lot of components. Our dollar is in a better position than it has been in a long time. I think there are opportunities for all of our members. The Trans-Pacific Partnership (TPP) agreement is obviously significant. South-East Asia still represents opportunities to lead some trade missions in that part of the world. Dayco does business there, along with numerous APMEC members. People are also doing business in Europe. The other question is: how do we network with each other? I just had a meeting with some Council members from Mackay Rubber which makes rubber moulded hose that hopefully Dayco can buy for our European operation or our South American operation. So how can we work together? Everybody has customers, but maybe we can add value by introducing them to other members. My distributor in Taiwan might want some products our other members make. So that’s part of the APMEC process.

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The other step is industry representation. We recently met with Industry Minister Christopher Pyne in Canberra. We had a very good hearing because obviously, with the Innovation announcement, which was made shortly afterwards, he was extremely interested in our concept that for an Automotive Innovation Hub. What we’re seeking from Minister Pyne – and he seemed to be keen on it – is a $2m grant to support the building of this Innovation Hub that would allow our members to dilute the costs of prototyping. Let’s say the Mustang’s out and they want to do aftermarket parts; they could book access to the latest Mustang. They may want to look at shock absorbers or something else; in Dayco’s case, belt diagnostics and so forth. That’s the big picture we are focusing on. We got a good hearing from Minister Pyne. Within five minutes of leaving, we had his Chief of Staff asking some questions, and the question on notice in Parliament the next day was on the automotive aftermarket, including some comments by Minister Pyne about the aftermarket and how many people it employs. We’ve made it clear we want to be seen as having a seat at the table when it comes to discussions about things that impact on the automotive industry, be it aftermarket or anything else. I think Minister Pyne’s acknowledged that APMEC could be a part of that. Year one is going to be a little hard to gauge exactly, but we’ve got a few initiatives, and we’ve gained a lot of traction already. AMT: You already had 80 members when you formed in September? AM: Yes and we believe it will reach 100 pretty quickly. The target is getting all 260 members of the FAPM on board. We also want to ensure it’s not Melbourne-centric. There’s a good automotive manufacturing industry in Queensland, for example. I think the key thing is everyone’s talking about the car industry leaving. The Government has poured a lot of money into it, and I don’t believe the Government or anybody forced the car-makers out. The problem is they are not making cars that people want to buy. If the Mazda 3 is the most popular car, or the Toyota Corolla or the Toyota Hilux, you’re not making a product people want to buy. That’s the crux of the problem. Yes, there are people who love the six-cylinder, rear-wheel drive, but they simply are not cars people want to buy. I know how many cars they make – we supply every FEAD (front-engine accessory drive) on every inline-six and V8 engine – and it’s not many. It’s not sustainable when you’re only making 14,000-15,000 cars. I honestly don’t believe a lot of commentators have talked about the vehicle. They talk about industry, innovation, but if I started making components nobody wanted to buy, the Government isn’t going to bail me out. The same applies to any industry. If you’re a food supplier making a product people don’t want to eat, you are not going to survive. The car industry has been a little unique, particularly in that it hasn’t flowed down. For example, Dayco used to make hydraulic power steering and air-conditioning hose assemblies here. That got moved to Thailand very quickly when

063 the price wasn’t competitive. We’ve still got the building, so that’s why we headed down the aftermarket path, and 95%-plus of our business now is aftermarket.

quality producers, coupled with immense skills. That was one reason behind APMEC forming, to ensure that these companies have other avenues.

AMT: I wanted to touch on that – obviously you’ve had first-hand experience with Dayco of the transition away from supplying OEMs.

AMT: What would you like to see Government doing?

AM: Yes, Ford was in excess of 65% of Dayco’s business probably 12 to 14 years ago. This year it will be less than 3%. And our business is growing. AMT: How did you manage that shift? AM: It was before my time as I have been with Dayco four-and-ahalf years. The sales & marketing team here identified that while the old way of selling a belt was that the mechanic would open the bonnet, see the belt needed replacing, and go and buy a belt, today’s engines are much more complex. The team at Dayco saw an opportunity to supply timing componentry, so instead of just replacing the belt, when you’ve got the engine open you really should be replacing the pulleys and hydraulic actuators, the tensioners… the whole package. So that’s what they did. They started developing a timing kit for vehicle-specific engines and warrantying it at an OEM’s specifications. It quickly grew and now we have over 500 aftermarket applications. Our goal is that within three months of any new vehicle coming out, we have a kit available, with the same warranty conditions as any OEM manufacturer. AMT: That sounds like a classic case of the value-adding model that commentators say Australian manufacturing needs to adopt. AM: Yes, and then adding to the portfolio of products. When you think about our business, we sell products that go to the front end of the engine, the FEAD, and then the timing. Those are crucial. If they fail, you have a catastrophic engine failure that can cost anywhere up to $6,000. And we are not the only ones doing it, a lot of people in the industry have said “How do we add products?” So we keep adding products and application data. Our online cataloguing is probably the best in the industry. Everybody uses our online catalogue. We have 42,000 registered users.

AM: I don’t believe there’s more money to be thrown after the OEMs. We’ve said to Minister Pyne we’re not here to just ask for money. How many more jobs did the money that’s gone into the car industry create? A lot of that money went back to Detroit, in royalties or whatever. It certainly didn’t flow down. Government needs to be supporting, guiding and helping to create interest in our industry and opportunities. It’s not just a matter of handing over cheques. At the end of the day I’m responsible for Dayco being profitable and I honestly think the bulk of the people in our industry behave in that way. It is in my interest to stay profitable and to seek alternatives. The Government has to facilitate that. I think Government has a place, but it shouldn’t be dictating how our industry should go. We should be guiding Government on what the opportunities are for our business and for our members. AMT: What would you say to a manufacturing company that’s still heavily exposed to Ford, Toyota? AM: Well, if you haven’t changed now, you’re probably up for a rude shock. If you’re with GM and Toyota you’ve got an extra year. If you’re like us with Ford, it ends on 7 October. We’ve known about Ford for a long time. We have been planning for that exit. I think you have to diversify and find a niche. Is it export? The problem with export is it takes a long time. You can’t just go to an expo and all of the sudden get a whole lot of business. It takes time to build those relationships. You have just got to find niches and opportunities. Aftermarket is an excellent place. If you’re making OEM parts, what parts can you make for the aftermarket?

The missing part for us was the harmonic balancer or crankshaft pulley, so in 2013 we bought Precision Parts in Wagga Wagga, which was a privately held business and was aftermarket focused. We didn’t have a harmonic balancer on the FEAD; it was only part that we didn’t supply. Now we export 75% to 80% of that business to North America. It’s a great story! AMT: Has all the negative publicity surrounding the OEMs leaving affected aftermarket manufacturers? AM: When Ford no longer buys from us, we’ll probably be in a better position from a cost perspective. We have to be TS certified, which is a cost to the business, and the volumes have got so low it really becomes uneconomical. We’re not alone in this regard. Ford used to pick up daily. Now they pick up once a week. The challenge for us is that Dayco can’t stop supplying Ford, because we have a commitment to support them throughout the runout of the Falcon, Territory and OES and we will do that. But afterwards we can focus totally on what is really our more profitable market, which is the aftermarket. All the commentary about the car industry leaving… there’s a $5.4bn dollar aftermarket industry here. There’s lots of servicing of vehicles here. There’s a reason why GPC, the big American General Parts Company, bought Repco a couple of years ago The Burson Auto Parts IPO is another great success story. There’s a reason why people are investing those businesses. It’s a strong market; people like cars in this country. We’ve got a lot of innovation, a lot of high-

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additive manufacturing

Additive manufacturing – the path to smart production

Additive manufacturing processes – in particular 3D printing using metals – are already having a huge impact in industries such as aerospace and defence. However, this groundbreaking technology is also revolutionising design and production processes across a much wider array of advanced manufacturing sectors, and delivering demonstrable benefits. “Within 20 years, there will be a seismic shift in how we manufacture for the aerospace and defence industry,” states Brian Neff, a major investor in Sintavia, an advanced manufacturing company using SLM Solutions 280HL dual laser system for the production of parts for aerospace and defence. A recent study funded by the US Department of Energy’s Advanced Manufacturing Office demonstrated that aircraft weight can be reduced by 7% by replacing conventional means of manufacturing with additive manufacturing — an astonishing number for an industry where the majority of weight efficiency improvements are one or two percentage points. However, this is not the only industry that can benefit from smart uses of 3D printing techniques in additive manufacturing, finding more opportunities presents an exciting challenge for Australian manufacturers.

Beyond the hype 3D printing has become a household concept - the public’s fascination in the subject boosted by eye-catching media coverage such as the recent news about an allegedly fully functional 3D printed handgun designed by an Australian journalist. Would-be developers, designers and educators have driven the hype as they have launched into experimentation with notions of desktop 3D printing that would revolutionise one-off production. This initial ‘hobby’ period of embracing 3D printing technology has provided valuable lessons about the manufacturing process, such as the relationship of design change with iteration, and the specific CAD requirements of structural concepts. Meanwhile the occurrence of obsolescence demonstrated the real need for exacting quality control standards. Now that the dust is finally settling on this initial stage, it is manufacturers who are embracing the opportunities offered by 3D additive processes, and we are now witnessing a real game change with the expanding use of metal powders.

Light-weight benefits One of the game changers contributing to this seismic shift is the availability of aluminium and titanium in powder form. Aluminium and titanium have long been

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regarded favourably for the production of items where weight is a critical factor in the finished goods. Aluminium is used for the construction of items including aircraft fuselages, beer cans, window frames and kitchen foil, due not just to its light weight but also on account of its low cost. Titanium also has light-weight properties, but in addition it boasts the highest strength-to-weight ratio of any metal. It is used, for example, to produce critical parts in high-end racing cars and portable computers, for sports equipment such as bicycle frames and ski poles, and for medical applications such as hip joint replacement. Even the Guggenheim Museum in Bilbao, Spain, is covered in titanium panels! While examples of products manufactured using titanium and aluminium can already be found across a wide range of markets, the process of selective laser melting has the added value of reducing overall product costs. By using powders to ‘build’ a product layer by layer in a 3D printing-type process, wastage is reduced and the need for tooling is omitted. For Australian companies interested in exporting their goods for overseas applications, weight-critical products offer an attractive proposition. Using metal powders in a selective laser melting process offers opportunities of identifying new ways to manufacture known parts at a reduced cost, particularly when compared to the current processes used in the manufacture of titanium. However it also opens the door to finding new product applications.

The selective laser melting process also offers considerable scope for component design because parts can be produced without the need for tooling. Just as an architect draws up plans before building a house, 3D additive manufacturers draw up CAD plans before production. This allows for cost-effective changes to be made during the design phase, and for costeffective alterations to be made during the iteration process, prototyping and testing phase. Infinite design possibilities mean new product solutions are possible as well as improvements on current products, particularly those that comprise many machined parts, which may all be joined in a single production process.

Drone technology partnership In June 2015, SLM Solutions partnered with US firm Aero Kinetics to bring metal additive manufacturing processes to commercial unmanned aircraft, perhaps better as ‘drones’. Headquartered in Fort Worth, Texas, Aero Kinetics holds FAAtype certification for multi-rotor unmanned aircraft and produces products for use in critical infrastructure, disaster or emergency response purposes, border security, agricultural applications and electronic news gathering. Demand for vertical takeoff and landing unmanned aircraft systems is growing, with Aero Kinetics’ products sold internationally. “We are thrilled to have SLM on board with our program,” commented W. Hulsey Smith, founder of Aero Kinetics. “The safety, speed, and quality of SLM’s machines are well suited to produce ultra-lightweight

additive manufacturing and advice. Centres exist in RMIT, Swinburne University, Monash University, the Advanced Manufacturing CRC, as well as CSIRO’s Lab 22 in Victoria. A new university centre is scheduled to open in New South Wales (NSW) late in 2016.

structural components for unmanned aircraft. When coupled with Aero Kinetics’ subject matter expertise in design for additive manufacturing for the aerospace industry, we will reduce weight in our critical structural components.” Aero Kinetics uses both aluminium and titanium powders for prototyping and within the final product. The SLM Solutions laser system allows the company to rapidly produce complex parts including fully optimised, aerospace-grade components. The partnership between SLM Solutions and Aero Kinetics in the development and production of unmanned aerial drone technology should result in a significant leap forward, as 3D printing enables more affordable as well as lighter production components.

Research collaboration Across the globe, universities and research institutes are working to assist industry in taking up the challenges presented by additive manufacturing technology by offering prototyping opportunities, training

The Direct Manufacturing Research Centre in Padderborn University, Germany, aims to develop key technical advancements to enable direct manufacturing in series production, to identify ways to integrate and transfer additive manufacturing technologies to commercial companies, and to promote the corresponding paradigm shift from product-based design to function-based design. As fast as this new 3D advanced manufacturing technology is developing, it is being trialled and tested in universities and research centres, and is fast finding its way into the manufacturing sector. There is a worldwide push towards smarter, ecologically sustainable and economically beneficial production processes and products. If advanced manufacturing using laser-based 3D metal printing moves industry in this direction, everyone stands to benefit. On 24 February, RMIT’s Centre for Advanced Manufacturing in Melbourne will hold a seminar addressing the possibilities and opportunities for Australian industry in 3D metal applications for all those keen to move into the future of additive manufacturing. www.aerokinetics.com www.rmit.edu.au www.raymax.com.au

Breakthrough in ceramics 3D printing US researchers have hit a milestone in 3D printing by demonstrating a way to manufacture ceramics that overcomes the limits of traditional processing and enables high-temperature, high-strength components. Based in Malibu, California, HRL is a corporate research & development laboratory owned by The Boeing Company and General Motors, specialising in research into sensors and materials, information and systems sciences, applied electromagnetics and microelectronics. HRL’s Senior Chemical Engineer Zak Eckel and Senior Chemist Dr Chaoyin Zhou invented a resin formulation that can be 3D printed into parts of virtually any shape and size. The printed resin can then be fired, converting it into a high-strength, fully dense ceramic. The resulting material can withstand ultra-high temperatures in excess of 1,700 degrees Celsius and exhibits strength 10 times higher than similar materials. Ceramics are much more difficult to process than polymers or metals because they cannot

be cast or machined easily. Traditionally ceramic parts are consolidated from powders by sintering, which introduces porosity and limits both achievable shapes and final strength. “With our new 3D printing process we can take full advantage of the many desirable properties of this silicon oxycarbide ceramic, including high hardness, strength and temperature capability as well as resistance to abrasion and corrosion,” says Program Manager Dr Tobias Schaedler. The novel process and material could be used in a wide range of applications from large components in jet engines and hypersonic vehicles, to intricate parts in microelectromechanical systems and electronic device packaging. www.hrl.com

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additive manufacturing

Meeting the need for speed

Australian motor racing team Triple Eight Race Engineering utilises 3D printing technology to reduce model production time by close to 70% and cut costs by 90%. Since its inception in 2003, Triple Eight has grown to become one of the largest and most successful motor racing teams in Australia. The team has dominated the country’s premier motorsport, the V8 Supercars Championship – an international touring car racing championship that draws crowds of over 150,000 spectators and several million TV viewers – winning the title six times. Triple Eight also won the Bathurst 1000, Australia’s version of Le Mans, five times. Apart from a renowned team of drivers, Triple Eight has more than 30 race technologists, engineers and technicians working behind the scenes to produce next-generation vehicles that help the team cement its position. In late 2013, to keep the team’s momentum going, Triple Eight introduced a series of new-specification touring cars with the debut of the Red Bull Racing Holden VF Commodore. This introduction was made possible, in part, as a result of the company’s use of 3D printing.

Speeding up concept modelling The V8 Supercars Championships have strict rules and regulations on what teams can do to their cars. Hence, every advantage in vehicle design and engineering can make a huge difference in winning or losing the race. Therefore the team continually improves its design to fine-tune its performance while maintaining the vehicle’s stability. The Holden VF Commodore was a sophisticated piece of modern-day machinery, so to customise every part and perform feasibility tests before production required a vast amount of resources and time. A best guess in design functionality was not an option, especially when a tenth of a second can mark the difference between victory and defeat. These mounting design challenges led the team in 2007 to invest in an in-house 3D printer from Stratasys. “The Dimension Elite 3D printer has reduced our time to market by speeding up our design process and increasing our prototyping precision,” says Craig Johnstone, machine shop manager at Triple Eight. “The level of flexibility in producing custom parts for testing is remarkable and we can get real-time, real-life feedback on different designs, eliminating any theoretical guesswork based on what-ifs.” Triple Eight now uses its Dimension 3D printer to produce models in-house in ABSplus thermoplastic before fabricating them in end-use materials such as steel and aluminium. This avoids costly concept models from heavy metals. Eliminating

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Triple Eight drivers Craig Lowndes and Jamie Whincup.

the cost and time delays associated with outside companies have helped the team reduce model production time by close to 70% and cut costs by 90%.

Prototyping functional parts for design validation Triple Eight has also used 3D printing to create functional prototypes of complicated parts. Highly complex components such as driver cooling housings, light brackets, pedal box and brake pedal pads often include compound angles with minute differences in dimensions. “Producing close to 20 different parts with complex geometries on a regular basis for testing would have been nearly impossible without 3D printing solutions,” says Johnstone. He adds that the accuracy and level of customisation “allows us to detect any flaws and effortlessly repeat production till perfection”. Johnstone and his team built functional prototypes such as steering wheel cruise control buttons and helmet ducts. The helmet duct was especially important as it controlled the driver’s air intake – any minor crack or malfunction might risk the driver’s wellbeing. Johnstone first 3D-printed the helmet duct prototype, and then glued it onto the driver’s helmet for form, fit and functional testing, making sure that the helmet duct was kept intact and ventilation was constantly well maintained. “We now use the Dimension 3D printer around the clock because it provides us with quick turnaround time, strong parts, as well as the ability to build sophisticated parts that we could not build in the past,” says Johnstone. The strategy is a winning one for Triple Eight Race Engineering

Triple Eight 3D-printed prototypes for the final versions of this brake pedal pad and pedal arm.

This brake light mount end-use part was also created on the Dimension 3D Printer.

now and into the future. The team beat the competition at the end of 2015 and retained the championship title for the sixth consecutive year. Stratasys 3D Printers are available in Australia and New Zealand from Objective3D, a total solutions provider of 3D printing and custom manufacturing through the largest additive manufacturing centre in the southern hemisphere – the Objective3D Advanced Manufacturing Centre. Powered by Stratasys Direct Manufacturing with 16 commercial grade machines, the Centre provides the widest range of 3D printing technologies and materials to enable a broad range of specialist solutions. www.objective3d.com.au www.direct3dprinting.com.au

Centre for Additive Manufacturing

Your Partner of Choice for Developing Additive Manufacturing Solutions RMIT University’s Centre for Additive Manufacturing (CAM) brings together key research staff to generate critical research mass in additive manufacturing technology and design. The Centre focuses on: — manufacturing processes and methods — materials science and the development of new powder alloys and polymer feedstock — advanced design using topology optimisation, and development of novel approaches to topology optimisation CAD model of a lattice implant

— applying design and optimisation of components into industrial based products. The Centre assists industry through a range of services including: — contract research and development — consultancy — training in the latest additive manufacturing technologies — grant-based partnerships The Centre has the latest in metal and polymer based 3D printers together with high-end multi-axis machining centres making it a one-stop shop for industry. A variety of organisations in the defence, aerospace and biomedical sectors are currently working with the Centre to develop innovative and economically viable addictive manufacturing products and processes.

Manufactured lattice hip implant

Contact Details For further information on engagement with the Centre please contact:

Al lattices for light weighting 14258 1215

www.rmit.edu.au

Professor Milan Brandt Centre Director Email: milan.brandt@rmit.edu.au Tel. +61 3 9925 4197

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Thermwood pushes on with large-scale AM Thermwood Corporation, a major US-based manufacturer of CNC routers, has embarked on a program to develop a large-scale additive manufacturing (LSAM) that can perform both additive and subtractive manufacturing functions on the same machine. The approach, called “near net shape”, uses a high-volume thermoplastic printer to quickly create a part that is nearly, but not exactly, the final net shape. A subtractive function then machines the part to the exact final net shape. In its final form, Thermwood’s system will perform both the additive and subtractive functions on the same machine. Thermwood’s development system has been tested through its entire operating range and has performed well during initial additive testing. This start-up phase included initial validation of an all-new “MeltShape Technology”. Melt-shaping promises enhanced control of layer shape and improved bonding between layers. This new patent-pending approach uses one or more shaping wheels to shape, form and compress the hot plastic melt as it is being extruded, ensuring that each new layer is the proper shape and thickness and that it bonds firmly to previously applied material. Melt-shaping offers a new and promising technique in the advancement of largescale additive manufacturing.

Thermwood’s LASM development machine can print parts up to 3m x 3m x 2m thick.

The material processed during start-up testing was a 20% carbon graphite filled ABS from Techmer ES. Thermwood is in discussions with other material suppliers to test their material in this new application. American Kuhne, a Graham Group Company, supplied the custom extrusion system for Thermwood’s development machine. Kevin Slusarz, vice-president of process technology at American Kuhne, also assisted with efforts during the startup phase. The extrusion system reportedly performed flawlessly during initial testing. Extruder controls are designed to smoothly network and integrate with the machine control. “We are quite pleased to have a partner like American Kuhne as part of this development program” says Ken Susnjara, CEO at Thermwood. Thermwood’s melt-shaping approach to adding material offers several significant advantages. Because layers are rolled together, rather than tamped together, air between layers is squeezed out during the additive process, so it is much less likely that air becomes trapped between layers. This was borne out during initial testing, which produced virtually void-free walls. This addresses the problem of trapped air delaminating layers when a part is processed through a heated autoclave, which is a common requirement for aerospace parts and patterns.

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Both vertical walls and horizontal slabs were successfully built during initial testing.

This approach uses a melt-shaping wheel that interacts with the extruded thermoplastic bead while it is still hot and pliable. The shaping wheel is servocontrolled so it can track the direction of machine motion. The Thermwood machine is a full six-axis system, with five axes to position the head in any orientation, and the sixth axis to align the shaping wheels to the machine motion direction. Thermwood has added a software feature to its Q Core CNC control called “Tangential Following”, which automatically keeps the shaping wheel aligned with the direction of machine motion without the need for six-axis programming. This eliminates the need for a specialised CAD/CAM system to handle the sixth axis, and allows the use of virtually any five-axis CAD/CAM system to program machine motion. Thermwood envisions different shaping wheels, each imparting specific characteristics to the hot plastic bead. Because of its five-axis head configuration,

material can be applied at an angle or onto a curved surface, in addition to application of the material in traditional horizontal layers. This capability opens new processing possibilities and supports free-form additive manufacturing techniques that are not currently possible. Thermwood’s initial test machine, which can print parts up to three metres by three metres by two metres thick, is expected to be fitted with a five-axis subtractive gantry trim system in the next few months, at which time it will become possible for all functions to be performed on the same machine. Thermwood plans to continue its development efforts with the goal of offering these machines in a variety of large sizes for commercial applications. Thermwood’s management cannot yet determine when the technology might be sufficiently refined for commercial rather than purely research and development applications. In the meantime Thermwood plans to continue working with material vendors, R&D operations and potential users in an ongoing development effort. Thermwood’s products are distributed in Australia and New Zealand by Flecknoe. www.thermwood.com www.flecknoe.com.au

A more complex pattern was also created and trimmed as part of the testing process.

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We have worked to improve and enhance the Duratomic turning inserts – to give you even more competitive benefits when it comes to high speed production, balanced production and versatile production. Also, Edge Intelligence in the form of used edge detection ensures that you don’t throw away inserts with unused edges. So, get the chrome ones!

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Cutting tools

Solid carbide endmills – taking stock

The quest for continuous improvement and reduced production times in sectors such as automotive and aerospace has inspired machine tool manufacturers to develop ever-more efficient products. Here, Iscar examines the increasing demands for faster stock removal made on solid carbide endmills, and the progress made within the field. The introduction of enhanced speed and feed rate abilities is often complemented by high kilowatt capabilities that allow the efficient machining of hard metals such as titanium and facilitate efficient trochoidal milling. To realise the full productive potential of today’s advanced machine tools, the metal removal tools they use must exhibit the same advanced capabilities. For instance, a range of innovations have been applied to improve the performance of the ubiquitous solid carbide endmill. Cuttingedge upgrades – such as advanced flute geometries, superior substrates and highly developed coatings – have enabled endmill technology to keep-pace with advancements in machine tools. Now, the extremely productive combination of advanced machining technologies and high-performance endmills enables never-before imagined metal removal rates to be achieved. To satisfy the constant demands for ever greater metal removal rates, Iscar’s R&D department continuously develops unique tool geometries suitable for rough, medium and finishing applications. To ensure that all new tools represent real technical leaps forward, they undergo stringent testing in Iscar’s technological centre. The application of innovative geometries provides soft cuts for increased tool life and ensures high productivity levels. In addition, Iscar’s unique premium carbide grades and advanced coatings allow users to optimise each application.

New grades for Solid Carbide Endmills IC608 • Recommended for hardened steel (45-60HRC) at moderate to high cutting speeds. • For alloy steels at moderate to high cutting speeds. • Hard PVD coating that provides substantially improved tool life and reliability. • High chipping and wear resistance. IC02 • Ultra-fine grain WC with 9% Co, very high wear and deformation resistance. IC902 • Recommended for hardened steel (45-60HRC) and high temperature alloys at moderate to high cutting speeds. IC602 / IC702 • Recommended for hardened steel (45-70HRC) and high temperature alloys at moderate to high cutting speeds. • Hard PVD coating that provides substantially improved tool life and reliability. Cutting tools can only perform well if securely clamped, so choosing the correct clamping device is important for heavy roughing. On diameters of 10mm and above, Weldon clamping is recommended. Iscar’s ER11 series are high-precision AA-class collets for small dimensions (0.2-2mm) with a very high tolerance run-out. For high metal removal rates when machining on low-power machines, it has been necessary to develop tools that can function with the maximum metal removal rate. For example, a 12mm diameter tool that can undertake roughing operations on steel or stainless steel of up to 2XD 24mm. Iscar’s ChatterFree solid carbide, four-flute endmill family, with smaller (3, 4 and 5mm) and larger (25mm) diameters, are used for roughing and finishing operations. Due to their variable pitch,

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the range provides excellent chatter-dampening ability. They are an excellent solution for low-power machines with ISO40, BT40 or CAT40 adaptors, improving their material removal rate and eliminating vibration. The ChatterFree solid carbide, four-flute endmill family can also be used for full slot machining of up to 2XD. ChatterFree endmills maximise stock removal and reduce cycle time in most milling operations. Their unique ground geometry provides excellent surface finish and long tool life.

Machining stainless steel Iscar has invested a great deal of time and effort in developing tools that can deliver maximum metal removal rates when used on today’s most popular materials. The application of the most appropriate advanced geometries, combined with the most suitable coatings and carbide correct grades ensure maximum metal removal. ChatterFree solid carbide endmills with different flute helix angles and variable pitch for rough machining operations of stainless steel; EC-H4M-CF-E endmills feature four- and five-flute, variable pitch and configurations and different helix angles; 37º/39º cylindrical and Weldon shanks. They are made from an IC900 PVD-coated grade and are available in a 6-16mm diameter range. These tools reduce cutting forces and power consumption and increase productivity in low-power machines with CAT40 or BT40 or HSK 63 spindles, when used on most types of materials, including steel, stainless steel and exotic materials. They provide improved dampening performance, prolonging tool life by 20%-25%. In addition, the tools are capable of increased metal removal when compared with the standard ChatterFree solid carbide endmills. The new EC-H endmills feature a four-flute, variable pitch (similar to standard ChatterFree endmills) and also different helix flute angles: two 35° helix flutes and two 37° helix flutes. The new tools reduce cutting forces, save power, extend tool life, improve chip evacuation and deliver excellent surface quality on stainless steel. These new endmills represent an excellent solution for low-power machines with ISO40 or BT40 adaptors, improving material removal and eliminating vibration, and can be used for full slot machining of up to 2XD.

Cutting tools

High-temperature alloys and stainless steel

Advantages include:

Following the successful introduction of the FINISHRED solid carbide endmills, featuring Iscar’s IC300 substrate, the range’s outstanding performance on titanium, other high-temperature materials and stainless steel, proved extremely advantageous. IC300 features excellent thermal shock resistance and should be used with emulsion cooling directed to the cutting zone.

• Reduced machining time – high table speed, thus faster machining due to high rotation speed.

Test reports are available that demonstrate improved tool life and much reduced machining cycle times that can be achieved when using FINISHRED endmills. With the help of IC300 grade, the range provides extraordinary machining performance when used on, for example titanium.

Aluminium processing Machine tool builders have introduced machines with high, 32,000rpm capability and elevated metal removal rates for use on aluminium. For these special machines there is a demand for balance tools. Iscar’s ChatterFree endmills are the ideal solution for machining aluminium on low-power machines with ISO40 or BT40 adaptors, improving their material removal rate and eliminating vibration. They maximise stock removal rates and are able to reduce cycle time in most milling operations. The range’s unique ground and polished geometry provides excellent bottom and side surface finish. In addition, extended tool life can be expected when machining at high material removal rates. Iscar’s ECA-H4 CF balanced four-flute, solid carbide endmills, featuring variable helix and variable pitch, is designed to be the ultimate aluminium machining tool range. They are designed for both roughing and finishing operations and feature excellent chatter dampening ability. The range can be used with external cooling at very high cutting speeds. With four cutting edges, the tools were designed with core diameter and flute chip gullet section size similar to the existing ECA-H3 endmill. The tools feature a statically and dynamically balanced design aimed at delivering lower and fewer fluctuation bending forces and a very stable machining process. Iscar’s three-flute, solid carbide endmills with variable helix for machining aluminium were designed for both roughing and finishing operations and feature excellent chatter dampening ability. They can be used with external cooling at medium-to-extremely-high cutting speeds, for full slot machining of aluminium up to 1.5XD / 2XD.

Machining with five-axis machines Iscar’s ball-nose ChatterFree variable-pitch solid carbide endmills are designed for roughing and finishing on hard materials up to 65HRC and exotic metals such as titanium and Inconel. Made from grade IC902 to provide long tool life, these variants feature a unique geometry and are available in a diameter range from 3-16mm. EB-E4L CF IC902 endmills provide a unique solution for hard materials and offer advantageous performance, especially within the die and mould industry. Features include: four flutes with 38º helix angle; variable pitch for chatter-free machining; up to 2XD depth of cut and 3XD relieved neck; special geometry for hard materials; low cutting forces; and availability in IC902 for long tool life.

SpinJet – For semi-finish and finish machining SpinJet is a unique, coolant driven, high-speed compact spindle for small diameter tools used on low-RPM machine tools. The SpinJet spindles have been developed for use when high RPM is required for small diameter tools on limited-RPM machines. These spindles are for semi-finish and finish machining applications such as milling, drilling and grinding. The system utilises the machine tool’s existing coolant supply, driven by a high-pressure pump (minimum 20 bars) as an effective energy source to rotate a turbine up to 40,000rpm.

• High efficiency – up to 65% increased productivity compared to machining with the original machine with low-RPM spindle. • Energy saving – the machine spindle is idle while the SpinJet is in operation. • High precision – excellent surface quality due to optimised machining conditions. • Plug & play – easy installation on existing machines with no adaptation required. • Extended tool life – as a result of optimal cutting conditions and strong coolant jet flow.

Micro endmills Iscar’s premium range of micro tools consists of the EB-H2 / ECH2 IC602. Each features ultra-fine grain with a PVD coating for high wear resistance and the ChatterFree design that provides high tool life and performance. The recommended micro tools clamping system for short overhang is the Iscar ER11…high precision AA and for long overhangs shrink holders. Iscar continually aims to expand its innovative large range micro endmill machining solutions.

Trochoidal milling and finishing For finishing and trochoidal milling, Iscar has introduced new tool families that feature a large number of teeth and the advanced ChatterFree design that ensures low vibration. Through the use of the most suitable geometry and coatings, these tools deliver excellent wear and deformation resistance, this enables high processing conditions and impressive production increases. Iscar works with CAM system manufacturers for tailored trochoidal milling tools. Iscar’s innovative evolution is the ChatterFree solid carbide endmill for high-speed/trochoidal milling and finishing with specially designed multi-flute configurations with different flute helix angles and variable pitch. ChatterFree solid carbide endmills are divided into two families: EC-H7 CF, featuring seven flutes in 6-20mm diameters; and EC-H CF, featuring 6-20 flutes in 6-20mm diameters. The EC-H7 CF 7 flute tools feature more open gullets than the 6-20 flute tools. Therefore EC-H7 CF tools can machine at radial width of cut (ae) of up to 0.1xD, while the EC-H CF tools can machine at ae of up to 0.06xD. Both endmill families are made from the hard PVD coated grade IC902. This grade provides long tool life and, combined with the unique geometry, provides excellent surface finish on most workpiece materials.

Special tools Increasingly, informed users are reaping the significant benefits of using special tools that are optimised for specific materials and for defined machining conditions. Many users have downloaded applications that enable significant time reductions and that have resulted in advantageous production schedules. Iscar’s popular ITA software assists users to identify the most effective tool for a given application. ITA recommends cutting conditions and is now proven to be the optimal tool advisor. Iscar also provides specially engineered design solutions for the production of unique solid carbide endmills. www.iscar.com.au

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Cutting tools

Enhancing productivity all the way down the line

Providing 100% control of cutting tools and related components, Guhring’s tool management systems increase economic and operating efficiencies, stock security and transparency for any size of company. As one of the world’s leading manufacturers and suppliers of rotary cutting tools, Guhring has carved out a strong reputation for performance in the Australian market over the past 25 years. More than 100 years of knowhow in tool manufacture globally enable Guhring to provide outstanding tool innovations and service solutions. The central focus of these activities is always the customer’s desire for efficient, economical and practical production, and in particular, machining solutions. The epitome of this is Guhring’s advanced tool management systems. These systems deliver outstanding benefits all the way down the line, thanks to simple operation, optimal storage solutions, as well as transparency throughout the entire system. The vending machines are controlled directly via Guhring’s own tool management software – GTMS. It allows simple, fast and intuitive operation via touchscreen and barcode scanners. At the same time it documents all relevant transaction data of inventory transactions, monitors stock levels and makes evaluations based on user-defined criteria. This means that any stock movements, such as tool withdrawals, stock returns and goods receipts, can be logged directly into the central database. All information is available in real time, forming the basis for tool planning and subsequent requisitions. The comprehensive database allows detailed analysis and reporting, providing maximum transparency over tool inventory and tool consumption. This also facilitates precise cost allocation and reconciliation. Customisation of software and drawer configurations also means that Guhring systems can meet the exact needs of almost any production environment.

Modular systems, maximum flexibility Guhring’s concept is based around a flexible, modular, structured system. The vending machine software was developed by Guhring’s IT division in Germany, and is SQL-based and fully flexible. Every customer is different and the software caters for this fact. The database has been designed in such a way that it can be tailored to the exact requirements of the individual.

The hardware is controlled by a standard PC, which allows the integration into any standard network. There are a large variety of cabinets available, allowing the storage not only of small components such as inserts, shims and screws, but also of bulky and long tools such as facemills and gun-drills. The biggest upside to Guhring’s approach is that there are no inflexible lock-in contracts to dispense just one tool brand and limited product types. The three tool dispensing systems – TM 326, TM 426 and TM 526 – offer flexible possibilities for made-to-measure tool storage. According to demand and size of company there is a choice between different levels of automation. Individual dispensing solutions such as drawer units (with and without flaps), spiral systems, special compartment units and even large cabinets can be all combined into to one system, even across multiple locations. In short, Guhring’s systems are entirely adaptable to the individual requirements of the customer’s business and industry sector.

Product storage options Guhring Australia presently offers three advanced tool dispensing and management solutions. These can be customised and combined to align with present production systems to enhance business capabilities. • Guhring TM 326 is an electronically controlled, modular, expandable system with all the functionality of Guhring’s GTMS tool management software. Electronically locked drawers allow controlled tool removal. Different drawer heights can be selected with the interior providing extra flexibility in size and styles.

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Cutting tools “Guhring’s tool management systems enable us to identify underperforming tools or when tools need regrinding or recoating to keep them performing at their best. ‘Toolwear’ data provides feedback from the shopfloor and reflects the actual achieved result. This data is most important and its evaluation crucial for our success.” At Guhring Australia, dedicated tool management specialists analyse the complete process which include all aspects found within the workshop environment: • Tool requisition. • Incoming inspection. • Tool storage. • Tool preparation/setting. • Machining processes. • Tool performance monitoring. • Tool trails. • Reconditioning services. • Guhring TM 426 is the perfect solution for storage of large quantities of compact tools in a small space. The coil (spiral) system allows for secure dispensing of tools or supplies, with the option of a lift tray to reduce the risk of tool damage. • With the Guhring TM 526 you have full control of product withdrawal. The drawers open only to the extent of the selected number of items requested. This ensures 100% stock control.

Fully compatible system integration Legacy systems need not limit the ability to enjoy all the benefits of Guhring’s streamlined management system. Guhring’s ownership of the software adds to the certainty of performance and delivery. Thanks to Guhring’s intelligent and user-friendly GTMS software, tool vending machines are simple, quick and intuitive to operate via an integrated touch-screen and barcode scanner. Employee codes (barcode cards) restrict individual access rights to the system. The software documents all stock movement automatically. This allows a comprehensive evaluation of all data, which enables detailed evaluation and reporting according to pre-selected criteria. The GTMS software can be linked to all existing enterprise resource planning (ERP) systems. With the assistance of GTMS it is possible to completely automate the procurement process of cutting tools and related components. If required, the software triggers ordering suggestions for new durable and consumable items, also coordinating tool reconditioning services. By integrating the software into the existing infrastructure, the GTMS can further assist as a research tool for product design as well as work planning. The software provides further features including: • Part list management. • Tool regrind management. • Administration of workshop measuring equipment, including calibration cycles. • Incoming inspection and SRS. • Tool wear data recording. • Downtime module. • Analysis and reporting (e.g. ABC analysis).

Beyond product dispensing Guhring Australia prides itself in innovative thinking and a commitment to achieve maximum performance and tool life. As Christof Richartz, Guhring Australia’s Managing Director, says: “We are not just tool sales reps. We are dedicated performance consultants and technical specialists. Our goal is always to achieve maximum tool life for our customers at the lowest cost possible.

Based on this analysis, Guhring’s specialists can recommend practical and relevant cutting-edge solutions. To further deliver on this commitment, Guhring’s service division provides fast-turnaround services from regrinding to recoating right up to completely new tool concepts.

A key player in automotive, aerospace and defence Accuracy, safety and reliability are absolute priorities in the Australian automotive, aerospace and defence industries – both during manufacturing as well as for the end product. To ensure the correct tools and methods are applied, many leading companies in these sectors rely on Guhring’s experience. Guhring’s tool dispensing systems and particularly its GTMS software guarantee maximum security and reliability for tool applications and for stock control incorporating reordering efficiencies. The beauty is that these same rigorous protocols can be applied to any production line that requires the same uncompromising standards in a most streamlined form. Bruce Hutton, General Manager at Thales Australia’s Arms Manufacturing Operations in Lithgow, NSW, says: “The introduction of the Guhring tool management system has dramatically improved shop floor efficiencies. Instead of searching for tools we actively work with them. We have also realised cost savings across all tooling products. “Guhring’s tool management system is perfectly integrated into Thales’s production environment,” he adds. “Moving forward we are currently integrating the ‘Tool Wear Protocol’ module, which will provide far greater transparency and should assist in further reducing our tooling expenditure.” www.guhring.com.au

Benefits at a glance • Advanced user-friendly software.

• Secure system including user access rights. • Variety of soft and hardware modules available. • Fully integrated system across multiple production sites. • Fully automated re-ordering system. • Intelligent interface with most common software platforms. • 100% stock control. • Real time data recording and analyses including tool life. • Reporting templates including CPP, consumption analyses, cost drivers.. • Transparency and traceability.

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Cutting tools

New MEP process takes hole deburring to new depths

Burr formation creates challenges for component manufacturers across all industry segments, especially when drilling deep through-holes in critical parts. In these applications, burrs of excess material form at both the entrance and the exit of the workpiece, with the exit burr posing the greatest challenge. These burrs can lead to poor part quality and production inconsistencies, which are unacceptable in aerospace and other closely regulated industries. By Teun van Asten MSc, Engineer Marketing Services Solid Milling at Seco Tools. Manufacturers traditionally remove burrs with hand grinders, emery cloth or other manual processes. These methods, however, are slow and require the part to be moved and refixtured for the deburring process. Even when performed by skilled personnel, it is impossible to achieve part-to-part consistency in manual deburring operations. Mechanised Edge Profiling (MEP), on the other hand, employs an engineered tool, guided by a machine tool’s CAM program, to remove burrs quickly and consistently. Hole edges can be finished to high-tolerance specifications on the same machine that drilled the hole initially. Furthermore, Seco has developed a new MEP process that prevents exit burrs from having any negative impact upon tool rigidity, machining accuracy and tool life in deep, small-diameter through-holes. The method combines innovative tool design with five-axis toolpaths to enable fast, repeatable deburring of holes deeper than 10 times diameter.

End-user demands The aerospace industry specifies dimensions for certain part and hole edge conditions, including chamfer and radii. These features typically undergo approval and certification processes to meet tolerances measured in hundredths of a millimetre, as well as to ensure consistency from part to part. The deburring process has to achieve a precise balance between machining away the burr without removing material from the part. Standard deburring and profiling tools used for MEP processing of part edges and other features include solid-carbide chamfering end mills as well as tools that employ indexing inserts with complex cutting geometries. Custom MEP tools have specific radii, chamfers, angles and combinations of those cutting edge features. The most sophisticated deburring tools have edge designs that produce a chamfer with a radiused edge preceded by lead-in and lead-out angles designed to prevent formation of secondary burrs. MEP tools commonly have square cutting edges, but ball nose and lollipop-style tools are also available for profiling edges on contoured components that would otherwise restrict access of square-edged tools. Applied on a five-axis machine, a ball nose tool can scan the line of a complex part profile and create a radius on a long contoured edge.

Toolmakers also provide tools custom-engineered to profile edges and remove burrs at the entry or exit of larger through-holes. The custom tools feature complex cutting geometries. When cutting conditions are stable and cuts are smooth and uninterrupted, the tools permit use of more aggressive cutting parameters. Conversely, when features such as access holes interrupt the cutting path, parameters are more conservative to minimise tool wear and failure.

Deep, small-diameter holes The exit ends of deep, small through-holes are challenging to deburr because they require small-diameter tools. As hole depth grows, the tool’s length-to-diameter ratio also increases, making it less resistant to cutting forces and more prone to vibration, chipping or breakage. Moderation of the cutting parameters is necessary and deburring may not be fully effective.

Tool and process development Seco has developed an innovative tool concept and combined it with five-axis toolpath strategies that facilitate effective deburring of the exit area of deep, small-diameter through-holes. The tool features a tapered shank with a large neck diameter where the tool enters the part. The design provides a 0.05mm clearance between the neck and diameter of the hole. Below the entry of the hole the tool tapers to a smaller diameter and at its end are cutting edges. The CAM toolpaths employ five-axis motion to tilt and rotate the workpiece so that the centreline of the tool circles around a point and describes a conical form at the hole exit, where the tool’s cutting edges remove the burr. At the same time, the neck of the tool at the hole entry effectively remains stationary and does not interfere with the sides of the hole. A Z-axis movement positions the tool in the hole and then the machine’s five-axis capability combines X, Y, and Z motion to perform the deburring process.

Application and testing Seco initially tested the tools and toolpaths deburring the exit of a 3.2mm diameter, 36mm deep through-hole. The length-to-diameter ratio was greater than 10:1. Initial trial-and-error testing arrived at an optimal rotation rate of 1,200rpm, a speed that enabled the tool to complete 128 holes without replacement.

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Cutting tools

Mapal – Tool life tripled Deburring each hole required no more than three seconds, compared with manual deburring techniques that could require a full day or more to deburr an equivalent number of holes. Because the CAM program and machine control handled the tool’s movement, the deburring results matched exactly from the first hole to the very last.

Programming details To programme tool movement before the MEP process, the machine operator must enter the exact location and definition of the surfaces to be deburred. The tool length must be defined as well. Tools are ground to a tolerance within 0.0375mm. The front end of the tool is ground in the same operation as the cutting edges, producing a relationship between the tip of the tool and the cutting edge within 0.0125mm. The tool length is specified in the CAM program; the operator can confirm the tool length off the machine with a presetter or on the machine via a laser or touch probe.

MEP for multitasking? Some MEP tooling combines the machining of a part feature with a deburring operation. Select end mills, for example, locate the MEP machining feature at the top of its cutting zone to machine the hole diameter and then deburr the entry point in the same operation. Keep in mind, however, that MEP deburring tools for both the entry and exit of deep, small-diameter through-holes face special considerations. Analyses of MEP applications have indicated that tools engineered to remove burrs at the entry of a through-hole provide longer tool life than those designed for eliminating burrs at the exit end. Tools for deep-hole exit burrs have a higher length-to-diameter ratio, making them more prone to instability and vibration that, in turn, accelerate wear. Therefore, a tool engineered to deburr both the entry and exit of a deep through-hole would exhibit longer life for the entry feature than for the exit feature, resulting in the need to discard the tool with much of its capability unused. Additionally, MEP tools that deburr the entry area of a hole can be reground, but the critical relationship between the cutting edge and tool tip in MEP tools for deep, small-diameter throughhole deburring precludes regrinding. The reason is that applying a reground tool would involve changing the offset in the machining program, something prohibited by the strict protocols of aerospace machining practices.

Conclusion Manufacturers continually respond to customer demands for increasingly tight part tolerances. The aerospace industry leads the trend, but requirements for precision and consistency are becoming stricter in the medical, energy and other industries as well. Deburring, an essential element of precision part production, has long been carried out through manual methods. Unfortunately, these operations can be inconsistent from part to part and are expensive in terms of labour, set-up and part-handling expense. In fact, some end-users have banned manual deburring because it cannot be documented and certified. Mechanised Edge Profiling (MEP) provides a method to deburr components and profile part edges that are consistent, documentable and cost efficient. Seco’s most recent development in MEP combines custom tool design with innovative five-axis programming to facilitate consistent and productive deburring of the exit area of deep, small-diameter through-holes.

Tools with ISO elements (inserts) are first choice when it comes to the boring of cast materials. As the need for high cutting speeds and better cooling technologies rises, the demands on the tools and cutting edges increase, too. Very good friction and wear behaviour and high hot hardness of the coating are therefore elementary. Until now boring operations have been widely performed using PVD-coated cutting edges. Mapal has now developed a CVD-coated cutting material series specially tailored to the demands of boring in all cast materials – GJL, GJV and GJS. The new cutting materials HC720, HC725, HC730 and HC735 differ in the carbide substrate used in each case. All four impress with their extremely heat-resistant aluminium oxide coating with very good coating adhesion. Cutting edges with the new coating offer the potential for a significant increase in the cutting speed during boring, even with dry machining. Machining is easily possible with a cutting speed of 300 metres/min, thus offering a considerable boost in productivity. At the same time, the cutting edges achieve significantly longer tool lives, as examples in practice show: when machining GJL25, the tool life was tripled compared with the PVD cutting material HP455 used to date. The whole standard Mapal product range of indexable blades for ISO boring tools is available with the new cutting material series. www.mapal.com.au

Walter – Precise to the last detail Walter believes its new Titex DB133 Supreme solid carbide micro twist drills are the key to establishing precise, reliable working processes and achieving significantly longer tool life. The use of grades WJ30EL and WJ30ER, developed by Walter specifically for micro drills, ensures that the drills exhibit superior wear resistance. In addition to this, the new cutting edge geometry increases process reliability, and optimised dimensions allow for maximum stability, even with the smallest drills. The incredibly uniform finish on the drill cutting edge and extremely tight tolerances ensure that the surface finish on the workpiece is exceptional. Thanks to the special flute geometry, the swarf is evacuated effectively, even without through coolant. This means that hole depths of up to 8 x Dc can be easily achieved. The new solid carbide micro twist drills, with their 140° point geometry, can be used universally on many different materials in ISO material groups P, K and N. Diameters range from 0.5mm to 2.95mm. Oil or emulsion can be used as a coolant. This new drill design will be of particular interest to users in general mechanical engineering, mould and die making, the energy and automotive industries and any other areas where small diameter, deep holes, are required. www.walter-tools.com

www.secotools.com

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The graphene revolution

Graphene is a wonder material poised to move out of the laboratory and into advanced products such as lightweight composites, anti-corrosion coatings, fast-charging batteries, and filters for water purification or food processing. Now the first collaborative centre of its kind in the Southern Hemisphere has been established at Monash University, combining research excellence, design and industry to realise the graphene revolution. By Michael Fuhrer and Dan Li. The Monash Centre for Atomically Thin Materials (MCATM), a joint initiative between Monash’s Science and Engineering faculties, is an international hub for research in novel atomically thin materials such as graphene. The multidisciplinary centre brings together world-leading expertise from across Monash with national and international partners and industry. With state-of-the-art facilities and technology, it offers a platform for researchers to gain a deeper understanding of how atomically thin materials integrate with each other or with other materials, to achieve engineering solutions and realise new applications to meet the needs of the Australian manufacturing industry.

What is graphene? Graphene is a plane of carbon just one atom thick arranged in a hexagonal lattice reminiscent of a honeycomb. Graphene is the basic constituent of graphite, which consists of graphene layers stacked one on another, with only very weak bonds between them. It is these weak bonds that make graphite useful as the writing material in pencils: the layers are easily separated, allowing thin flakes of graphite to be rubbed off onto the paper as the pencil mark. The weak interlayer bonds also allow graphite to be quite stable in its single-layer form – graphene – without chemical reactions with the elements around it.

Graphene was first isolated by physicists Andre Geim and Konstantin Novoselov at Manchester University in the UK in the early 2000s. Inspired by the pencil, Geim and Novoselov used a technique only slightly more sophisticated: they used common sticky tape to peel apart a graphite crystal until it was extremely thin. They pressed the thin graphite residue on the sticky tape against a flat surface (a silicon wafer coated with silicon dioxide), and to their surprise when they examined the material on the silicon wafer, they found that sometimes layers only a single atom thick could be found among the debris. Geim and Novoselov were particularly interested in the electronic properties of graphene, and they were able to quickly demonstrate a graphene transistor. Michael Fuhrer, Director of MCATM, found in 2008 that graphene is an extraordinarily good conductor of electricity, with an intrinsic electrical conductivity higher than copper or silver at room temperature. He was also able to show that electrons in a graphene transistor can move more than 100 times faster than in silicon, making graphene very promising for ultra-high speed electronic devices. The high electrical conductivity of graphene, coupled with the fact that it is almost perfectly transparent to light, makes graphene an ideal material for transparent

conducting electrodes. Transparent conducting electrodes are an essential part of touch-screen displays and are also important in the construction of most types of photovoltaic cells. The current widely adopted technology for transparent conducting electrodes uses indium-doped tin oxide (ITO) as the conducting layer. However ITO has several challenges: indium is expensive (though recycling of electronic devices has helped keep the cost down); ITO requires an expensive vacuum deposition step to manufacture; and, most importantly, ITO is relatively brittle. This last aspect makes thin flexible graphene attractive for new applications such as rollable or foldable touchscreens. One technique to make graphene over large areas is to grow graphene on a copper foil by chemical vapour deposition (CVD) of carbon from methane, and then transfer the graphene from copper to the desired substrate either by dry or wet processing. But the CVD process still requires high temperatures, and reliably obtaining graphene over large areas with the uniformity required for electronics remains challenging. Processing graphene flakes in solution to form thin films could be an alternative that avoids the high-temperature step.

Professors Michael Fuhrer (right) and Dan Li in Fuhrer’s laboratory for atomically thin materials research at Monash University.

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Nanotechnology & Micromachining

Multilayered graphene paper

Graphene was first investigated for its electronic properties, but its superlative properties extend to much more than electrical conduction. The carbon-carbon bond in the graphene honeycomb is the strongest bond in nature, making graphene the strongest material known when stretched in the direction of the plane of atoms. Graphene is also exceedingly tough, and can be stretched over 25% before breaking. Graphene is an exceptionally good conductor of heat, with a thermal conductivity comparable to diamond at room temperature. As the ultimate limit in thin materials – just one atom thick – graphene has enormous surface area; just three grams of graphene have the same surface area as a soccer pitch. And as it is made of lightweight carbon atoms, it performs exceptionally well when compared to a given weight of another material.

Graphene as an additive Graphene can be added to other materials to enhance their properties. Because of the atomic thinness of graphene, a little goes a long way; the threshold for loading of graphene into another material to achieve percolation (when the additive components begin to form a continuous network) is extremely low. Graphene added to plastics can dramatically increase their electrical and thermal conductivity as well as mechanical strength. Challenges remain in dispersing graphene uniformly through the host matrix, and in ensuring the proper level of interaction between the matrix and the graphene. The weak bonding of graphene to other materials, which allows its stability, also means a weak mechanical coupling between graphene and matrix. This coupling can be strengthened through direct chemical bonding between matrix and graphene, but this comes at the expense of reducing graphene’s electrical and thermal conductivity as well as mechanical strength. Graphene composites are in their infancy, but are already seeing some commercial

use in niche areas such as the sporting goods industry, where the ultimate in performance is desired even at high cost. Graphene has appeared in a tennis racket designed by Austria’s Head, and bicycle wheels from Italy’s Vittoria, though the amount of graphene in the products, and the resulting increases in performance, are closely guarded secrets. But novel graphene-based materials, such as printable conducting inks or conducting elastomers, are entering the marketplace and are expected to become increasingly important – especially as the popularity of additive manufacturing increases.

Constructing new graphene materials Graphene can be assembled into macroscopic three-dimensional materials in myriad ways. Dan Li, Co-Director of MCATM, has used this idea to create hierarchical structures of pure graphene that resemble flexible paper or extremely lightweight but elastic foam. These materials can be designed to have exceptional surface area, which makes them superb as electrodes for supercapacitors, which can store similar amounts of electrical energy as conventional batteries but can be charged and discharged much faster. Supercapacitors can supply bursts of energy and are able to absorb energy rapidly in energy recovery systems, and are finding uses ranging from electric tools to electric cars and buses.

graphene should be obtained from graphite, an inexpensive mineral rich in Australia. Li has pioneered techniques to disassemble graphite into graphene in solution in a scalable manner, making it useful as an additive for composites or for constructing graphene-based bulk materials at a reasonable cost.

Graphene not the only ‘wonder’ material Taking a lesson from graphene, MCATM researchers are also studying other materials that can be disassembled into atomically thin layers. Molybdenum disulphide is a naturally occurring mineral (‘molybdenite’) commercially extracted as the primary source of molybdenum, but in single-layer form it is a direct bandgap semiconductor that can be used to make transistors, light-emitting diodes, and photovoltaic cells. Hexagonal boron nitride has a similar honeycomb structure to graphene, but is electrically insulating yet still highly thermally conductive. Graphene oxide is a modified form of graphene that is much more chemically active. These materials can be used to add new properties to composites or hierarchically structured materials. MCATM researchers are working on ‘smart’ composites containing molybdenum disulphide that can report stress through a change in colour, and graphene oxide-based materials that can readily absorb toxic substances in water yet can be easily recycled.

Research shows that graphene-based nanostructured paper or foam are also promising for next-generation separation membranes for water purification and chemical separation, as electrically conductive tissue scaffold for bone regeneration, and extremely sensitive yet fast responding flexible pressure sensors.

Europe and the USA have already invested heavily in research and design in atomically thin materials – arguably the most disruptive and transformative new materials to have been discovered. Significant research expertise in Australia and more widely in the Southern Hemisphere, combined with rich reserves of the raw materials, need to be harnessed in such a way that Australia becomes recognised as a world leader in atomically thin materials research and commercialisation. By connecting research expertise and industry in one focused ‘hub’, the new Monash Centre for Atomically Thin Materials aims to do just that.

Large-scale use of these new graphene materials will require the availability of large quantities of graphene itself. Directly synthesising graphene from methane is far too expensive for most bulk applications, so

Michael Fuhrer and Dan Li are Directors at the Monash Centre for Atomically Thin Materials. www.monash.edu/atomically-thinmaterials

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Big questions about risk assessment of nanomaterials

When it comes to nanotechnology, Australians have shown strong support for regulation and safety testing. By Georgia Miller and Fern Wickson. One common way of deciding whether and how nanomaterials should be regulated is to conduct a risk assessment. This involves calculating the risk a substance or activity poses based on the associated hazards or dangers and the level of exposure to people or the environment. However, our recent review found some serious shortcomings of the risk assessment process for determining the safety of nanomaterials. We have argued that these shortcomings are so significant that risk assessment is effectively a naked emperor.

Size matters Nanotechnology has been heralded as “the next big thing” for more than a decade. It is also increasingly found in a variety of products, including paints and surface coatings, sunscreens and cosmetics, clothing and textiles, specialty building products, kitchen appliances and sports equipment. This means they are also increasingly found in our homes, workplaces and environment. In the nanoscale, familiar substances can behave differently to their macroscale counterparts. While some of these novel nano properties are potentially useful, the emerging science of nanotoxicology also suggests that this novelty can introduce risks to human health and the environment. This does not mean that all nanomaterials are necessarily dangerous. What it does mean is that we can’t rely on what we know of the same substances in bulk form to provide reliable information about their risks in nano form. We also can’t rely on the same test methods to investigate their safety. The novel properties of nanomaterials mean that they need dedicated safety testing and risk assessment.

Reaching for the trigger Risk assessment has been the dominant decision-aiding tool used by regulators of new technologies for decades, despite it excluding key questions that the community cares about. For example: do we need this technology; what are the alternatives; how will it affect social relations, and; who should be involved in decision making? Even on its own terms though, our review found that serious gaps and barriers compromise the risk assessment process when applied to nanomaterials. A fundamental problem is a lack of nano-

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specific regulation. Most sector-based regulation does not include a “trigger” for nanomaterials to face specific risk assessment. Where a substance has been approved for use in its macro form, it requires no new assessment. Even if such a trigger were present, there is also currently no cross-sectoral or international agreement on the definition of what constitutes a nanomaterial. Another barrier is the lack of measurement capability and validated methods for safety testing. We still do not have the means to conduct routine identification of nanomaterials in the complex “matrix” of finished products or the environment. This makes supply chain tracking and safety testing under real-world conditions very difficult. Despite ongoing investment in safety research, the lack of validated test methods and different methods yielding diverse results allows scientific uncertainty to persist.

The emperor’s new clothes Indeed, scientific uncertainty about nanomaterials’ risk profiles is a key barrier to their reliable assessment. A review funded by the European Commission concluded that: “… there is still insufficient data available to conduct the in-depth risk assessments required to inform the regulatory decision-making process on the safety of nanomaterials.” Governments also lack information about the extent and location of nanomaterials’ commercial use. In most countries, nanoreporting is not mandatory, and responses to voluntary calls for information have been low. This leaves both the public and companies in the dark about where nanomaterials are being used. Kris de Meester, the chair of Business Europe’s occupational health and safety committee, has given a personal estimate that 99% of European employers are unaware of the presence of nanomaterials in the supply chains for which they have responsibility. There are also deficiencies in the capacity to manage workplace exposure. There are still relatively few nanomaterial-specific Safety Data Sheets, and those that exist generally provide insufficient information or struggle with insufficient instrumentation to manage

workplace risks. Taken together, these barriers mean that the risk assessment is effectively a naked emperor, predicated on capabilities that simply do not exist.

Exposing the naked emperor We suggest that it is time to acknowledge the challenges facing risk assessment of nanomaterials and explore alternative decision-aiding tools that are more publicly accountable. They should incorporate nonrisk based questions of social value, and take seriously the need to act in the face of deep uncertainty without the pretension of control. There are well-developed alternate decision-aiding tools available. One is multicriteria mapping, which seeks to evaluate various perspectives on an issue. Another is problem formulation and options assessment, which expands science-based risk assessment to engage a broader range of individuals and perspectives. There is also pedigree assessment, which explores the framing and choices taking place at each step of an assessment process so as to better understand the ambiguity of scientific inputs into political processes. Another, though less well developed, approach popular in Europe involves a shift from risk to innovation governance, with an emphasis on developing “responsible research and innovation”. It is beyond the scope of this article to examine the potential of each of these approaches in depth. Nonetheless, in their explicit attempt to recognise and investigate the implications of scientific uncertainty, and to explore the trade-offs and value judgements implicit in different alternatives, we suggest that such decisionaiding tools would offer more robust bases for nanotechnology regulation than risk assessment. Georgia Miller is a PhD candidate in science and technology studies at the University of New South Wales. Fern Wickson currently works as a scientist and co-ordinator of the Society, Ecology and Ethics Department (SEED) at GenØk Centre for Biosafety in Tromsø, Norway. This article was originally published in The Conversation. www.unsw.edu.au www.genok.com www.theconversation.com

Nanotechnology & Micromachining

‘Stainless magnesium’ could herald transport revolution

The serendipitous discovery of a rust-proof ultra-light alloy in a University of New South Wales (UNSW) laboratory could lead to improved fuel efficiency in transport vehicles and greatly reduce global greenhouse gas emissions. The novel high-strength magnesium-lithium alloy weighs half as much as aluminium and is 30% lighter than magnesium, making it an attractive candidate to replace commonly used metals in transport vehicles. The UNSW-led researchers, working with a team from Monash University in Melbourne, have shown the alloy forms a protective layer of carbonate-rich film upon exposure to air, making it immune to corrosion. The finding is published in the current edition of Nature Materials. Professor Michael Ferry, from UNSW’s School of Materials Science and Engineering, said the excellent corrosion resistance of the alloy was observed by chance, when his team noticed a heattreated sample from Chinese aluminiumproduction giant, CHALCO, sitting inert in a beaker of water in their laboratory. “This is the first magnesium-lithium alloy to stop corrosion from irreversibly eating into the alloy, as the balance of elements interacts with ambient air to form a surface layer which, even if scraped off repeatedly, rapidly reforms to create reliable and durable protection,” said Professor Ferry.

to understand how the corrosion process is impeded in this ‘stainless magnesium’. Professor Nick Birbilis, School of Materials Science and Engineering at Monash University, says viewing unprecedented structural detail of the alloy through the Australian Synchrotron will enable the team, involving researchers from Monash University, CHALCO, and Nanjing University of Technology in China, to work toward commercialising the new metal.

Professor Michael Ferry, from UNSW’s School of Materials Science and Engineering.

The UNSW team partnered with scientists on the Powder Diffraction (PD) beamline at the Australian Synchrotron, to confirm that the alloy contains a unique nanostructure that enables the formation of a protective surface film. The researchers have now turned their attention to investigating the molecular composition of the underlying alloy and the carbonate-rich surface film,

‘We’re aiming to take the knowledge gleaned at the Australian Synchrotron to incorporate new techniques into the massproduction of this unique alloy in sheets of varying thickness, in a standard processing plant,” Professor Birbilis said. “These panels will make many vehicles and consumer products much lighter and, eventually, just as durable as today’s corrosion-resistant stainless steel, another example of how advanced manufacturing is unlocking the potential of materials that have been under investigation, in too narrow a manner, for centuries.” www.unsw.edu.au

Revolutionary nanosheets to clean oil spills Deakin University scientists have manufactured a revolutionary material that can clean up oil spills, such as the 2010 Gulf Coast BP disaster that wreaked environmental havoc and cost a reported $40bn. The material, which literally absorbs oil like a sponge, is ready to be trialled by industry after two years of refinement in the laboratory at Deakin’s Institute for Frontier Materials (IFM). Alfred Deakin Professor Ying (Ian) Chen, the lead author on a paper which outlines the team’s breakthrough in Nature Communications, said the material was the most exciting advancement in oil spill clean-up technology in decades. “Oil spills are a global problem and wreak havoc on our aquatic ecosystems, not to mention cost billions of dollars in damage,” Professor Chen said. “But current methods of cleaning up oil spills are inefficient and unsophisticated, taking too long, causing ongoing and expensive damage. In 2013 we developed the first stage of the material, but it was simply a powder. This powder had absorption capabilities, but you cannot simply throw powder onto oil – you need to be able to bind that powder into a sponge so that we can soak the oil up, and also separate it from water.”

The lead author on the paper, IFM scientist Dr Weiwei Lei, said turning the powder into a sponge was a big challenge: “But we have finally done it by developing a new production technique. The groundbreaking material is called a boron nitride nanosheet, which is made up of flakes which are just several nanometres (one billionth of a meter) in thickness with tiny holes which can increase its surface area per gram to effectively the size of 5.5 tennis courts.” The research team, which included scientists from Drexel University, Philadelphia, and Missouri University of Science and Technology, started with boron nitride powder known as “white graphite” and broke it into atomically thin sheets that were used to make a sponge. “The pores in the nanosheets provide the surface area to absorb oils and organic solvents up to 33 times its own weight,” Dr Lei said.

Professor Yury Gogotsi from Drexel University said boron nitride nanosheets did not burn, could withstand flame, and be used in flexible and transparent electrical and heat insulation, as well as many other applications. Professor Vadym Mochalin from Missouri University of Science and Technology said the mechanochemical technique developed meant it was possible to produce high-concentration stable aqueous colloidal solutions of boron nitride sheets, which could then be transformed into the ultralight porous aerogels and membranes for oil clean-up. The research team is now ready to have their “sponge” trialled by industry. The nanotechnology team at IFM has been working on boron nitride nanomaterials for two decades and is an internationally recognised leader in boron nitride nanotubes and nanosheets. www.deakin.edu.au

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MCN – Sustained innovation

Combining cutting-edge technologies with the knowledge and skills of expert process engineers, the Melbourne Centre for Nanofabrication (MCN) has established a formidable track record in the field of micro and nanotechnology in just a few years of operation. Debuting in March 2010 as the flagship facility of Australian National Fabrication Facility (ANFF)-Victoria, the MCN is a joint venture between six Victorian Universities and the CSIRO and is backed by $50m worth of investment in micro/nanotechnology infrastructure. Located in Clayton, in the heart of the South-East Melbourne Innovation Precinct, the Centre is openly accessible to both academic and industry clientele. In the six years since its launch, the MCN has been involved in a growing array of projects and ground-breaking innovations in areas ranging from renewable energy sources to life-saving medical device breakthroughs. A look at some of the Centre’s more recent projects shows that the business of innovation is in no danger of slowing down.

Rapid prototyping to understand particle diffusion A team of researchers from Melbourne University have applied laser-based microscopy techniques to understand the processes that control the diffusion of particles during advanced self-assembly and transport from examples like carbon nanotubes settling at an interface or the alignment of rod-like zinc oxide crystals during solar cell fabrication. Leading the project are MCN Technology Fellow Professor Ray Dagastine and PhD student Christopher Bolton, who are focused on a critical element of this work; the fabrication of specially designed optical prisms that are used to control light. The traditional approach is to use custom-designed and fabricated optical prisms made from high-quality optical glass that can only be sourced from international suppliers, making the design a slow, expensive process where the original intent is often lost in translation. Using MCN’s advanced 3D printing capabilities, the team were able to rapidly fabricate complicated objects made from optically transparent materials. Through exploring various approaches to printing optical components, as well as experimenting with different materials and settings, they achieved optimum printing results that would not otherwise have been possible through a commercial print supplier. The team has also been refining techniques for polishing printed objects to a standard that permits their use with Class-3A/B lasers, greatly accelerating the development of a new microscopy technique currently under investigation. Advanced rapid prototyping tools of this kind enable and accelerate research that might otherwise be considered impractical using traditional fabrication pathways. Reduced time and cost in fabricating complicated optical components opens the door for innovation which is free from conventional constraints and ultimately supports, in this case, lowered entry barriers to novel microscopy techniques in research and teaching environments as well as creating opportunities for future commercialisation.

High-performance microfluidics boost solar panel efficiency The global drive towards making solar energy more competitive against low-cost fossil fuels has given rise to some amazing solar technologies. However, one of the biggest and least publicised challenges that all solar cell researchers face is the stability and scalability of their inventions outside of the laboratory environment. For example, for every 10-degree Celsius increase in operating temperature, most solar cells become around 5% less efficient in converting sunlight into electricity. Under the relentless Australian sun, this can typically mean a 10%-15% reduction in energy yield; a reality that largely negates the efficiency gains researchers have achieved over the last few decades.

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Since 2013, the CSIRO Microfluidics team led by Dr Yonggang Zhu, a Technology Fellow at MCN, has been developing a novel thermal management system to address some of the fundamental challenges associated with solar photovoltaic (PV) technologies. The project is part of a $4m Science and Industry Endowment Fund (SIEF) project – ‘High performance solar cell technology with integrated nanoplasmonic thin film and thermal management systems’. Swinburne University of Technology and CSIRO researchers have worked jointly to overcome the efficiency losses that solar cells suffer when exposed to these high temperatures. In tackling this problem, the CSIRO team has developed a novel heatpipe plate system that can potentially be integrated with conventional PV panels. The system utilises unique microscale thermal and fluid behaviours to remove heat with high efficiency. The devices were fabricated and tested in the Micro and Nanomanufacturing Laboratory, a satellite ANFF-Victoria facility based in CSIRO’s Clayton campus. The heatpipe plate is fabricated from metallic materials, has a thickness of a few millimetres and can be mass-produced at low costs. While there is internal microflow within the plate, the integrated device has no moving parts and can potentially last for over 10-20 years making it ideal for coping with challenging environments and the integration with PV panels. The technology developed from the project will generate benefits in the energy sector by recovering the electricity loss due to heating effects of up to 10%-15%. This will ultimately help to reduce greenhouse gas emissions. Future work will focus on the integration of the system with PV panels and mass production techniques.

Ultra-thin Plasmene – new scope for sensors and nano-electronics Furthering development in the area of ultra-thin 2D materials that are electrically conductive, flexible and robust, MCN Technology Fellow Professor Wenlong Cheng and his team created Plasmene. Similar to Graphene in its free-standing, one-particle-thick superlattice

Nanotechnology & Micromachining

structure, Plasmene differs in that it is produced artificially via a bottom-up, self-assembly approach. This approach utilises silver-coated gold nanospheres that are covered with polystyrene tethers and suspended in chloroform. A small amount of this suspension is then placed onto a water droplet residing on a copper mesh, after which the chloroform evaporates leaving the nanospheres trapped in the grid, forming a tightly packed lattice-like sheet that is only nanometres thick but with macroscopic lateral dimensions. Plasmene’s unique plasmonic (the physics of amplifying and/ or concentrating electromagnetic energy) properties separate it from its graphite-based cousin. Its superior robustness and ability to be folded into geometrically well-defined origami shapes also distinguishes this novel material from other 2D materials. Professor Cheng’s group is experimenting with Plasmene for both sensing devices and nano-electronics. The nano-sheets can be used as a surface adhesive and applied directly to food, money or other common items to detect trace amounts of chemicals from pesticides and drugs that are otherwise difficult to detect. A particularly interesting outcome of this work is the creation of incredible geometric “origami” shapes using the Focused Ion Beam (FIB) capability at MCN. Leveraging a process developed by MCN FIB expert, Dr Fatima Eftekhari, “gentle” FIB milling is used to partially etch the Plasmene sheets by removing the surfacebinding polysterene molecules according to particular designs. These areas can then be folded with a high degree of precision by inducing controlled local heating in the milled areas. This gives Professor Cheng and his team versatile control over the size, shape and topological features of the origami created. Complex shapes such as cubes, hexagons, hearts and even a flying bird have been achieved. “This folding ability will be useful for future optoelectronics,” says Professor Cheng. “As Plasmene is cost-effective to make, this could see the development of a range of cheap, new, nanoscale electronic devices. We are also trying to understand how the origami effect can be useful for sensing applications as it is possible for it to affect the sensitivity of the sensors.”

“Micro-factories” for rapid development of highvalue biochemicals Internationally, the race is on to discover new enzymes and other biomolecules with valuable properties such as pharmaceuticals. Vast ‘libraries’ of candidate genes and enzyme variant combinations need to be produced, screened and selected against many different potential targets. Discovery might require millions, or even billions of reaction combinations to make a valuable strike. Again, CSIRO is working with the MCN to create a new microchip technology to give Australian industry the tools necessary for success in this race. Just as electronic microchips revolutionised our economy, fluidic microchips are set to transform a whole range of industries from “tricorders” that put a pathology laboratory in a doctor’s hand, to micro-factories to screen the next generation of pharmaceuticals or industrial catalysts. Led by Dr Yonggang Zhu, the CSIRO team is building fluidic microchips that create “micro-reactors” out of tiny droplets surrounded by special oils that contain and carry these tiny vessels to various unit operations on a microfluidic chip. These tiny droplets are a few microns across and contain only a few picolitres of fluid — such environments are advantageous as they mimic the physical and chemical conditions inside real biological environments. They are created by sequentially merging water in oil droplets, inserting precisely measured (tiny) amounts of a specific chemical or biological reagent, mixing and incubating them with real-time control

of the reaction time and conditions, performing in-situ analysis using a variety of micro-fabricated optical and electronic means and transporting selected droplets at high speed to final destinations based on the real-time analysis results. All of these features can be designed into a plastic microchip a just few centimetres long that can be mass produced in the MCN laboratories.

A new generation of power electronics Power electronics underpin the future of effective and efficient generation and distribution of electrical power in the developed world as they are responsible for control circuits in green energy infrastructure and replacements for mechanical switches in on-pole distribution networks. Diamond is predicted to be the future material of choice for power electronic devices because of its high thermal conductivity, dielectric strength and mobility with various Figures of Merit ranking diamond as an order of magnitude better in these applications than its nearest competitor. Researchers recently recorded the largest reported negative electron affinity (NEA) to date on diamond using magnesium adsorption on a previously oxygen-terminated surface. This large NEA and low work function results in a very high electron yield from the diamond surface, paving the way for better microelectronic devices that rely on extracting electrons, such as high-power vacuum diodes (used in power electronics). Starting with a single crystal of diamond grown in MCN’s state-ofthe-art diamond deposition suite, the research team created an atomically thin layer of magnesium atoms attached to the diamond with oxygen atoms. The magnesium layer lowered the energy required to extract electrons from the diamond while the oxygen atoms kept the structure robust. The team then measured the resulting structure at the Soft X-Ray Spectroscopy beamline at the Australian Synchrotron (adjacent to the MCN). As well as resulting in a very high NEA, the process undertaken by the team was notable for its straightforward application and for producing a surface that can withstand exposure to air and water immersion without significant degradation. The simplicity of this process will allow this surface preparation to be easily incorporated into manufacturing diamond electronic devices with longer operational lifetimes. Other practical applications of this work include highly sensitive light detectors such as those used for night vision goggles and the potential for using diamond as an electron emission source in liquids to help chemists control sophisticated chemical reactions more easily. www.nanomelbourne.com

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Company Focus

Pressform – Staying the course

Over almost four decades, Perth-based Pressform Engineering has evolved from a small fabrication shop in Perth into a broad-based group of subsidiary companies manufacturing niche products across a diverse array of sectors. By William Poole.

Pressform Engineering was established by John Worner in 1976. After graduating in metallurgy from Curtin University, Worner had initially seen an opportunity to get into stainless steel fabrication with a couple of partners, together establishing a reasonably successful fabrication business. The partnership ultimately ran into problems and the company was broken up, but John decided to continue with the pressing side of the business. “We went forward with the pressing side because I felt it was a better thrust of a business in that it’s based on niche products,” says John. “And so that’s what we’ve developed over the last 40 years, with more and more customers, more and more products.” Today Pressform operates from a 2,200sqm facility in Bassendean, in north-eastern Perth, with a workforce of around 35. From its beginnings in pressing, the company has expanded its capabilities substantially to include CNC punching and perforating, profiling, rolling, bending and stamping, as well as all forms of welding, CNC machining, hot forming, and laser and high-definition plasma cutting. John’s background as a metallurgist means that Pressform is also able to offer high levels of expertise in terms of materials. Pressform provides contract engineering services for a range of industries. It is heavily involved in the mining and oil & gas sectors, as well as processing industries such as cement, steel and petrochemicals. It is also involved in areas such as transport, construction and architectural. A tour of its factory demonstrates how diverse its interests are, ranging from tiling and paneling for the construction sector, to

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pumping equipment for the oil & gas industry, and even some impressively large welded metal frames to be used in a public sculpture project. The company’s readiness to diversify and explore new markets and opportunities is also evident in the Pressform Group’s list of subsidiaries. The first of these was Pressurelube, which began in 1992. “Pressurelube evolved because a friend of mine sent down a guy from Malaysia, where he was working in the valve industry,” explains John. “They were having trouble with valve maintenance and lubrication, and the injection of sealants into valves in a live situation where you can keep them operating. He persuaded me to get involved, so we went into this whole business of online valve maintenance. I started making the fittings and tools and then he realised that maybe I could make the pumps as well.” John Worner

If a valve leaks, it can cause big problems, particularly in an industry like oil & gas. Pressurelube’s solution can seal valves so they don’t leak, buying the user time in the event a valve needs to be changed. Pressurelube’s system are now employed worldwide. “Our biggest customer is probably Saudi Aramco Oil Company,” says John. “We’re in the Middle East, we’re in Asia; and it’s now a system that’s worldwide, which is pretty good to have. And our engineering and manufacturing supports that.” The same friend who was the catalyst for Presurelube was also instrumental in the establishment of another Pressform spin-off venture. Having started his own valve-manufacturing business in Malaysia – Mir Valve – he persuaded John to sell its products in Australia, and so Valve Sales Australia was born.

Jonathon Worner

083 “They’re based on an Italian pedigree valve,” adds John. “The Italians are probably the best valve-makers in the world. This guy had a friend who had the patent for these valves so he was able to do it at that time, and Malaysia was emerging as the place to get manufacturing done because of the labour costs and ease of transport into Asia. Once again our fittings became very prominent because they adopted those to go on their valves, so that became another source of engineering revenue. Valve Sales are now doing something like $3m a year just in valves. We just got our first US$1m order from Chevron.” A further success story has been Alloy, a subsidiary operating in a very different industry. Alloy was the brainchild of John’s son Jonathon Worner, who also manages sales and marketing across the Pressform business. “I thought of the idea back in February 1998,” says Jonathon. “I thought ‘We’ve got this fabricating business that can pretty much make anything’. A friend of mine had this shop in Sydney and he said there was no precision industrial-looking napkin rings. He said ‘How about designing and making some?’ So I did. Then I went to a trade fair in Melbourne and I was staying at a hotel that had these big aluminum panels on the sides of the wall. And I thought ‘What about small, stainless steel mosaic tiles?’ That’s where that idea came from, and I think we were the first in the world to do that.”

the situation in oil & gas in particular as “terrible”, with large numbers of projects on hold. He estimates that Pressform has around $3m worth in quotes out for projects just in oil & gas that have been deferred. It’s a situation, he adds, that is being felt throughout Western Australia. “I think WA did get very tied up in oil & gas and mining,” he explains. “We’ve had a lot in beach sands mining, and that’s gone south as demand for rutile and those products has lessened. There are several kilns that are no longer operating, and that’s reduced our industry in the refractory side, which is high-temperature stainless steel componentry.

Strength in breadth

“That’s all part of the process industry. Cement is now being made overseas. I was devastated when we lost Commonwealth Steel, so now Australia doesn’t make stainless steel. And now we have all this gas up north that’s a perfect vehicle for stripping iron ore of its oxide to produce iron and steel, but we don’t have a production plant making steel up there. If I’d been the Premier I’d have said ‘If you want the iron ore you’ve got to build at least one steel plant.’ I don’t think our politicians understand the business of the country.”

Having a spread of subsidiaries has certainly worked to the Pressform Group’s overall advantage. In recent years, its broad range of interests has helped to insulate the company from the fluctuating market conditions faced by the industrial engineering side of the business.

John believes the political landscape in Australia is too combative, with Government and the unions too prone to come into conflict rather finding ways to co-operate. He believes the political class should seek bipartisan solutions when it comes to our industries.

“Engineering is struggling,” says John. “Not so much because we’re doing anything wrong. I think it’s just that all our customers are buying less, there’s not as much activity. We do a lot of truck and trailer parts and things like that, but there’s less trailers and less trucks. We’ve suffered maybe a 20% sales reduction. We’ve held it at that, that’s as far as it’s gone, but we’re trying to make up the 20% with new customers.”

“I think the Americans get it right,” he says. “Both sides of their political spectrum understand that their country is a business. I’d like to see less conflict. You can argue about the esoteric things, but the business side of the country, when we want to export something or make something, that’s when I’d like to see everyone put their shoulder to the wheel.”

Alloy now manufactures a range of 340 different types of metal mosaic tiles, from metals including copper, brass, stainless steel and titanium, in all different shapes and sizes. It also does more diverse work for the architectural industry, such as perforated metal screens for buildings, sun shading and cladding buildings, in all different materials and colours, as well as custom designs and sculptures.

A big factor in this has been the downturn in the resources sectors. John describes

Difficult market conditions are not just a problem at the local level either, when exports account for 10%-20% of

Pressform’s revenues. Pressurelube has had problems with partners in the Middle East, while Alloy has a number of projects on hold overseas for new-builds – though as Jonathon points out, things could change quite quickly in that area. “We’ve got a big project in West Africa that’s been on hold for 18 months,” he says. “We’re waiting for that to happen. There’s a number of projects on hold in the UK as well, so if they kick along that will boost our exports sales significantly.” Despite these problems, Pressform’s broad-based approach leaves it well positioned to withstand them, as a low in one sector or region is offset a high in another. For example, Alloy is currently thriving amid the property boom in Sydney, whereas the residential market in Perth is down. Moreover, the various sections of the business often bring benefits for each other. John cites a local customer who supplies plumbing chains with bathroom drains produced by Pressform – a successful bit of business that was largely brought in through that friendship. For the future, John raises a number of options, ranging from the potential for mergers or even a public listing, through to the possibility of establishing a sister relationship with an engineering company in Malaysia. One thing that does seem to be fixed on the horizon is succession planning. “I moved back from Sydney two years ago to start the process of getting more familiar with the different processes and functions of the four businesses working together,” says Jonathon. “We plan to continue to build them up, increase sales, and manufacture and supply niche products. And to keep manufacturing going by helping companies that need smaller volumes of products made here. I think always you’re going to need to have local manufacturing.” “Our eyes aren’t closed,” adds John. “We’ve got our eyes open and we’re ready for business. We want to do business.” www.pressform.com.au

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forming & Fabrication

Westcon installs record-breaking pipe-bender

Norwegian offshore and maritime services company Westcon Yard recently acquired the world’s largest, most powerful all-electric pipe-bending machine. Capable of a colossal 660,000Nm of continuous, servo-controlled torque, the custom-designed machine will be used for precision bending of thick-walled carbon steel pipes up to 273mm in diameter. It is the second all-electric pipe bender that Unison has supplied to Westcon’s pipe production facilities in Ølensvåg, Norway. The first, a 90mm single-stack model from Unison’s Breeze range, was installed at the beginning of 2015 and enabled the company to bring much of its pipe fabrication in-house. With the new machine, Westcon intends producing virtually all the pipe sizes it needs in-house, without having to use pre-fabricated bend sections. Although Unison’s bending machines are used by a number of leading ship and submarine builders to produce large pipe and tube assemblies, this is by far the most powerful that the company has ever designed and built. Unison’s range of all-electric bending machines now extends from 16mm to 273mm. Westcon specialises in building and repairing ships for the offshore and fishing sectors, and in servicing, maintaining and repairing semi-submersible and jack-up rigs used by the offshore oil and gas industries. In recent years, Westcon has invested heavily in its pipe fabrication operations for ship and rig outfitting. Its Ølensvåg site now has a large 3,650sqm purpose-built engineering workshop, with more than 1,500sqm allocated to pipe production. The new facilities include a fully automated materials-handling system – based on 9m-high pipe storage racks and robotic feeders – together with an automatic pipe cutting machine and the two Unison CNCcontrolled all-electric tube benders. Most of the pipes that Westcon produces are one-off items, typically manufactured from carbon steel, with each pipe spool normally being up to 6m in length. The pipes often involve very tight radius bends, to as little as 1.5 times outside diameter, and need to be constructed to millimetre accuracy. Until about six months ago, Westcon fabricated all pipes in sectional form, using multiple cut-to-length straight sections and bought-in preformed bend parts. The individual sections, bends and end connection flanges were then welded together to create the final assembly – with each weld requiring cleaning, inspection and non-destructive X-ray testing. This was an expensive and time-consuming process that was also heavily reliant on outside

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suppliers meeting tight delivery schedules. Rapid turnaround time is critical for repair organisations like Westcon, where the outof-service costs of ships and rigs can be astronomical. Following delivery of its first Unison bending machine, Westcon has produced all pipes up to 60.3mm in diameter in-house, from straight piping stock. This eliminated the need to buy-in preformed bend parts for these pipe sizes, and reduced the number of cutting, welding and testing operations needed for each assembly substantially. The pipes are currently cut slightly overlength before bending, to allow for any changes introduced by the process. After bending, they are remeasured, cut to final length and welded to the necessary flanges. As its expertise develops, the company intends to improve the process by cutting the pipes to length prior to bending. “We have only been using our first Unison machine extensively for a few months and are still on a learning curve,” explains Tommy Nilsen, Head of Prefabrication at Westcon’s Ølensvåg facility. “Despite this, we are already achieving superb bend accuracy and repeatability with good throughput – and we are confident of increasing this even further when we change the process sequence.” Unison all-electric pipe bending machines feature servomotor-driven motion axes and fully automated software-controlled setup. Simplicity of operation and the fact that Unison was prepared to develop custom pipe-bending solutions were two of the key reasons behind Westcon’s original order. Both the 90mm and the 273mm machines are fitted with an innovative laser springback system, which automatically measures and adjusts bend angles to compensate for the tendency of tubular parts to spring back

slightly after being bent. The machines also both feature quick-change tooling, which is a major advantage for applications that involve bespoke, one-off manufacturing. The Unison machines’ unique mechanical design, combined with the precision axis control capabilities of Unison’s Unibend software – especially with respect to carriage and pressure die boost – makes it easier to achieve very accurate and repeatable results, with minimal changes to the wall thickness or ovality of the pipe that is being bent. These attributes are ideal for manufacturers of marine, offshore and subsea equipment, who invariably need to work to tight tolerances and strict process guidelines. The material storage/retrieval system, pipe cutting and bending machines at the Ølensvåg facility are fully networked. The engineering department creates the necessary machine control programs from customer-supplied drawings or CAD files, or from data derived directly from a physical pipe using a laser-based coordinate measuring machine (CMM). To help simplify the process, Unison has also supplied Westcon with Advanced Tubular Technologies’ powerful VTube software. This generates production-ready programs for tube and pipe benders direct from CAD data, and also translates CMM data for reverse engineering purposes. “Based on our experience so far, now that the larger bending machine is in place, we expect to substantially reduce production times for all pipe sizes,” adds Nilsen. “It’s like going from 1930 to 2016 in one stride! We are now effectively a year ahead of the rest of the world in terms of our pipe fabrication capabilities.” www.unisonltd.com

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forming & Fabrication

Pumping up productivity with waterjet machining

The latest abrasive waterjet machines add more power and better programming solutions to help speed machine shop efficiencies. By Patrick Waurzyniak. Abrasive waterjet technologies continue to advance with steadily improving speed and precision, cutting an extremely diverse range of materials. Today’s abrasive waterjet machines are used to quickly and accurately cut parts ranging from large aerospace and automotive metal components to stone and granite as well as smaller parts with tiny features used in tools, implants and medical devices. Waterjet technology choices include machines cutting with water only, used for cutting soft materials like rubber, foam, plastics and composites, and abrasive waterjets, which add grit from garnet or other abrasives that enable the water stream to slice through the hardest of metals and other materials. Waterjets can cut workpieces up to 0.5m thick with high precision, holding tolerances of +/-0.025mm-0.127mm. Waterjet cutting processes also have no heat-affected zone (HAZ), leaving no recast layer on heatsensitive components.

More pump power A host of recent innovations have added more oomph to the latest waterjets’ cutting action, including more powerful pumps, or intensifiers. Many waterjet companies have also incorporated enhanced software offerings that can make a waterjet operator’s life easier with new 3D CAM systems that enable faster 2D and 3D parts programming. With the new EnduroMax 75kW pump from Omax, waterjet operators get a more powerful waterjet stream without compromising part quality due to pressure variations. “What we’ve done is put together two triplex pumps—that’s a three-cylinder pump—so we have six cylinders and we have them timed with each other so that you get six output pulses per revolution, instead of just three with a single crankcase,” says John Olsen, Co-Founder and Vice-President – Operations at Omax. “They’re timed every 60° so it makes a very, very smooth pressure output, and that has a good advantage for doing precision work because it makes no marks on the part at all due to pressure pulsations.” This pump design, which like all Omax pumps is a direct-drive pump, is less susceptible to dips in pressure than hydraulic pumps. “If you compare it with, say, a hydraulically driven pump that puts out one or two big pressure dips every second, it will dip

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of commercially available pumps. The intensifier, the heart of the system, that’s our design.” The Hypertherm line of waterjet systems includes pumps ranging from 11.2kW to 111.9kW, precision cutting heads, and abrasive delivery equipment. A supplier of waterjets, plasma and laser cutting systems, Hyptherm’s waterjets feature its Advanced Intensifier Technology to extend maintenance intervals, reduce maintenance time and maximise performance. Hypertherm estimates the total cost of ownership for a HyPrecision system is up to 20% less than competitive systems, resulting in increased profitability for customers. maybe 2000-5000 psi (13.8-36 MPa) and you’ll get little marks on the edge of the part,” adds Olsen. “Whereas this one is very high frequency and has a much lower dip than 5000 psi. Omax has always used direct-drive pumps, largely because of the higher overall efficiency. With this motor, we can put out to the nozzle the same power that you could with a 101kW intensifier motor.” Techni Waterjet’s expanded line of Quantum electric servo pumps offers waterjet users more power in a small footprint. The compact Quantum VP 15/52 and VP 20/60 models feature an intensifier pump with lower stroke noise at 68 decibels versus competing solutions typically rated at 80 decibels. The new line is quieter, less expensive, and more efficient. “It offers the smallest footprint in the industry, and if you’re going into a job shop, these people don’t have a lot of space,” says Techni’s Jill Purcell. “These machines are also environmentally friendly, with less consumption of power and water.”

Programming pushes productivity For most shops, making manufacturing processes more productive is by far the top priority. Waterjets can easily be programmed with the latest crop of CAD/ CAM solutions. Lower cost of ownership is another common request. “We see productivity as the ultimate driver,” said Sara Mancell, Product Marketing Manager at Hypertherm. “The most significant cost is the abrasives themselves. The pump we make here is from a line

“What they’re most looking for goes back to the productivity,” says Mancell. “They want to cut fast and when they go down, they want to get up quickly.” Mancell adds that Hypertherm’s waterjet users can download apps for step-by-step instructions for routine maintenance, which is often done by the customer. “Customers get comfortable over time with doing that. A good portion of our customers are job shops.” New software functionality helps boost shop productivity, and the company’s ProNest software runs on Hypertherm’s EdgePro CNC with adaptive control on the waterjet machines. Users can import .dxf drawing files and easily set up the cut quality and edge parameters. “They’re all optimised to work together, and EdgePro is adapted to the waterjet process,” says Mancell. “There’s a lot that can be optimised in ProNest. One of the things in particular is the ability to apply specific cut quality to specific features on a part. Another feature that’s nice is the Cut Pro Wizard. The software is where the magic is.” Current trends in waterjet machining include more lights-out metalcutting, remote monitoring and easier-to-use interfaces, says Nancy Lauseng, Marketing Manager at Jet Edge. “Customers are looking to make their systems as productive as possible to keep up with increasing workloads as the economy improves,” Lauseng explains. “They also need the systems to be as easy to use as possible given the shortage of skilled labour.”

forming & Fabrication they’re making on our machine. So we have provided a free upgrade software that reads anybody’s model.” “With Intelli-CAM, users can extract the geometry from that model, and if it happens that the part is a 3D part that can be made with an abrasive jet with our five-axis head, then it will also generate a full five-axis toolpath automatically.”

Machining micro parts

Shops can achieve those goals by using intuitive and easy-to-use interfaces, advanced software, longer lasting seals – anything that can make a shop run more efficiently, according to Lauseng. Jet Edge’s 90,000 psi (6200-bar) Edge X-5 is a fiveaxis abrasive waterjet suitable for cutting precise taper-free parts from virtually any material. “Software tools are very critical. Our controller HMI software has open architecture, and is completely written by Jet Edge, specific to waterjet requirements,” Lauseng says, adding that the open architecture allows programmers or operators complete access to machine code to finetune programs and make small adjustments. For CAD/CAM and nesting software, most Jet Edge customers use IGEMS, SigmaNest or Mastercam.

Modelling waterjet processes New software packages that take full advantage of the explosion in the use of 3D models are allowing waterjet users to enhance the programming process with simplified import and creation of 3D toolpaths for waterjet cutting systems. Like any other machine tool users, waterjet operators seek to increase production and lower costs while employing systems that are easier to use and more reliable, notes Brian Kent, Director – New Product Development for Shape Cutting at Flow International. “For the waterjet technology that means continuing to raise the operating pressure (so the system becomes more efficient), improve machine programming (to expand capabilities and make the system easier to use), enhance cutting intelligence (to cut more accurate parts), and evolve the science of ultrahigh-pressure to make the systems more reliable,” Kent says. Today’s customers are looking for overall throughput in the shop, he adds: “In the past customers focused on the cycle time of an individual part, but today’s customers are looking at the overall cycle

time including programming, setup and secondary operations.” With the FlowXpert 2015 software, users of Flow waterjets can leverage fully integrated model-based CAD/CAM system for waterjets, according to Kent. “Software for users is very critical to the success of the machine and the final part. The manufacturing world understands today that a machine that is too hard to program and operate requires an operator with a skill level that is hard to find today.” The FlowXpert software enables users to quickly design, import or modify any model and create a toolpath in the same software suite. “This eliminates the need to convert models to flat pattern .dxf files and allows programmers to quickly create files in their native form,” notes Kent. “With the CAD/ CAM in the same system programmers can quickly modify geometry and fix any errors in the file without switching between multiple programs.” Flow’s software is a full 3D modelling suite powered by 3D modelling CAD/CAM developer SpaceClaim. With this package, customers do not have to purchase an additional third-party modelling software. Omax waterjet users also have new options with the new Intelli-CAM 3 software, part of Omax’s Intelli-Max software suite, that can quickly generate a 3D toolpath from 3D solid models. “The big thing that has been a headache for a lot of customers is now solved,” said Omax’s Olsen. “A lot of our customers are job shops, and today most design work is done with 3D. People are using SolidWorks, Inventor and all the really good 3D design programs that are out there, and a thing that our customers face is their customer will bring them a USB stick and say, ‘Make this. I want three of these’. And on the stick is a 3D model. “In the past, they have not had any way to open that 3D model to extract the data that they need in order to make this flat part that

Omax recently added a new mini TiltA-Jet cutting head to the MicroMax micromachining waterjet for taper-free cutting that is said to nearly quadruple position accuracy on the micro waterjet. Suitable for prototype development and production runs, the MicroMax is a highly rigid machine that features advanced high-precision linear encoders, innovative vibration isolation and intuitive software control systems to achieve a position repeatability of ±2.5 μm and a positioning accuracy of approximately ±15 μm. The MicroMax uses a high-precision 7/15 Mini Maxjet5i nozzle that features a 0.18mm orifice and 0.38mm mixing-tube combination for cutting delicate, complex patterns. With a jet stream carrying an extremely fine abrasive, the nozzle produces a kerf as small as 0.38mm and the machine also has advanced pressure controls for piercing delicate materials. “The features there are the ability to run a very fine nozzle with very fine grit,” Olsen says. “When you have very fine abrasive grit, there are lots of problems on making it flow well and those have been solved with quite a bit of R&D.” Developed by Peter Liu, Omax senior scientist, the MicroMax system has been improved by the company’s design team. “The positioning accuracy of that machine is much greater than the other machines we build, because the small nozzle is so consistent in its cutting,” adds Olsen. “We can do very high-tolerance small parts with that machine.” The company is working a lot with a smaller 5/10 orifice/mixing tube combination (with a 0.13mm orifice and 0.25mm mixing tube) that could further extend the machine’s micromachining capabilities. The micro waterjet could potentially be deployed in many medical uses. It could be used to create plates used for mending cracks in skulls. “Eventually, we’d like to get to the place that we can make stents with it,” says Olsen. “We’re not there yet, but we think that’s a possibility.” This article first appeared in the November 2014 issue of Manufacturing Engineering, which can be found online at www.advancedmanufacturing.org.

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Compressors & Air Technology

Engineered super air nozzles slash energy usage

How would you like to help your company save a lot of money? Look at your compressed air system and be ready to find a lot of waste. Most plants use compressed air for blowoff, cooling, and drying. Unfortunately, the way they go about using air can be extremely primitive, using such things as crimped copper tubing or drilled pipes. Why? Those things are inexpensive. Even if the commercial air nozzles are available from industrial suppliers or distributors, that doesn’t make them good. Like those homemade devices, they can prove to be loud and use a lot of compressed air.

• A bakery used capped-off schedule 40 pipe with a 3.6mm hole in each cap to eject rolls out of baking pans. They installed ten Model 1100 6.4mm FNPT Super Air Nozzles that gave them savings of eight standard cubic feet per minute per hole, for a total saving of 80 standard cubic feet per minute (2,264 standard litres per minute). They saved $1.54 per hour, $12.32 per eight-hour shift, and $9,240.00 per year (6,000 hours).

Finding sources of air abuse Where do you start? An easy way to spot the ‘air abusers’ is to use hearing protection and walk through the plant, listening for the noisy compressed air hiss. A sound level meter showing a reading of 85dBA or above when measured at 0.9m away from the noisy air source is dangerous and is sure to use too much air. The reality is that you don’t need the meter to tell you that. If it is extremely loud, you aren’t using an engineered air product to conserve compressed air and suppress noise. When air blasts out of a drilled pipe, hole or crimped tube, the air amplification is minimal (three parts room air to every one part compressed air). Sharp edges on the hole or pipe creates wind shear and dramatically increases the noise level. Expensive fines can result if an employee is exposed to 85dBA or above for an eighthour work day, due to potential hearing loss (see OSHA standard 29 CFR 1910.95[a]). If the hole, open pipe, or copper tube has an outlet pressure greater than 30 PSIG, a worker can be seriously injured or killed if they block the opening with a hand or other body part where air enters the bloodstream (see OSHA standard CFR 1910.242(b). High force can be obtained without the high air consumption and noise. Upgrading to engineered Super Air Nozzles and Super Air Knives is the solution. They are aerodynamic and pull in up to 40 parts of room air to one part compressed air. They do it in such a way that they are surprisingly quiet and are available in a variety of configurations, including Safety Air Guns that are comfortable for periods of extended use.

What are the cost savings? What is the cost of compressed air? On a 24-hour production line, reducing average compressed air use by even one standard cubic foot per minute (29.3 standard litres per minute) can result in savings of over

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Configurations and materials

A train car loader includes a Super Air Knife to blow iron ore off the sills.

$130 per year, while replacing open tubing or a commercial nozzle with an engineered nozzle can reduce air use by 50-70%.

When a curtain of air is best suited to the application, the Super Air Knife is the lowcost choice. It provides a laminar, uniform airflow and high 40:1 air amplification. Like the Super Air Nozzles, it is available in a number of configurations and materials including aluminium, stainless steel, and PVDF. Super Air Knife applications include: • Part drying after wash. • Sheet cleaning in strip mills. • Conveyor cleaning. • Part or component cooling.

Consider these recent savings:

• Web drying or cleaning.

• A manufacturer of galvanized, rollformed metals used two 1/8 NPT crimped pipes to blow the coolant off extrusions. The air consumption was reduced from 120 standard cubic feet per minute (3,396 standard litres per minute) to 44 standard cubic feet per minute (1,246 standard litres per minute) by installing two of Exair’s Model 1122 52mm flat super air nozzles for air savings of 63%. The sound level dropped from 90dBA to 80dBA.

• Environmental separation. • Pre-paint blow-off. • Bag opening/filling operations. • Scrap removal on converting operations. Compressed air flows through an inlet (1) into the plenum chamber of the Super Air Knife. It exits a precise, slotted orifice (2). Velocity loss is minimised and force is maximised as the room air (3) is entrained and amplified at a ratio of 40:1. www.caasafety.com.au

Compressors & Air Technology

Kaeser upgrades DSG-2 dry-running screw compressors Kaeser Compressors has launched a new version of its highly successful DSG-2 dry-running rotary screw compressor range. Energy and space saving, the Kaeser DSG-2 RD series include an integrated i.HOC rotating dryer, or â&#x20AC;&#x2DC;integrated heat of compressionâ&#x20AC;&#x2122; dryer, able to efficiently and reliably achieve pressure dew points as low as -40 degrees Celsius. Innovative, integrated and intelligent, the new i.HOC rotation dryer that can be found in the DSG-2 RD series machines provides a dependable source of quality compressed air. Where absolutely dry and clean compressed is required, such as in the medical, pharmaceutical and food sectors, the DSG-2 RD series models really come into their own. With the i.HOC rotating dryer, the heat which is a by-product of air compression, is used to regenerate the desiccant. The heat is essentially available for free, as no additional energy is required to power the drying process. The result is reliable air drying with maximum efficiency and lower energy costs - even for varying quantities of air. Compared to systems already on the market, i.HOC takes advantage of the entire quantity of available heat. As a result low-pressure dew points can be reliably achieved even in challenging conditions, such as low pressure, high temperature or low load operation. This is made possible by a high-efficiency radial blower with variable control, which serves two main purposes: to compensate for the pressure lost in the drying process and automatically adapt the drying process to changing operating conditions. Full-flow regeneration, together with an additional patented process, ensures dependable drying,

without additional electrical heat sources or coolers, even at ambient temperatures as high as 45 degrees Celsius. The integrated Sigma Control 2 compressor controller perfectly manages the entire process, controlling the radial blower and drum drive of the i.HOC integrated rotation dryer. Regardless of the operating conditions or the required air delivery volume, the controller automatically adjusts accordingly to ensure reliable and consistent production of pressure dew points down to -20 degrees Celsius, and under special conditions down to as low as -40 degrees Celsius. A compact design further ensures that installation is not only easy and cost-saving, but it also means that only a relatively small footprint is required. Maintenance is also made easy thanks to excellent component accessibility. The DSG-2 RD series dry-running rotary screw compressors with i.HOC from Kaeser are available air- or water- cooled, with drive powers ranging from 90 to 200 kW, and provide free air deliveries for the complete package at working pressure 13.1-28.6 cubic metres/ min. Variable speed models are also available with drive motors 110200kW and free air deliveries for the complete package at working pressure 8.5-30 cubic metres /min. www.kaeser.com.au

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Industrial Door Solutions M.T.I. Qualos Pty. Ltd. are leaders in the manufacturing and service of Industrial Transparent Flexible Doors, Insulated Traffic Doors, and Roll-Fast Doors. We produce to the highest quality standard within a full range of industrial doors to suit any door application.

Contact our team today to find a solution for you. NEW 36pp brochure now available. Contact us to get your FREE copy.

M.T.I. Qualos Pty. Ltd. 55 Northern Road, West Heidelberg, Vic. 3081 Tel: 1300 135 539 E: sales@mtiqualos.com.au W: www.mtiqualos.com.au

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Fast and flexible with in-house component production

Porsche Motorsport is bringing sophisticated components to the racing track with state-of-the-art CNC machines from DMG MORI as well as the DMG MORI process chain. For Porsche a perfect season has come to an end: it took the overall victory at the 24 Hours in Le Mans, the Manufacturers’ World Championship title in the penultimate round in Shanghai, and was crowned the Drivers’ World Champions. Its success is the result of long-standing experience, and above all, the continuous development of the Porsche 919 Hybrid. While the team co-operates with numerous suppliers, its technology partnership with DMG MORI has had a long, lasting influence on internal production as well. To produce components for cars more quickly and more flexibly, Porsche has built its own ultra-modern component production capability, with a DMU 65 monoBLOCK and a CTX beta 800 from DMG MORI as its machine basis, complemented by the DMG MORI process chain. “Short response times and flexibility are deciding factors for success in motorsports”, says Frank Jahn, who is responsible for the team’s component production. For this reason, in-house production was also set up, the project presented enormous challenges: “We had to invest here with regard to technology as well as personnel.” The development of in-house component production was also a direct result of the team’s co-operation with DMG MORI. As premium sponsor and technology partner of the Porsche team, the machine manufacturer provides comprehensive know-how in the field of CNC technology. As its machining centres and lathes have long been used in sophisticated industries like automotive and aerospace, as well as motorsports, DMG MORI is familiar with high expectations. Usually, highly complex components need to be available within the shortest possible time to the highest quality.

Proven machine tools and innovative software With a CTX beta 800 and a DMU 65 monoBLOCK, Porsche is optimally equipped to resolve production tasks quickly and reliably. The versatile CTX beta 800 is equipped with a Y-axis and an oil mist circuit breaker. According to Porsche, the combination of CTX beta 800 and the five-axis DMU 65 monoBLOCK allows the team complete freedom with regard to production. The work areas large enough for the respective components and the performance of both machines impresses in terms of speed and quality.

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The Porsche 919 Hybrid.

The production process is enhanced by the DMG MORI process chain. This entails constructing and programming with Siemens NX CAD/CAM, followed by a 1:1 simulation of the NC program in the DMG MORI Virtual Machine. “Siemens NX CAM provides the required programming strategy for even the most complex machining operation. And we check feasibility and ensure 100% collision safety with the virtual machine,” says Jahn. He sees an analogy to the 24-hour race of Le Mans: “We often need to deliver top results in the form of high-quality components within 24 hours as well.” This is why the complex components must be machined error-free at the first attempt. Dittmar Lienert joined the team when component production was established and is responsible for programming and machining the components. He explains the advantage of the simulation software: “The DMG MORI Virtual Machine holds the same importance for us as the racing simulator for the pilots. It enables the 1:1 simulation of real machining on the PC – including machine kinematics and real control.” The process of getting familiar with this powerful, complex software was also surprisingly straightforward: “We got to where we wanted a lot faster.” The demanding range of applications required of the development department includes everything from undercarriage parts to crankshaft housings. It also includes operational equipment, which plays a big part in successful racing. Modifications of numerous components always occur at short notice between the individual races. “Programming in NX CAM and simultaneous simulation of the programs in the DMG MORI Virtual Machine saves a tremendous amount

Frank Jahn, responsible for component production, and Dittmar Lienert, responsible for programming and operation, record the work schedule in CELOS and document the production.

of time, as errors in my programming work or even possible collisions are displayed instantly,” says Lienert. This also renders the time-consuming running in of the programs on the machine superfluous. Within the scope of complex component production, the CELOS user interface on both machines also proves to be of great support. Jahn refers to the work schedule here: “Based on photos, we record components as well as clamping devices in CELOS and manage cut edges and tools.” This also facilitates the required seamless documentation in production. The conclusion is very clear: “With the DMG MORI process chain and CELOS, we program, simulate and produce any complex parts for our racing cars – incredibly fast and error-free. This way we contribute to the head start our teams in Le Mans and elsewhere bring to the racing track.” www.porsche.com www.dmgmori.com

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HotSpots is a service designed to connect AMTIL members with opportunities to help their businesses grow. That piece of work that you need done might be just the sort of opportunity they’re looking for. And by featuring that opportunity as a HotSpot, you gain access to a wealth of Australian manufacturing capability and expertise.

Our regular AMTIL HotSpots email goes out to over 1,000 people every month, making HotSpots an incredibly powerful way to reach large numbers of key decision-makers from across the manufacturing sector. Provided your opportunity meets our criteria for listing, inclusion in AMTIL HotSpots is free. If you have something you feel will meet our criteria, please forward it to AMTIL for assessment by emailing info@amtil.com.au with the subject line HOTSPOT. www.amtil.com.au/Membership/Hotspots

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Before you buy that vertical machining centre…

When investing in a new production vertical machining centre, take time to evaluate these seven critical features that have the greatest impact on the productivity and profitability of that machine tool, writes William Howard. With the variety of vertical machining centres that are available, it’s critical for machine shops to understand and carefully assess the critical machine tool features that possess the greatest impact on productivity and profitability. Highlighted below are seven recommended features to evaluate in a production vertical machining centre:

to continue production. Oftentimes, these issues stem from insufficient chip and coolant tank size, lack of coolant flow and inadequate coolant system delivery technologies (e.g., flood, part wash, through spindle). As such, shops should seek features that help improve chip and coolant removal, such as wide machine casting openings, robust coolant systems

1. Metal cutting capability The core competencies of any machine tool are its ability to cut metal, meet customer expectations and produce revenue. Therefore, one of the most important features to evaluate on any vertical machining centre is the spindle. A productive vertical machining centre should have a robust spindle design with wide-ranging characteristics, including exceptional horsepower, superior torque and wide-ranging spindle speed. This level of spindle capability can enable shops to cut a wide variety of materials, reduce cycle times, lower production expense, shrink delivery times and increase profitability through lower part costs.

3. Chip and coolant management With enhanced productivity also comes greater demand for chip and coolant removal. Additional production time generated from enhanced cutting capabilities can be diminished if the machine needs to be stopped frequently to clear chips from the work zone in order

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The ability to apply unique fixturing and multi-axis tables to a vertical machining centre can have a critical impact on setups and workflow. With flexible table space and work-holding opportunities, shops can run multiple setups on the same base plate, providing quick and direct transfer of parts. Similarly, the addition of a fourthaxis table can enable greater machining surface area and access to five-part faces, minimising fixturing and handling for the highest level of machine utilisation and overall productivity.

6. Automation integration The most efficient means for boosting the productivity of a vertical machining centre is decoupling setup procedures from the machining process through automation. Decoupling requires a machine tool that is built to accommodate automated technologies and unattended processing as outlined by the other features mentioned above. In most machine shops, setup is the leading contributor to spindle non-cutting time. By introducing automation, such as pallet changers or robotic part-handling systems, companies can decouple setup time, build a work queue in front of the spindle, and dramatically increase spindle utilisation, providing more productive hours and reduced costs.

2. Tooling support and capacity A typical job shop vertical machining centre is required to produce a variety of parts, perform quick part changeover and frequently check tool quality. Unfortunately, not all vertical machining centres are designed with these considerations in mind, resulting in short but repeated periods of machine downtime that can quickly add up to higher part costs, extended delivery times and significant losses in profitability. Manufacturers looking to avoid these issues should seek a vertical machining centre that offers generous tooling capacity, easy access to the tool magazine — while keeping the spindle cutting — and a design built to accommodate a wide variety of tool sizes and weight.

5. Fixturing and fourth-axis potential

with appropriate volume and pressure, chip conveyors to remove materials from the work zone and external lift-up chip conveyors to evacuate materials from the machine.

4. Control software The control software of a vertical machining centre has the ability to facilitate or limit the flexibility of the machine in terms of data storage, coordinate systems, probing and networking. An effective machine control should offer the capabilities to fully support production and enhance ease of use for the operator. Ideal features and capabilities include ample part program storage, diverse program registry, numerous tool offset pairing, extensive work coordinate systems, tool length measurement and spindle probe capability, as well as Ethernet, DNC, PCMCIA, USB drive and RS-232C features.

7. Operator-friendly ergonomics The final key component to vertical machining centre productivity is the machine operator and how they interact with the machine. No matter how extensive the capabilities of a machine tool, if the operator is experiencing fatigue or discomfort in working with the machine, overall productivity is limited. An ideal vertical machining centre provides operators with comfortable ergonomics, including easy access to the machine worktable, exterior tool magazine and overhead crane access. Automation can also improve operator ergonomics through additional time and space to set up workpieces. William G Howard is the Vertical Product Line manager at Makino. Reprinted courtesy of Fabricating & Metalworking magazine. www.fabricatingandmetalworking.com www.makino.com

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Suprema gives GSA a grinding upgrade Governor Services Australia (GSA) recently set up a high-precision grinding and honing room at its facility in Eagle Farm, just outside Brisbane, boosting its capabilities with the investment in a Suprema CNC universal cylindrical grinding machine from Jones & Shipman. Founded in 1981, GSA is the largest independent Governor service facility in the Australasian region, specialising in Woodward, Diesel Kiki, Zexel and Heinzmann governing equipment. Boasting a workforce with more than 120 years of collective experience in the design, manufacture, service and repair of governing equipment, the team at GSA is considered specialist and leader in Governor technology for the South-East Asian region. The company services a range of valued customers in the power-generation, sugar milling, mining, oil & gas, and transport industries, both throughout Australia and internationally. With an advanced, wellequipped workshop, freely available spare parts and a team of enthusiastic, proficient staff, GSA is capable of providing efficient and high-quality service and repairs for all forms of governing equipment. GSA’s workshop facilities include a full range of quality machine tools and a large stockholding of Australian-made spare parts, which enables it to ensure a high level of service. GSA’s 3,600sqm facility has been designed and equipped with an emphasis above all on quality. Its sizeable workshop and its team of eight full-time mechanical and electronic governor technicians mean that the company is comfortably equipped to manage any number of simultaneous governor repairs should the need arise. The Eagle Farm facility is situated close to road and air transport links, which helps the company to deliver high levels of customer support given that timing is vital for today’s manufacturing businesses. The highly competitive manufacturing environment also means GSA’s customers routinely demand high levels of compliance. Consequently, it is important for the company to continually invest in high quality and the highest specifications, in terms of machine tools and personnel. To meet the expectations of its customers and to remain competitive in an increasingly demanding marketplace, GSA is always looking for new ways to improve its services and processes.

A complete machine shop Most recently GSA installed a Jones & Shipman Suprema CNC universal cylindrical grinding machine. The new Jones & Shipman machine has given the company a complete quality precision machine shop by adding grinding and honing to its capabilities.

GSA owner Gary Dawson (right) with Tony Thornhill of Thornhill Machine Tools in front of the Suprema CNC universal cylindrical grinding machine.

With a working range of 300mm diameter by 1,000mm grinding length, the Suprema can cover O/D-I/D and face grinding, and is ideal for finish-grinding components that involve demanding tolerances. The Suprema features a Self-Teach Easy Touchscreen control that also gives GSA the option of tool-room work, small-batch and high-volume production cylindrical and internal grinding. The machine also has a sizing gauge fitted. According to GSA, the addition of the Suprema machine from Jones & Shipman has enhanced its capability to exceed its customers’ demands and meet compliance guidelines. For GSA, the average service turnaround is usually between five and ten working days. During an emergency breakdown, where a defective governor has the potential to cause substantial downtime and economic losses, the new Suprema machine will provide a quicker turnaround

because grinding and honing work can now be done in-house. GSA intends to offer its precision grinding and honing service to any customer if the parts can fit the work range of the machine. Jones & Shipman is part of Hardinge Grinding Group, which also includes L Kellenberger & Co. Both of these companies are over 115 years old and have been active in all areas of high-precision and high-quality grinding systems, such as cylindrical, surface and creepfeed grinding. GSA’s staff received comprehensive training in all aspects of the new Suprema machine from the Jones & Shipman customer application & services engineer. This was arranged by Thornhill Machine Tools, the Australian agent for Jones & Shipman as well as for Kellbenerger. sales@thornhill.com.au www.jonesshipman.com www.govtec.com

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Winning at titanium machining

For US machine builder Fives Cincinnati, Kennametal’s KM4XTM spindle connection is critical to achieving new levels of metal removal on its industry-leading “super-profilers”. What does production superiority mean to aircraft manufacturers? In a word: billions. In the land of the giants, US-based Boeing beat European rival Airbus in net new orders and deliveries in the first quarter of 2015. While the first quarter is the traditionally slow quarter for new orders, it’s deliveries that generate the most revenue, and Boeing handed over a record number of jets for the period. For manufacturers of all sizes and types of aircraft, and their entire supply chain of components and parts suppliers working in difficult-to-machine materials, production delays can mean order cancellations, and cancellations can mean shifts to better-equipped builders. One technology provider that knows this better than most is Fives Cincinnati, whose plant in Hebron, Kentucky, produces Cincinnati machining centres, composites fibre-placement systems, and multi-spindle Cincinnati profilers. Fives Cincinnati is recognised as a preeminent provider of manufacturing solutions in key industrial markets including aerospace, automotive and truck, heavy equipment, oil and gas, rail, wind energy and general machining. With manufacturing and support operations strategically located worldwide, Fives Cincinnati and its metal cutting and composites businesses offer comprehensive lines of equipment and technologies, including automated assembly, laser-welding and cutting, turning, milling, composites-processing and software, along with associated support and services (maintenance, spare parts, retrofit, overhauling and upgrading). With more than 650 profilers in the field all over the world, the company claims there isn’t a commercial aircraft flying that hasn’t been touched by one of its Cincinnati profilers. Available in threeand five-spindle gantry configurations, the latest-generation of these powerful giants, the Cincinnati XTi Profiler, is designed for manufacturers that process multiple materials, with 7,000rpm spindles that can cut aluminium and steel, and high-torque (2523Nm) spindles available for processing titanium and other hard alloys. Described as “the only multi-spindle platform available for titanium roughing”, company literature states that the XT sets the metal removal rate (MRR) record for machining titanium, at more than 100 cubic inches per minute. These massive machines, with 4,267mm of X-axis travel (expandable in increments of 3,658mm), 3,683mm in Y, and 711mm in Z, now are setting new records with optional KM4X100 spindle connections from Kennametal.

The business end of a five-spindle XT profiler.

From weakest link to strongest feature Whether profiling on large gantry machines or milling on smaller machining centres, processing tough material like titanium is a constant challenge. Machining hard alloys while adding the pressure of improving production efficiencies means maximising metal removal in the face of low cutting speeds and significant cutting forces. Machine tool builders like Fives Cincinnati have responded with specialty milling and profiling centres that feature improved stiffness and damping on spindles and sizable machine structures, all to minimise undesirable vibrations that deteriorate part quality, throughput, and tool life. Although these advances have added to greater productivity, the weakest point historically has been the spindle connection. The tool-spindle connection, the “handshake” between the machine tool and the cutting tool, determines how much material the machine can remove on a given operation. This is because this interface must withstand high loads and yet maintain its rigidity until tool deflection is too high or the onset of chatter is reached. Spindles may be able to transmit a considerable amount of torque, but cutting forces also generate bending moments that will exceed the interface’s limits prior to reaching torque limits.

The Fives Cincinnati XT profiler with five spindles for titanium milling.

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This becomes obvious in end-milling applications, where projection lengths are typically greater – the limiting factor is the spindle interface’s bending capacity. As an example, an indexable helical cutter with 250mm projection from spindle face, 80mm in diameter,

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The KM4X100 spindle connection is vital in determining maximum metal removal rate.

generates 4620Nm of bending moment and less than 900Nm of torque when removing 360 cubic metres/min of Ti6Al4V at radial depth of cut (RDOC) of 12.7mm and an axial depth of cut (ADOC) of 63.5mm. By combining high clamping force and optimised interference levels, Kennametal’s next-generation spindle connection KM4X provides a robust connection, extremely high stiffness, and bending load capacity. For titanium processors, this means greatly improved performance in machining high-strength alloys and other materials, enabling extremely high metal removal rates and more completed parts per day.

Adding to machine design Together with Kennametal Senior Account Manager Mike Malott, Fives Cincinnati Applications Engineer Robert Snodgrass began evaluating KM4X approximately four years ago. “The engineering is impressive,” he says. “It definitely allowed us to start thinking that there’s more to machine design, that a stiffer spindle helps meet customer demand for more effective metal cutting and increased throughput.” “Remember, typical aero-structure components start out as forgings with much of the material being removed to achieve finished part specifications,” says Kennametal Vice-President Mark Huston. “The ‘buy-to-fly’ ratio – the weight you buy in raw material vs. the weight that flies in finished form can be 4:1, 8:1 or more depending on the component.” First-generation Cincinnati profilers achieved an MRR of four cubic inches per minute in titanium, due to machine structure and toolspindle connection limitations. With the XT-generation of Cincinnati profilers and face-contact HSK125 spindle connections, the MRR increased to 50 cubic inches per minute. With the KM4X100, the MRR doubled to 100 cubic inches per minute. “Even at 100 cubic inches per minute, our benchmark testing for the XT profilers using the KM4X were well below the machine’s theoretical limits for bending moment resistance,” Snodgrass adds. He noted that previous-generation tests employed large CAT60taper toolholders that, when compared to 50-taper versions, are like driving a tank versus an SUV. The KM4X achieved double the MRR versus the 60-taper toolholder. Compared with CAT50, HSK100 or KM4X100, the CAT60 is almost twice the weight.

Profiling in action.

The KM4X spindle connection.

“This changes spindle and machine design a ton,” says Ken Wichman, Fives Cincinnati Product Manager. “Many gantry machines have manual tool exchange even though automatic tool exchange/storage is available. The enhanced bending moment resistance of the KM4X allows lighter tooling when compared to a CAT or HSK tool with an equivalent bending moment resistance. Ergonomically, this is a huge benefit to the operator. For customers choosing automatic tool exchange/storage, the smaller KM4X can accommodate more tools in a given footprint.” “We pride ourselves in keeping customers productive,” adds Fives Cincinnati Vice-President Mark Logan. “Not only is a more powerful spindle connection like KM4X changing new machine design, it also can be a significant boost for existing machines in the field. This gives us the chance to offer a notable upgrade in retrofits while still pushing the limits on profiler models to come.” “The industry needs to set new standards for producing titanium parts at the lowest cost per piece, and the XT Profiler provides that capability and more,” says Chip Storie, Fives Cincinnati Executive Vice-President. “With a massive cross-rail, robust spindle design, dedicated foundation, and high-pressure coolant system, we expect to exceed 100 cubic inches per minute metal removal. This is going to change the way the industry approaches titanium machining.” www.fivesgroup.com. www.kennametal.com

Analysing the bobsled cut Mike Malott, Kennametal Senior Account Manager, has spent years in the field, to the point where he has been granted family status on the Fives Cincinnati production floor. He noticed that the Fives “bobsled cut” for establishing cuttingtool performance has been making its way around the industry. “To truly put a new configuration through its paces, we had to develop an extremely challenging test – truly something for which the tool was not intended,” says Snodgrass. The result was forcing a tool through a titanium workpiece following a deep and continuous curve, similar to a bobsled track. “We wanted to max out penetrating depth and torque in a simultaneous-motion cut, all the time subjecting the machine tool and the spindle/cutting tool to extreme forces in every possible way.” Experienced titanium processors may wince thinking of the screams that would come from the workpiece prior to either the machine tool or the cutter failing. But as a Fives Cincinnati video on YouTube proves (http://bit.ly/1n0Tt8g), a small mountain of chips from a deep and wide test cut can be processed efficiently at a pleasant hum, even on five separate spindles. The proof is in the performance, and further improvements are on the horizon.

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The secrets of growth in a declining market

The manufacturing market in Australia is mature, saturated and declining. Running a successful business in these market conditions is incredibly challenging, forcing business owners to critically evaluate every facet of their operations to ensure the business’ future viability. By Annaliese Kloé, Managing Director of Headland Machinery. In an industry that’s constantly throwing a curveball at you, it’s often hard to think strategically when all you want to do is survive. In today’s society, surviving doesn’t always mean to continue with your same business processes, it means, being smart, being innovative, not being afraid to change and look at new technology that can help shape your business in the future. Five years ago Headland Machinery was growing. Despite our growth, we found that we weren’t seeing a big impact to our bottom line due to our inefficient IT systems and duplicated processes. We knew that we needed to streamline our business by investing in new systems that would enable us to simplify our systems into one solution, take control through real time information and enable growth by gaining access into new channels, markets and opportunities. We needed to ensure our business was agile and able to respond quickly to changing market conditions.

Invest in technology for the future Sometimes in an unstable environment, business owners are hesitant to invest in new technology – our clients say all the time that they don’t know what each month

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will bring. But that is exactly the time to decide whether you want your business to be around in the long term. If you continue with old technology (whether machinery or software) and if you continue doing things the same way, then your business will not survive in the future. The choice is whether to go down slowly, resigning to the fact you will eventually need to close your shop, or adapt and grow in line with the changing market. If you want to have a successful business, you need to look at the new players in the market and the new requirements for the customers in the market. Then you need to invest in technology that services the needs of those customers and consider different industries or verticals. It’s not easy, trust me. When you are passionate about the industry you service, sometimes you just need to re-analyse the situation you are in and ask yourself: • Is your business lacking efficiency, with manual or duplicated processes? • Do you have internal costs or products that aren’t providing a positive return? • Are your IT systems outdated, on premise and/or disparate?

If your answer to any of these questions is yes, then it is time to look at new ways to improve your business and steer it in the right direction. Look at areas of the business that are costing you the most money without delivering value – duplicated processes, high levels of admin, IT costs and lack of visibility over staff, inventory and the business as a whole. You need to invest in technology that gives you a competitive advantage and that can be fully automated and flexible. A lot of our customers are investing in automated technology, whether it is automated machining centres or big storage systems, to make the whole operation more efficient. Those companies are able to compete internationally because they have managed to take a lot of the labour components out of the business. Innovative, flexible technology is important. Currently we are seeing our market consolidate. You have to be nimble and flexible because manufacturing is dramatically changing. It’s not the same as it was even three years ago, and you need technology to be able to give you cost effectiveness and that nimbleness in the market.

software

Adaptation and diversification I believe that you need to look at doing things differently. Be open to change. The industry has changed so much over the years that certain industry sectors that you were targeting are losing stability. Now is the time to diversify your business in order to keep ahead. You need to ensure that your team is adaptable. Your internal team must be able to adapt to a changing market and you need to hire people that are forward-thinking and innovative. You have to be prepared to change what you are doing and to think “out of the box”. The automotive market is no longer here for a lot of people, so what are they going to do? That’s the question: what other work are they going to find? How are they going to utilise their skills? Where is the opportunity in the market for them? They need to be looking at different sorts of technology, different sorts of contracts or different ways to do things to capture new work and build a business in a new way. This could even mean looking at your competitors as partners. With the realisation that Australia is a small player in a large market, how do we capture that share of the market globally and help each other out in Australia? You could look at working together to capture bigger deals and work, so you can develop a partnership together.

Headland’s story Five years ago, even though our business was growing, it became obvious that our internal systems were causing inefficiency – we were running four different systems, none of which were integrated. When running multiple disparate systems, we found that we were forever double-handling information because our systems couldn’t talk to each other.

We decided that implementing a software solution that could give us visibility over our whole business was critical to the future success of the business. We searched around for a system that would cater for the needs of our business, and in the end we chose to implement NetSuite as it was an end-to-end solution that gave us the visibility we needed. NetSuite is the world’s number-one cloudbased enterprise resource planning (ERP) and finance solution. This system allowed us to save over $320k in our first year after implementation – and that’s off the bottom line cost of the business, which is significant. This cost saving was achieved because we were able to streamline our business, achieve financial transparency, and increase staff productivity and efficiency. Although implementing a new in-house system benefited the business, we knew that other strategies also needed to be adopted. We looked at the market and the requirements of the market, and secured new agencies to cater for the changes in the industry. One of our new supplier partnerships is Goratu, which has produced quality milling and lathe machinery since 1954. Suited mainly for the heavy industries, our new partnership with Goratu will help us tap into an industry sector we couldn’t reach in the past. We also gained a partnership with Kasto, makers of sawing and automated storage systems. We believed that storage will become more important for customers in the future – we realised that sooner rather than later, businesses won’t have people to continually do manual processes because it’s too expensive.

Since implementing NetSuite into the company, we have seen that there’s a need for an end-to-end solution for manufacturers around Australia. We created a sister company called Klugo that is another diversification to our business. We implement NetSuite into customers that want to be flexible and adaptable, and get the cost savings of having one system without having to worry about managing IT – this is where NetSuite excels. We have also developed our own Field Service application NextService, built on the NetSuite platform. This has now enabled us to sell this product locally and internationally in the USA. When you are in a declining market, the only way you can win is by protecting your existing customers and penetrating into your competitor’s base. This is really difficult to do and it’s marginal, so you really have to think differently and build other revenue streams in either different industries or complementary industries, or different product lines or complementary product lines in order to keep growing. In a declining market your whole business will decline if you don’t change. That’s the key, if you don’t change you won’t survive, especially in a market that’s weakening and contracting. The businesses that are doing well are the ones investing in new technology. It takes foresight, dedication and hard work but the rewards are there. If you are facing any of these challenges and would like to have a chat, please contact me. I am happy to share our experiences, help you question your business and its ability to thrive in this market. www.headland.com.au

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Manufacturing businesses on notice to boost email security

Information and system security is a rising concern for manufacturing businesses. As the sector increases its reliance on technology to connect, communicate and collaborate, criminals are launching more sophisticated attacks to steal data or hold businesses to ransom. By Nicholas Lennon, Country Manager Mimecast Australia. Many attacks target email systems that operate as a primary communication tool for manufacturing businesses – but can also be a potential point of vulnerability. These attacks may disrupt the email systems themselves, potentially annoying employees and customers and raising questions in the minds of customers, suppliers and partners about the targeted manufacturers’ resilience and performance. In fact, a recent Mimecast/Galaxy Research survey of IT managers across a range of industries put the financial losses from an email outage anywhere from thousands of dollars to hundreds of thousands of dollars. However, despite the potential cost, only about half of IT managers believed their systems (including email), were highly prepared for outages. Yet the damage caused by email disruption pales beside the damage that email can cause as a vehicle for more sophisticated and nefarious attacks. Viruses and other malware can disrupt core business systems, steal resources and data, and force organisations to dedicate valuable time and resources to detecting and removing them. Unsurprisingly, the Mimecast/Galaxy Research survey found that nearly all IT managers were aware of the threats posed by viruses, malware and outages. However, the poll also found about two-thirds of IT managers across all industries were aware of the threat posed by email-borne ransomware, which can encrypt files and bring business operations to a standstill. This finding is deeply unsatisfactory as it indicates nearly one-third of IT managers are not properly educated about a threat that has caused extensive damage to businesses in Australia and overseas. The poll result is also quite surprising given that the research also reveals nearly one in three businesses have been targeted by ransomware. While many businesses can recover from a ransomware attack by restoring systems and files from backups, the costs can still be considerable. They may include lost productivity, reputational damage and potential fines for failing to meet customers’ production targets. Even more worryingly, the research revealed only about half of IT managers recognised ‘spear phishing’ as a genuine threat. Spear phishing occurs when attackers send fake emails to targeted groups of people to trick them into revealing information or downloading malware. For manufacturing businesses, this finding is of serious concern. Reports indicate that companies in this sector are among the top targets of spear phishing, and the potential damage can be considerable. According to Wired magazine, a report issued by Germany’s Federal Office for Information Security revealed that a spear phishing attack had compromised the systems of a steel mill and caused extensive damage. Using traditional security approaches to mitigate the threat of email‐ borne attacks is no easy task for businesses in manufacturing and other industries. IT managers need to combat both the social engineering and technical elements of these threats. This means helping educate employees, contractors, partners and customers not to click on links in emails that appear to be legitimate. The technical element may be even harder to address as traditional anti-spam and anti‐virus solutions may not recognise threats presented by links in the body of a fake email. While web proxies

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may pick up malicious links, they cannot protect all of the devices that employees and customers use to connect to the web. In addition, malicious emails are increasingly being crafted to be indistinguishable from messages sent by legitimate organisations. The lagging awareness of email threats in manufacturing and other businesses is reflected in typically low levels of investment in email security. According to the research, around half of all businesses spend less than $10,000 per year on email security, and among organisations with up to 50 staff with email access, two-thirds spend less than $10,000 per year on email security. While larger organisations tend to spend more on email security, about one‐ fifth of organisations with in excess of 200 staff spend less than $10,000 per year on email security. The survey also showed that many Australian businesses are implementing a cloud‐first strategy, including a shift to Office 365. Nearly 20% are already using Office 365 and a further 29% plan to migrate within the next two years. But as Office 365 adoption grows, Microsoft and its customers become bigger targets for hackers and cybercriminals. What will happen when Office 365 goes offline, is hacked, and your data is lost. Indeed, the research found that the risk of potential Office 365 email disruption was the biggest concern for 46% of respondents. Office 365 customers need to have a plan B. So how can manufacturing businesses minimise the risks presented by email disruption and threats? The answer lies in multi‐layered, cloud‐based security services that can protect against traditional and advanced threats before they reach the network. By adopting a ‘zero-trust’ approach that treats every email as possibly malicious and checks links ahead of users clicking on them, a business can thwart the intentions of criminals. And in terms of addressing the ‘one lock to pick’ concern around the shift to Office 365, additional third-party cloud services are the only way to properly mitigate the risks here. These approaches will reduce risk and enable IT managers to focus their resources on adding value to the business. www.mimecast.com

software

Linking into the global supply chain

A simulation hub to help Asia Pacific businesses break into the global supply chain has launched in South Australia. In a partnership between global advanced manufacturing giant Siemens, the South Australian Government, and Simulation Australasia, the hub will deliver advanced system simulation software training to companies and universities. “There is an understanding that industry, particularly manufacturing, require assistance to transition from traditional to advanced,” Simulation Australasia chief executive John Stewart said. “The problem has been that there was no training to assist in this transformation. The solution was to develop a bespoke training package that is tailored to assist manufacturing in understanding what they are actually capable of and linking them into the global supply chain.” Based in Adelaide, Simulation Australasia is the peak member association for simulation across the Asia Pacific. Its 1,200 members include the Australian defence forces, major universities and hospitals. Stewart said the training would initially target companies struggling to coming out of the defunct car manufacturing business but was available to anyone in the Asia Pacific region as long as the training was delivered in South Australia. He said virtual and constructive simulations could be used to create prototypes quickly and cheaply and help realise savings. “We’re using simulation as a productivity tool for economic development,” Stewart said. “In manufacturing, a prototype might cost you $500,000. The simulation tool can let you rapidly prototype something for a fraction of the cost. You can test, retest and get it ready for market without any of the expense you would have previously had and that’s part of the advanced manufacturing process.”

The hub, located in the new Tonsley precinct, is the result of 18 months of planning and negotiation. The South Australian Government contributed $250,000 to help establish the hub while the approximate value of ten Siemens LMS technology licenses and support is in excess of $2.7m. “It’s the only training package in Australia designed to give them a rapid hand up into the global supply chain,” Stewart said. “We want to bring organisations in from overseas and train them here. We can bring people in from anywhere around the world.” Siemens Limited CEO Jeff Connolly said the partnership would prepare industry to participate in global supply chains: “Access to advanced system simulation software means that South Australian companies can now apply their ingenuity and knowhow using globally recognised tools to bring their ideas to life and fully simulate and test them in a virtual world.”

The three-day training course educates companies about the possibilities of using Siemens LMS simulation software to create prototypes, quickly and cheaply, and use modelling to make efficiency savings.

South Australian Investment and Trade Minister Martin HamiltonSmith said the hub was a great example of foreign direct investment (FDI) by a global company which would benefit other companies and manufacturers in South Australia.

“We might say to a mining company ‘we can load your ships faster’, and we’ll model it for them and run the simulations using the LMS technology, and we’ll prove it to them that by using the simulation software they can load that ship so much faster,” Stewart said. “By making tiny tweaks they can increase their productivity by massive amounts.”

“FDI brings with it new technologies, services and skills which create new jobs,” said Hamilton-Smith. “And it’s this sort of investment which will be a key target of the State’s new Investment Attraction Agency.” www.simulationaustralasia.com

Transforming metals purchasing through online price benchmarking

Supply Dynamics, a provider of innovative supply chain visibility software solutions, has launched Price Dynamics, a new online tool that harnesses the power of the crowd to help anyone purchasing industrial metals understand true market price for many common ferrous and nonferrous metals. With Price Dynamics, true market pricing is based on what actual buyers have paid or been quoted while making similar purchases. Coupled with access to a directory of distributors, mills, and processors, Price Dynamics is a one-stop-shop for determining how your raw material prices stack up to the prices paid by other buyers and for identifying alternative sources of supply. This webbased service is secure, anonymous, and provides a basic level of benchmarking information at no charge. “Much like an automobile sticker price, metal catalogue prices are subject to a number of variables and are not necessarily a good measure of fair market price,” says Trevor Stansbury, Founder and

President of Supply Dynamics. “Price Dynamics is based on the premise that a community of actual buyers and not the sellers is the best way to gauge actual market price. “Pricedynamics.com is a gathering place where hundreds of metals buyers from dozens of industries can privately and securely compare metals prices and evaluate all known sources of supply. Armed with reliable statistics about what others are paying for the same raw material allows buyers to confidently and consistently secure optimum pricing.” www.pricedynamics.com

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Innovation – how does software help?

Australian manufacturers are continually being advised to focus on innovation in order to remain competitive. How can adopting the right software systems help to facilitate this? By Neil Clarke. The ‘I’ word is being bandied about a lot these days. In my role as an IT specialist I like to consider how IT systems can affect a company’s ability to innovate in a positive way. Specifically, can operational software such as an enterprise resource planning (ERP) system help a company to innovate? Often the definition of innovation seems to change depending on what is being discussed or even who is discussing it, so for the purposes of this article I will use Roger LaSalle’s definition: Innovation is change that adds value. So how can software help to make change that adds value? Many companies are using software systems that are fragmented and the processes have evolved to closely parallel the processes of the business, or indeed in some cases create them. These systems work well for day-to-day operational management but typically lack flexibility to change if needed and, due to the disparate nature of the systems, have a moderate overhead to access timely information across all aspects of a company. This has the tendency to limit the appetite to review those areas and to provide information that may already be out of date due to the workload involved in assembling the data for a report. When an appropriate ERP system is implemented, configured and used properly, it becomes easier to access information at both a high and a detailed level that allows the business to pin down areas that may be underperforming. Where it was previously difficult to gain accurate figures on the real cost in labour and time of, for example, a manufactured component, an ERP system will allow you to record and analyse the exact make-up of the component. To help you to innovate in your own processes, an ERP system offers the ability to gain insight into areas for a low overhead. A good ERP system will allow you to identify areas for improvement and then measure the amount of improvement over time. Features like bill-of-material revision systems allow you to implement a process change in a new version and then compare costs of manufactured items from revision to revision. By comparing costs of production of a component before a change is made to the recorded cost after the change you are able to measure whether a change has had a positive, negative or neutral impact. Likewise, in any area of the business, the ERP system will allow identification, change and comparison of affects.

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The second area that an ERP system will help you to innovate is in the reduction in management time required by having a set of structured processes or workflows in place to allow the business’ leaders to step back a little from operational management and take the time to look at the bigger picture. An ERP system can help to formalise, manage and enforce operational procedures in areas such as purchasing by providing workflows that, for example, allow smaller purchases to go unhindered but require larger orders to go through an approval process. Once these processes are implemented it becomes possible to measure performance in a meaningful way as there is trust that procedures are being enforced, allowing you to measure ‘apples against apples’. With this trust and the ability to monitor and measure it, it becomes possible to start thinking more about how to make changes that will add value. Or in other words – innovate. Thirdly, consider areas like product design, marketing and sales. A modern ERP system will allow you to monitor sales against changes made in product range and design. If a new revision is made to add or remove a feature you will be able to see a change in sales performance for that product at any time. Likewise any

marketing and sales initiatives can now be measured properly and compared over time, again, allowing you to make changes that add value. So when you are considering how to innovate in your business, it may pay to first look at what information you have available to you to help determine what needs to be changed. If, like many companies I deal with daily, it is almost impossible to measure these things, you may want to first consider how to get access to good information about your business. Sometimes implementing effective IT systems will go a long way toward this. When looking for IT systems, consider the Innovation Connections element of the Federal Government’s Entrepreneurs’ Programme. When you lodge an innovation research IT inquiry, we will be able to help by researching and reporting on the bestfit solutions for your requirements, with no vendor bias. Moreover, it is fully funded by the Federal Government. Neil Clarke is an IT Systems Innovation Facilitator with the Federal Government’s Entrepreneurs’ Programme. For more information on this programme and the Innovation Connections service, visit: www. business.gov.au/advice-and-support/EIP

Software

Adapting to a new manufacturing and financial frontier

How can a modern manufacturer leverage data to assist the increasing demands of the Chief Financial Officer (CFO)? The answer lies in the need for integrated software systems to organise data, provide real-time visibility and enable analysis to deliver business insights. By Craig Charlton, Senior Vice-President – Asia Pacific, Epicor. Manufacturing is becoming one of the most sophisticated sectors in the world. With advances like robotics, cloud services, increased mobility, more connected devices and 3D printing, technological change presents a formidable challenge – even if the change is for the better. Thanks to such modernised manufacturing processes and continual digitisation, today’s manufacturing company is exploding with critical data. Not only is the volume of data growing, it’s also becoming more dynamic and instant. IT departments have data from traditional sources (structured data) and new streams of digital data (unstructured data) to manage. Your organisation is also presented with the challenge of mining and analysing this data to help the company gain insight and drive action. Struggling with these big data challenges alongside the Chief Information Officer (CIO) and IT team is, perhaps surprisingly, the CFO. It is common to retool a machine for greater output or to modernise equipment to increase speed on the product line. Epicor’s latest global survey, conducted by Redshift Research, indicate that there is much to gain from ‘retooling’ the financial operations division with new software, tools, functionality and systems to help tame terabytes of unstructured data and enable analysis to shed light on the future. The survey found that CFOs in the manufacturing sector were the most likely to have basic financial IT infrastructures and rely on “gut instinct” for decision-making. To solve this challenge, they require access to real-time, accurate, dependable information with which to make critical business decisions. The modern manufacturing organisation can support its CFO with an enterprise resource planning (ERP) system that is capable of providing integrated access to vital data for sorting and analysis to help forecast projections, identify risk and take advantage of opportunities. It may be easy to simply think of the CFO as the head bean counter. More often than is necessary, the relationship between the CFO and the IT department is a complicated one. But traditional roles are changing. The CIO is now often looked to as a source of innovation. Aside from upholding and protecting current infrastructure, IT is under pressure to “think digital”, be agile and ensure cost-effectiveness all at the same time. The CFO also feels this pain and needs to support digital technologies, while at the same time longs for access to the technology and information that would inform day-to-day, businesscritical financial decisions. The two departments share key priorities and the business can only benefit from their collaboration. There is a path forward where the CIO and the CFO can work more closely to add value to the manufacturing business. A full quarter of finance executives surveyed said their IT systems struggle to give them the information they need. Our CFO poll identified big data as one of the top three issues facing the finance department over the next two years, with one-third stating their finance systems need updating. Upgrading can be a daunting task, but there is a tremendous opportunity inherent in harnessing big data. This is where an integrated, next-generation ERP system can help you adapt and grow. A high 80% of the companies that participated in Epicor’s survey found that ERP systems helped them work faster, deal with more complexity and make better decisions. The whole

Five ways to futureproof your ERP system 1. Keep an eye on the technology evolution. Anticipate the rapid evolution of technology and user expectations, and ensure the flexibility to evolve is incorporated into the business software solutions you select. 2. Usability means productivity. The easier a system is to use the more people can use the system and the quicker your business will start to realise its value. 3. Technology on your terms. You need your people to be connected, whether you choose to deploy on premise, in a hosted environment or in the cloud, with access from PCs, tablets, mobiles and connected devices. 4. Choose the right technology partner. A proven ERP provider will have a long history of successful implementations across a variety of sectors; they will also have the strategies in place to ensure that new technologies are readily incorporated in their solutions. 5. Place scalability and performance high on your list. Making sure the ERP system can grow with your business and adapt to change is essential and directly impacts the bottom line.

business, including the CFO, will benefit from access to the type of data analytics that a modern ERP solution provides. Improved visibility into the manufacturing process makes it possible to track trends and identify problem areas such as wastage; it also facilitates precise quoting, accurate procurement and better planning. Not only does this help improve the manufacturing process, but all of this can have a direct impact on customer service, ensuring that you meet customer needs promptly and more efficiently. The availability of precise real-time data means manufacturers no longer need to make financial and business-critical decisions based on gut feel or past experience; they get a dynamic, end-to-end view of the intricacies of their business. This means informed decision-making, better budgeting and financial modelling, effective rolling forecasts and minimised risk. The goal is to make data visible and useable by those that need it. To do that you must: • Deliver accurate data quickly. • Organise the data so that it delivers insight, not just numbers. • Leverage mobility. • Integrate data sharing across your organisation. Manufacturing organisations can retool their business management software solutions to support production and performance as well as financial operations. This can fuel a revolution in the way that manufacturers use complex data to gain competitive advantage and grow their businesses. The benefits directly impact the bottom line. www.epicor.com

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Forum intellectual property

How patent protection has played a role in the commercial success of Quickstep Technologies Pty Ltd

The patent strategy pursued by Quickstep has resulted in a technology known as the “Quickstep process”. The patent has provided the company with protection internationally for its unique innovation, as explained by Michael Chin Quan. Quickstep Technologies Pty Ltd is a successful manufacturer of fibre-reinforced composite components for the aeronautical industry, and is based at the former Boeing facilities at Bankstown, Sydney. Quickstep currently manufactures components for a number of aerospace companies including Lockheed Martin as well as components for the Joint Strike Fighter (JSF) program. In October last year, Quickstep received the Premier’s New South Wales Manufacturing Award 2015 for outstanding international success by a manufacturer. This company is the owner of Australian and foreign patents relating to innovative composite components production methods. The initial inventive concept was conceived by the inventor, Neil Graham, after considering the disadvantages and problems associated with the manufacture of fibreglass boat hulls. Traditional methods of producing fibreglass boat hulls are very labour-intensive requiring layers of fibreglass material and epoxy resin to be handlaid over the surface of an open female mould. The resin is then subsequently allowed to cure at room temperature. Issues that can arise from using such a production method can result in inconsistent material properties throughout the different areas of the boat hull. Furthermore, as the mould is open to the environment, there is an inherent air pollution hazard due to the emission of epoxy fumes from the applied resin. Neil had previous experience in the production of composite components for aeronautical applications, which need to be manufactured under strict tolerances and material requirements to ensure maximum uniformity of strength to the component, while at the same time minimising weight. The production method employed to produce such aeronautical components utilises an autoclave oven to progressively heat and apply pressure to compact a composite lay-up laid on a mould and fully cure the resin. There are however very high capital and production costs involved in the production of composite components using an autoclave process. In addition, the maximum size of any component that can be produced is limited by the internal volume of the autoclave oven, and accordingly excessively wide or long components cannot be produced using this process. The high costs and size limitations therefore prohibit the use of the autoclave process for the production of fibreglass boat hulls. The innovative production method for producing composite components conceived by Neil can provide material properties achieved by the autoclave process, while at the same time avoiding the high capital and production costs associated with that process. The basis of this innovative production method was the use of a liquid at elevated pressure and temperature for compacting the composite lay-up and curing the resin. This is in contrast to the autoclave process which uses heated and pressurised air for that purpose. In order to protect their invention from being copied by competitors, and to facilitate the future commercialisation of this technology, Quickstep sought patent protection for this production method,

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and for subsequent further developments arising from that technology. The patented production method is now referred to by the company as the ‘Quickstep Process’. Figure 1 is a cross section of a production plant illustrating how the Quickstep Process works. That process utilises a pair of pressure chambers, each pressure chamber having a flexible bladder. The flexible bladders of each pressure chamber face each other, and a relatively thin mould tool supporting a composite lay-up can be placed between the two flexible bladders. Heat transfer fluid at elevated temperature and pressure is then circulated though each pressure chamber. This arrangement allows for pressure to be relatively uniformly applied across both sides of the mould tool and the composite lay-up supported on the mould tool. Because only relatively low pressures are required, this facilitates the use of low-cost tooling. In pursuing the development and commercialisation of the patented technology, Quickstep has developed extensive relationships with companies in both the aerospace and automotive industries. This has resulted in manufacturing contracts being received by Quickstep to manufacture components for these companies. Quickstep also has a long-term strategic R&D education agreement with Deakin University in Geelong, Victoria, and is in the process of relocating its R&D facilities originally based in Munich, Germany, to Deakin University’s Waurn Ponds campus. The new R&D centre will manage the ongoing development of all Quickstep technologies, in particular processes applicable for producing panels for the automotive industry, and will support the company’s aerospace and automotive facilities in Australia and Germany. The patent strategy pursued by Quickstep has provided them with granted patent protection internationally for their technology. This has enabled Quickstep to promote themselves as an innovative company with extensive experience in the manufacture of composite components. This has facilitated their acceptance within the industry and led to their current commercial success. Further details of Quickstep and their technology can be found at www.quickstep.com.au. Michael Chin Quan is Senior Patent and Trade Marks Attorney at Watermark. Watermark has assisted companies like Quickstep to protect and commercialise their innovation and to develop a patent strategy which has provided them with granted patent protection internationally. Watermark has a proud 156 year history in Intellectual Asset Management (IAM). It is Australian-owned and employs over 100 people nationally, among whom are 40 practising Intellectual Property (IP) professionals. Services include: Patents and Designs, Trade Marks, IP Legal, IP Advisory and Competitor Business Intelligence. Watermark has offices in Victoria, New South Wales and Western Australia and the international presence is strengthened with a global network of Associates in over 50 countries, giving access to local support in the United Kingdom, United States, Europe, Asia and the sub-continent. Ph: 08 9222 0113 Email: m.chinquan@watermark.com.au www.watermark.com.au

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Forum occupational health & Safety

Tougher liability laws for senior executives and board

Early reluctance by boards and senior executives to acknowledge personal liability for company workplace health and safety breaches has been replaced with acceptance and realisation they must be safety literate, as explained by Brendan Torazzi. The new ‘officer’s duty’ under the harmonised workplace health and safety (WHS) Act is designed to make boardrooms, and those working closely with them, ensure their businesses have appropriate WHS systems that are adequately resourced and have adequate processes.

Harmonisation has ‘significant’ prosecution impact

Reporting on the duty, Corrs Chamber Westgarth’s Workplace Relations Employment, Workplace and Safety Law: Mid-Year Review 2015 warns a recent decision of the Supreme Court of NSW (Perilya Limited v Nash [2015], NSWSC706, 5/6/15) opens a new door for WHS regulators to hold boards and executives accountable.

Corrs says prosecutions stalled in most model jurisdictions about six months prior to the commencement of the model laws and did not restart “with any vigour” until 12-18 months after the model laws commenced. During that period the dominant approach taken by WHS regulators was one of “advise and persuade”.

The case demonstrates that WHS regulators are seeking, and are entitled to seek, information created for board use (as long as the information does not attract legal professional privilege). Further, the WHS regulator’s power to seek “board material” is not limited to documents that specifically refer to safety matters, as the court held that the absence of safety information in documents may prove that a WHS duty has been breached. Corrs says board members and senior executives need to be ‘safety literate’ so they can sign off, on an informed basis, on safety initiatives and robustly interrogate their executives about safety – in much the same way that they must be financially literate in order to sign off on financial matters.

Who is an officer? Meantime, difficulty in identifying “officers” has meant those that sit on the cusp of the officer’s definition tend to be asked by their organisations to comply with the officer’s duty, Corrs warns. There are some concerns that the question of who is an officer will be relevant if the regulator is considering a prosecution. In order to deal with this issue, some commentators have suggested the WHS Act be amended to provide that a person, who would not otherwise be an officer under the WHS laws, does not make themselves an officer simply by complying with the officer’s duty. “Generally, our clients suggest an acceptance of officer liability in the form set out in the WHS Act and a belief that the due diligence provisions have created an increased focus on health and safety with the potential to achieve improved outcomes in the workplace,” the Corrs report says. “There is strong support amongst some part of the business community for the six-part ‘explanation of due diligence’ as set out in section 27(5) of the WHS Act. However, it should be noted that the Business Council of Australia wants the officer laws to be more aligned with those that apply in Victoria and in particular notes that in Victoria, officers are only liable for WHS breaches if the body corporate contravenes the legislation.”

The Corrs report notes the harmonised WHS Act has had a “significant” prosecution impact, with defendants (particularly in NSW) now having options other than entering into a plea agreement. Under the Act, “defences are available again”, the report says.

“Prosecution action has recommenced with some vigour, although few decisions have been made under the WHS Act. However, those that have been made signal that at least in NSW, we will see a radical departure from earlier WHS judicial approaches and this will have significant impacts for prosecutors and defendants,” its report said. In NSW, WHS prosecutions are now primarily heard in the District Court of NSW. In the first defended hearing to be determined WorkCover v Patrick Container Ports (February, 2014), Justice James Curtis considered the fatal injury of an employee who was aware of the relevant risk and the safe work method procedure he was required to adopt – but didn’t apply it. The employee had significant amounts of methamphetamine in his system at the relevant time. WorkCover alleged a range of workplace risks against Patrick Container Ports that largely related to a lack of documented systems. Justice Curtis found that the employee had been trained about the safe procedure and his non-compliance with it would not have been changed if a documented process had been in place. Corrs said the case signalled that the prosecutor must prove beyond reasonable doubt that the defendant did not take all steps reasonably practicable to ensure the health and safety of its workers. This means that defendants now have options other than reaching agreement on a plea; defences exist and should be pursued where appropriate. Further, defendants should have increased bargaining power when discussing potential plea agreements. With officer’s duty front and centre in the harmonised legislation, boards and senior executives will be watching with interest. Brendan Torazzi is CEO of AlertForce, a registered training organisation. AlertForce specialises in compliance training for workplace health and safety by offering quality online, face-toface and/or blended training approaches to create fast, flexible and competitive WHS training and compliance solutions. Ph: 1800 900 222 www.alertforce.com.au

The increased awareness of the ‘officer’s duty’ and the personal liability that flows from it has also meant boards and senior executives are casting a more critical eye over how they are affected by their partners in business.

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Forum Finance

Board reporting for SMEs

Manufacturing organisations can provide a plethora of financial information and analysis on products, costings, overheads, revenues etc. With more accurate reports, increased frequency and detailed analysis, better and more informed decisions can be made in the best interest s of a company. By Damian Sutherland and Tony Mitchem. The challenge for directors in operating a manufacturing business is what information should be provided to them with the management reporting. The fiduciary duties and responsibilities of directors are well known and are becoming increasingly more onerous. Directors are expected to read, evaluate and approve more and more information as board members and members of corporate committees. There are no simple answers – it’s an ongoing balancing act. So what are the key elements to provide effective reporting for manufacturing businesses to the board of directors?

1. Ensure the information is current Finance and administration functions should ensure that monthly reporting is achieved within one to two weeks of end of month. A review of this information can then be completed in the following month. It may be helpful to consider the timing of board meetings so that the most recent information can be made available for those meetings.

2. Provide forward projections Much of the data that can be generated from manufacturing businesses reporting and accounting systems is of a historical nature. The reports will often present what has happened in the past month or quarter. Following these key points will enable the board to be focused on where the organisation is heading: -

The board reporting package needs to outline not only what has happened, but also convey management’s future intentions and what the risks are.

Profit and cashflow forecasts should look out as far as needed to anticipate adverse trends in sufficient time to address them.

Trends are critical to the understanding of the business – these must be included in all board reports so forecasts are fully understood.

Forecasts need to be updated regularly to provide an accurate ongoing picture of where the business is heading.

3. Frequency The frequency of reports is a delicate balancing act – too often will lead to decision makers becoming disinterested in the information provided. Information reported too infrequently will not provide decision makers with the information they need when they need it.

4. Content Too much financial information may potentially distract directors from the real issues of a business, whilst too little information may prevent directors from fulfilling their obligations. To provide the most useful content: -

Identify the top 6-7 key performance indicators – few will be financial, all will have a financial impact. Link the KPIs to strategic objectives and their achievement.

Include both lead and lag indicators to allow directors to quickly understand key issues and identify potential trouble spots.

Include regulatory and compliance matters the board must be aware of and monitor.

Set targets for each KPI – in line with the budget and/or strategic plan.

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Cover all categories of the sustainability criteria – financial, customers and stakeholders, assets and resources, environment and heritage, governance, processes and people.

Accompany KPI reports with action plans on what is proposed to rectify adverse trends and what is proposed to lock in favourable trends, by who and by when.

For example, if income is assured in the short term, then tracking daily or weekly revenue will not be as useful as reporting other key indicators of current activity that will assure longer term revenue. If margins are more critical than gross sales, then these should be closely monitored

5. Provide bench marking Providing similar business or manufacturing industry bench marks can be useful in identifying financial KPIs. It will allow a comparison or your company against competitors and enables you to see how your business is performing on a relative basis. Agree on important benchmarks with the board at the beginning of the financial year. Report on these regularly and update the board of any industry or competitor changes.

6. Format and presentation Ascertain how board members and managers like to receive information (tables of figures, graphs) – adapt the format to create a report that meets all of the director’s needs. Contents of the report should be reviewed regularly and changed if the business has changed. Breaking down the information flow to directors into smaller parcels can assist them in analysing business performance. With advances in technology and software, the ability to keep directors informed through the use of ‘dashboards’, intranets and other information resources allow real time information to be regularly communicated. That leaves more room in the board papers for analysis and gives directors a chance to understand how management is interpreting the data and how that interpretation may be driving strategy. Therefore, the report should provide a mix of presentation formats. This will include the mode of delivery – from traditional hard copy to digital updates. The challenge of balance is to provide the right level of information to directors that enable them to ask concise, worthwhile questions thereby maximising their contribution at every board and committee meeting. Damian Sutherland and Tony Mitchem are directors of William Buck (Vic) Pty Ltd Chartered Accountants, based in Hawthorn East, Melbourne. They specialise in the manufacturing industry particularly in assisting businesses progress. William Buck is a leading network of Chartered Accountants and advisors with offices across Australia and New Zealand, wholly owned and operated in Australasia. We’re more than just advisors; offering a full range of services. As an AMTIL member your first meeting with us is complimentary and gives you access to one of our directors to access a wealth of advice, such as: asset protection strategies; equipment and property financing; budgeting; profitability analysis and product costing. If you would like to arrange a complimentary appointment please contact Damian or Tony on 03 9824 8555.

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Forum Law

Unfair contract laws extended to business contracts

A new law provides that any term in a standard form ‘small business contract’ that is ‘unfair’ will be void and therefore unenforceable, potentially affecting manufacturing and technology businesses. Laura Young and Richard Westmoreland explain. In November 2015, the Small Business and Unfair Contract Terms Act 2015 was passed by Federal Parliament and received Royal Assent. The new law amends the unfair contract terms provisions of the Australian Consumer Law (ACL) to cover “small business contracts”. This will make Australia the only major jurisdiction in the world where protections of this type will apply to business to business contracts. The new law provides that any term in a standard form small business contract that is ‘unfair’ will be void and therefore unenforceable. This could affect a significant range of manufacturing and technology businesses.

What is a small business contract? A contract will be a ‘small business contract’ if: • at the time of entering the contract, at least one party to the contract is a business that employs fewer than 20 people (excluding casual staff); and • either the upfront price payable is less than $300,000 or, if the contract term is greater than one year, less than $1m. This definition would seem to rise to some potentially anomalous results. For example: • The definition of ‘upfront price’ excludes amounts contingent on the occurrence of a particular event. This means that contracts under which payments of millions of dollars might be payable could still be caught if, say, the payments are per unit of work supplied as each payment is contingent on the occurrence of an event (eg, such as an order). • The legislation refers to ‘a business that employs fewer than 20 people’. ‘Business’, in this context, is not defined. It is also not clear how a ‘business’ (as opposed to a corporation or a person) can be an entity that enters into a contract.

What’s a ‘standard form’ contract? The new regime only applies to ‘standard form’ contracts. The question of whether a contract is ‘standard form’ is subjective and left to the judgement of the court. Clearly, contracts such as ‘shrink wrap’ software licences and non-negotiable standard form leases or supply agreements will be caught. It is not clear, however, how much negotiation must be engaged in to take a contract outside the scope of these provisions. The legislation does make it clear that merely negotiating on price or the goods or services to be provided is not sufficient.

What is an ‘unfair’ term? Broadly speaking, a term is “unfair” if it causes an imbalance in the parties’ rights and obligations that is greater than reasonably necessary to protect the legitimate interests of the party advantaged by the term, and the term would cause detriment if it were relied on. A contract term does not actually have to be used unfairly to be challenged under this legislation - it is sufficient for a term to be void if it could, in theory, be used unfairly. A number of clauses will be susceptible to challenge as being unfair, such as:

• Penalty provisions including fees or fines for a breach. • Extremely wide indemnity clauses. • Unilateral rights to vary contracts. • Unilateral rights to terminate a contract. However, if a party can demonstrate that the clause is reasonably necessary to protect its legitimate interest, the clause may not be deemed to be unfair. What is unfair will therefore need to be assessed on a case by case basis.

What are the practical implications of this new law? These new laws will have far-reaching effects across a range of industries. For example: • Terms of sale and credit applications / Supply & Distribution Agreements - many manufacturers sell their products through the use of standard form terms of sale and credit applications / distribution agreements. Where the counterparties are ‘small businesses’, many clauses in such agreements may have to be redrafted to provide more balanced rights and obligations for both parties. • Finance contracts, hire agreements and telecommunications contracts with small businesses are all likely to be subject to this new legislation. • Landlords that use standard form leases may find clauses that are too broad or protective may become unenforceable; and • Independent contractors will gain a powerful way to challenge unfair terms in their contracts of engagement.

Ten months to get ready Standard form small business contracts will be caught if they are entered into after 12 November 2016. Contracts that are renewed after this time, and variations to existing contracts after this time, will also be caught by the new regime.

What should you do now? Any companies that use standard form contracts to deal with small businesses should seek legal advice to determine whether their contracts will be caught by the regime. Contracts that may be caught should be reviewed to assess the risks and potential consequences of challenge. In many cases, it may be possible to redraft provisions to make them more resistant to challenge. Although a 12 month transition period may seem long now, the time required to redraft and implement new standard form agreements can be considerable. HWL Ebsworth is an integrated full-service commercial law firm, providing market-leading legal services Australia-wide. If you have any queries regarding this new law and its application to your business, please contact Richard Westmoreland on rwestmoreland@hwle.com.au in Sydney or Laura Young on lyoung@hwle.com.au in Melbourne. HWL Ebsworth Lawyers www.hwle.com.au

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106 Manufacturing matters in Australia. Our manufacturers lead the world in numerous products and industries. Australia’s manufacturing industry is a major contributor to our economy each year, and our manufacturers employ large numbers of people, offering them challenging, rewarding work, and providing the basis for stable, diverse communities.

Welcome to the Manufacturers’ Pavilion, a new section of AMT Magazine dedicated to celebrating some of the best, most dynamic, most innovative manufacturing companies working in Australia today.

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The Manufacturers’ Pavilion highlights the capabilities of Australia’s precision engineering and advanced manufacturing industry. Over the following pages, we will look at companies delivering products and services across a variety of industrial sectors, and employing a diverse array of processes. It builds on the successful Manufacturers’ Pavilion exhibition area within the Austech trade show and is sure to enhance the profile of the leading edge manufacturers in our sector. If you feel your company should be featured in a future edition of the Manufacturers’ Pavilion, please contact AMTIL Sales Manager Anne Samuelsson, on 03 9800 3666, or by emailing asamuelsson@amtil.com.au

Manufacturers Pavilion

BAC - Warehouse and workshop site surveys BAC Systems goes that extra mile to ensure you are provided with the right warehouse or workshop solution. BAC is a proud Australian manufacturer of High-Density Drawer Storage Modules for small parts storage and warehouses. The BAC Drawer Storage Module is recognised worldwide as a market-leading product that offers both flexibility and decades of flawless service. Similarly, the large range of BAC Industrial Workbenches, Racking and Tool Storage, all of which are manufactured from coil steel in BAC’s dedicated Western Sydney factory, are produced to be strong and to last many years. It therefore makes sense that BAC takes care to ensure the products you purchase from its range are individually configured to suit your needs. Whether it is measuring a large workshop and interviewing each key stakeholder, or measuring and counting the storage requirements for each individual item from a range of 10,000 different line items, the BAC Technical Sales Team makes the effort to work out what you actually need to improve your working conditions. BAC’s customers appreciate this service and attention to detail because of the results. They know their equipment will fit the allocation within the building. Additionally,

they appreciate how the drawers and shelves arrive configured to suit their inventory and that they do not require thousands of dollars in additional partitioning to make the system work for them. An example of this necessity is found at Auckland City BMW. The BAC Technical Sales Representative for the region visited the service workshop to measure up for new BAC Automotive Workstations. The service team was seeking a modern, streamlined look. The building contained a series of support columns along the wall, of various sizes. Using the carefully collected information from the site survey, the customised Automotive Workshop Benches arrived to site with provisions already made to clear the columns. All items were installed with no problems, the benches tidily fitting the wall and its support columns. BAC offers a complimentary site survey in all metro and many regional centres Australiawide. An experienced BAC Technical Sales Rep completes his survey to prepare a custom proposal for you to consider. To arrange your complimentary site visit, please contact bacsales@bacsystems.com.au.

BAC Systems 193-195 Power Street Glendenning, NSW 2761 T: 02 9832 2777 F: 02 9675 3645 W: www.bacsystems.com.au E: bacsales@bacsystems.com.au Robert Griffin BAC Technical Sales T: 02 9832 2777 E: Robert.griffin@bacsystems.com.au BAC Systems is an Australian manufacturer of quality workshop and storage equipment. For nearly 40 years it has been providing customised warehouse storage, industrial workbenches and high-strength storage solutions to industry in Australia and world-wide. Contact BAC’s Technical Sales team to arrange a complimentary site visit where we can survey your storage requirements or workshop layout needs.

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Manufacturers Pavilion

Custom components for clients across the globe Victorian-based repetition engineering company Jodek manufactures a wide range of custom machined components to customers worldwide. The family-owned business has more than 25 years industry experience and uses the latest in CNC technology specialising in machining components to its customers’ designs and drawings. Jodek provides its clients with the very best products and customer service. Jodek Managing Director Derek Hyde says the company is one of the bigger component manufacturers in their field, with a total of 21 CNC machines, most of which run 24 hours a day, seven days a week. “Running 24/7 enables us to offer our clients quick turnaround times on products whilst also keeping our running costs to a minimum,” says Hyde. “Our main strengths are in the high-volume repetition field where we can run jobs in the quantities of 3m plus per annum.” Jodek has supplied components either directly or indirectly into many of the major projects worldwide including mining, construction, rail, oil and gas over the past 20 years. Recent projects have seen almost 50 tons of finished machined components shipped to Hong Kong for use in the

construction of the Hong Kong–Zhuhai– Macau Bridge. “Without a doubt, you would be hard pressed to find a completed major project within Australia that does not contain something manufactured at Jodek,” adds Hyde, who believes the dedicated team at Jodek is what gave the company its competitive edge. “We have a workforce of 23 people, most of whom have been with the business longterm,” he says. “They have the experience and the knowledge required to produce the goods.” At present, around 60% of Jodek’s components are exported. Jodek is ISO 9001 accredited and every item shipped is fully traceable. The components are made from various materials including mild and high tensile steel, stainless steel, brass and copper, aluminium and alloys, tool steels, machining of castings and engineering plastic. For more information on Jodek and how it can cater to your next project visit www.jodek.com.au

Jodek 17 Mills Road Braeside, Victoria 3195 T: 03 9587 4677 F: 03 9587 4977 W: www.jodek.com.au E: info@jodek.com.au Derek Hyde Managing Director T: 03 9587 4677 E: derek@jodek.com.au Jodek is a leading manufacturer of precision machined components situated in the south-eastern suburbs of Melbourne. The company is a familyowned husband and wife team who have each spent more than 25 years in the industry. Jodek currently has 21 machines in a manufacturing operation of 2,400sqm with 20 employees.

Precision CNC Machining Jodek has forged a reputation that can be truly envied. Our attention to detail and innovative approach enables us to deliver precision componentry reliably, within budget and on time – getting it done right first time. • CNC Turning & Milling • Multi Axis Machining • CAD CAM • Finished Product Assembly • All industries serviced 17 Mills Road, Braeside, Victoria 3195 • T: 03 9587 4677 • F: 03 9587 4977 E: info@jodek.com.au • www.jodek.com.au

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Manufacturers Pavilion

Quality fasteners for Australian industry Australian-owned and -operated, Fuji Fasteners has the capability of producing most fastener types from 3mm to 16mm in diameter and in materials such as high- and low-carbon steel, alloy steel, stainless steel, copper, brass and aluminium. More than 40 years of fastener manufacturing experience have driven Fuji to become one of the largest fastener producers in Australia, with production capabilities equal to any fastener producers in the Australasian region. The company’s growth over the past decade has been mostly attributed to a strong policy of customer service supported by a quality product and a firm focus on quick turnaround of production jobs. Fuji now exports to counties such as the Philippines, New Zealand, Vietnam and Thailand. Low-volume runs, quick turnaround and assistance for the customer to make the most efficient and viable decision on their fastener requirements have proven a good formula in Fuji’s growth and recognition as major supplier to Australian Industry. The acquisition of additional machinery in 2013/2014 has broadened Fuji’s range and capacity, plus the linking with specialist manufacturers in Asia basically means Fuji

can supply a fastener of any type, size, material and/or head/thread configuration in any grade and plating/coating. Fuji Fasteners is also the Australasian distributor for the world-renowned Japanese-produced Fuji Lock Nut. These nuts are top of the range in quality and ability and when the application requires a nut with high vibration resistance, high or low temperature rating and/or is reusable, the Fuji Lock Nut is a proven reliable fastener. These nuts are available in the U-Nut type and also the fine and twin U-Nut range. The fastener range supplied by Fuji Fasteners includes tapping screws and metric set screws, metric and imperial bolts, cup head bolts, coach screws, sems assemblies (captive washers), wheel studs, weld studs and weld nuts, solid rivets, headed pins, double-ended studs and the Fuji Lock nut. Certification to ISO 9001 standard ensures products produced are to the highest standard.

Tapping Screws Metric Set Screws Metric & Imperial Bolts Cup Head Bolts Construction Bolts Sems Assemblies Screws with Captive Washers Weld Studs & Weld Nuts Wheel Studs Solid Rivets Headed Pins Double Headed Studs Fuji Lock Nuts

Fuji Fasteners 5 Swift Way Dandenong South, Victoria 3175 T: 03 9706 6652 F: 03 9706 6651 W: www.fujifasteners.com.au E: sales@fujifasteners.com.au Ross Tidswell Director E: ross@fujifasteners.com.au Nathan Salske General Manager E: Nathan@fujifasteners.com.au Advantages of cold forming Material cost savings Enhanced product Characteristics Higher-quality surface finish Reduced production costs Consistent and improved Tolerance control

Fuji Fasteners 5 Swift Way, Dandenong South Victoria 3175 T: 03 9706 6652 • F: 03 9706 6651 www.fujifasteners.com.au

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Manufacturers Pavilion

Flexible manufacturing of thin parts, signs and custom shim packs are our speciality. Mastercut Technologies is the industry leader in the manufacture of precision thin metal parts. Specialising in thin stainless steel, copper and brass, Mastercut has a variety of cutting techniques to suit the application. One of the most flexible is photo chemical milling (PCM). This method is the closest thing to photocopying of metal and is a great intermediate step between laser cutting and stamping. Mastercut also has lasers for cutting and marking and these methods can be combined for specific requirements. In addition to precision parts, PCM is used for half etching ID plates and signage from stainless steel which will remain perfectly readable in all conditions. Mastercut also manufactures a range of building signage including fascia signage, door numbers, elevator plaques and directional signage – for apartment buildings, office buildings, hotels and high-rises. Signs are generally made form marine grade 316 stainless steel; copper and brass are also available. These signs can last decades and can be colour-filled or powder-coated for an added finish.

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Mastercut serves the following industries: electronics assemblers; mining, oil & gas; medical devices; defence industry; RF shielding designers; model makers; sign, trophy & plaque makers; jewellery, gifts & souvenirs; and the architectural sector. Mastercut is a major stockist of stainless steel shim off 600mm wide coils in both grades 304 and 316 in thicknesses starting from 0.025mm. Supplying to mining, oil and gas, Mastercut produces shims in a ‘pack’ of thicknesses to meet a customer’s specific design requirements. Mastercut can assist with drawing the shape if electronic files are not available. Commenting on the benefits his company has to the mining industry, Managing Director Jim Cove says: “We often get calls from miners needing shim packs for operations in remote locations. Because we carry in stock a broad range of stainless shims starting from 0.025mm, we can get the job cut and despatched pretty fast. All we need is a drawing of the required shape and the required thicknesses.”

Mastercut Technologies Pty Ltd 22 Leda Drive Burleigh Heads, Queensland 4220 T: 07 5576 1900 F: 07 5576 1910 W: www.mastercut.com.au E: sales@mastercut.com.au Toby Poulsen Sales Consultant E: toby@mastercut.com.au Based on the Gold Coast in Queensland, Mastercut specialise in deep acid etching and laser cutting of thin metals. Operating for over 20 years, we are OEM suppliers to many manufacturers throughout Australia, New Zealand and SE Asia.

Manufacturers Pavilion

Ultimate Laser â&#x20AC;&#x201C; What can they cut for you?

What can we

LASER or WATERJET CUT three for Laser commenced operations Approximately years you? ago, with the

With eight laser machines and two waterjets, Ultimate Laser can cut most materials up to 150mm thick, to a bed size of nine meters by four metres.

Ultimate in March 2004, in one factory with one advent of a new waterjet machine, Ultimate Ultimate Laser run 8 Laser machines & Ultimate Cutting Services run laser machine and three employees. acquired another factory in Dandenong, 2 Waterjet machines. Most materials can be cut up to 150mm thick, Experiencing rapid growth, it now runs dedicated to waterjet cutting, creating maximum cutting size 9000mm x 4000mm. three factories in Dandenong, employs a new company called Ultimate Cutting approximately 45 staff and operates seven inServices. Currently employing Approximately 3 years ago, with seven the addition Ultimate Laser commenced operations of aUltimate new waterjet machine to our March 2004. We started out in oneand factorypeople, Swiss-made Bystronic laser machines Cutting Services alsooperations, has we decided to acquire another factory in just 1 laser machine andmachine. 3 employees,ISO accreditation. onewith Italian made Adige Lasertube experienced rapid growth and now run

Dandenong which would be dedicated to

Theout companyâ&#x20AC;&#x2122;s largestin laser is a 6kw waterjet machine a cold We cutting waterjet cuttinguses operations. created a of 3 factories Dandenong, employThe the new without company the process called Ultimate approximately 45 staff xand operatebed. 7 Swissprocess machine with a 4-metre 2-metre theineffects of heat, which Cutting Services currently employing 7 made Bystronic laser machines and one Ultimate can laser cut mild steel up to 20mm prevents hardening, warping, dripping people. Ultimate Cutting Services has also Italian made Adige Lasertube machine. thick, bisalloy up to 20mm, aluminium up to slag achieved or amalgamation. Ultimate Cutting ISO accreditation. Our largest laser is a 6kw machine with a 12mm, and high-tensile steel upWe to 20mm, runsmachine two Water Jetmaterial Swedenwith a The now waterjet cuts 4000mm x 2000mm bed size. can laser cutServices as well galvanised steel,thick, zinc, Stainless annealed Steelmachines: one has a 6.3-metre cold cutting process withoutx 3-metre the effects of Mildas Steel up to 20mm heat, hardening, warping, up to 16mm Bisalloy up to 20mm thick,cutting or alume steel tothick, all available thicknesses. size;which while aprevents recently commissioned dripping slag or amalgamation. to 12mm thick,can High Tensilesecond Flat Aluminium bars, pipes,upRHS and angles also machine has a huge cutting size of Steel up to 20mm thick, Galvanised Steel Ultimate now 2 Water be all processed. For pipe, the maximum 9 metres by 4Cutting metres.Services Both can cutrun most available thicknesses, Zinc / Annealed Jet Sweden machines, one has a 6300mm diameter is 120mm, 100mm x materials up to 150mm thick, including / Alume Steel all SHS available thicknesses, x 3000mm cutting size, and our recently Flat Bars, Pipes,pipe RHS & Angles can alsosteel,commissioned 100mm, minimum diameter 12mm, aluminium, titanium, stainlesshas steel, 2nd machine a huge be processed. For pipe, the maximum pipe cutting size of 9000mm x 4000mm, both with SHSdiameter 15mm xis15mm. copper, brass, rubber, foam, ceramics, 120mm, SHS 100mm x 100mm, the ability to cut most materials up to 150mm pipe diameter 12mm, SHS 15mm xwood and much more. To minimum complement its modern machines,

thick, including Steel, Aluminium, Titanium, 15mm. uses advanced CAD/CAM Ultimate No jobs are too Steel, large orCopper, too small.Brass, Ultimate Stainless Rubber, Foam, Ceramics, much To complement thedrawings modern machines, we usequotes software to generate or develop accurate leadWood timesand and willmore. be advanced CAD/CAM software to generate No jobs are tooyou large oratoo We quote customer files for cutting. The programming pleased to provide with no small. obligation drawings or develop customer supplied accurate leadresponding times and within will beone pleased system simplifies preparatory work as well quote normally files for cutting. The programming system to provide you with a no obligation quote we use and simplifies workpart as wellworking as nesting, enablespreparatory simple, flexible day. responding within one working day. normally as nesting Ultimate and enables flexible development. has simple, achieved ISO part development. Ultimate Laser has achieved accreditation. ISO accreditation.

WATERJET CUTTING

For laser cutting

For LASER Ultimate Laser Cutting! 36-40 Micro Circuit Dandenong Vic 3175 T: 03 9799 8788 F: 03 8768 7965 36-40 Micro Circuit W: ultimatelaser.com.au Dandenong Vic 3175 E: sales@ultimatelaser.com.au

P 03 9799 8788 F 03 8768 7965 E sales@ultimatelaser.com.au ultimatelaser.com.au

For water cutting

ForCutting WATERJET Ultimate Services Cutting!

138-140 Williams Road Dandenong Vic 3175 T: 03 9238 9400 F: 03 9238 9488 W: waterjetcuttingmelbourne.com.au E: sales@ultimatecuttingservices.com.au

138-140 Williams Road Dandenong Vic 3175 P 03 9238 9400 F 03 9238 9488 E sales@ultimatecuttingservices.com.au waterjetcuttingmelbourne.com.au

LASERTUBE

LASER

CUTTING

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Manufacturers Pavilion

All-Australian experience TRJ Engineering is an Australian-owned and operated business that has been providing steel fabrication and engineering services to customers throughout Melbourne for over 40 years. Terry Murphy started the business in 1974 with a small factory in Dandenong. David Murphy (Terry’s son) is the owner of TRJ, which today has grown to over 30 employees occupying a 4000sqm factory in Hallam. Experienced in meeting the needs of private and government clients, TRJ is a leading Victorian supplier, dedicated to providing excellent service and engineering solutions for all applications, from truck chassis manufacture to street furniture, shop fit-outs and stainless steel components. TRJ has expanded its services over the years and updated its capabilities by purchasing state-of-the-art machinery and assembling a team of skilled and qualified workers. This enables the company to offer laser and guillotine cutting, welding, general engineering and metal fabrication, and brake pressing. TRJ provides products across areas such as:chassis manufacture; street furniture; vandal-covers and safety hand-rails for earth-moving equipment; steel fabrication; and shop retail fittings. TRJ’s approach is founded on core values of quality, commitment, diversity and innovation

TRJ has been involved in chassis manufacture for over 25 years. It started building B-Double chassis for FTE back then and only built five chassis in its first year. It currently builds over 140 chassis per year for a number of different clients and still for FTE. With the experience gathered in this field (nearly all of the TRJ team share a passion for cars), the company has branched out into custom automobile chassis building. It has built Cobra chassis for Python Vehicles, modified a number of race car chassis, and manufactured a number of different parts for the hot rod sector. In 2015 TRJ decided to start building its own hot rod chassis and is now ready to sell them to the public. It has 3D drawings for most of the popular hot rods from the 1930s and has been able to design and manufacture the entire chassis to its manufacturing strengths. The company is looking at 4x4 custom work and has several designs for front bull bars, rock sliders and rear bars with tire mounts. With its team and its state-of- the-art machinery, TRJ believes it can custom-build almost anything for the automotive sector.

TRJ Engineering Group…

TRJ Engineering Group 17-19 Apollo Drive Hallam, Victoria 3803 T: 03 9703 1701 F: 03 9702 3288 W: www.trjengineering.com.au E: sales@ trjengineering.com.au David Murphy Managing Director T: 03 9703 1701 E: david@trjengineering.com.au TRJ Engineering has been involved in the engineering and manufacturing business for over 40 years, and now maintains a fully equipped modern workshop in Hallam. TRJ’s range of services includes: laser and guillotine cutting, welding, general engineering and metal fabrication, and brake pressing. It is experienced at meeting clients’ needs in a wide variety of industries.

tranSport

Your first choice for precision metal fabrication and general engineering. TRJ Engineering has been providing steel fabrication and engineering services throughout Melbourne for 40 years – Australian owned and operated. Experienced in private and government projects, TRJ Engineering is a leading Victorian supplier, dedicated to excellent service and state-of-the-art engineering solutions for all applications, from truck chassis manufacture to street furniture, shop fit-outs and stainless steel components.

Street Furniture

17-19 Apollo Drive, Hallam, Victoria 3803 T: 03 9703 1701 • F: 03 9702 3288 • E: sales@ trjengineering.com.au www.trjengineering.com.au

AMT Feb/mar 2016 Corporate Identity for TRJ Engineering group

Manufacturers Pavilion

Dedicated craftsmanship DNA Engineering aims to support the Australian manufacturing industry and manufacturing companies through its machining and fabrication capabilities. DNA Engineering is a “machine/jobbing shop” dedicated to the craftsmanship of machining and fabrication manufacturing. The company is located in an industrial park in Campbellfield, in the northern suburbs of Melbourne. DNA specialises in precision machining and fabrication of components in metal and engineering plastics. Its core (DNA) business is: • Turning • Milling • Fabrication Combining machining and fabrication, DNA can supply:

DNA is committed and takes its role in the industry very seriously. It always puts its valuable customers first. Customers have been choosing DNA Engineering for their machining and fabrication needs because: 1. It supplies precision manufacturing components to various sectors. 2. It machines and fabricates with various materials – ferrous and non-ferrous, ie: mild steel, stainless steel and aluminium.

1. Replacement custom-made parts.

3. Its workshop is equipped with manual and CNC lathes and milling machines.

2. Low to medium repetition components.

4. It fabricates using various techniques.

3. One-off components to complete assemblies.

5. It manufactures one-off components, short and long production runs.

DNA’s passionate and carefully crafted workmanship is created with supreme precision and attention to detail, leaving no doubt that the company is the number one choice. The DNA team prides themselves on having a dynamic and productive culture. Joining forces with DNA means working with people who are creative, driven, and energetic. The team at DNA has the skills, the equipment, and knowledge to machine and fabricate a whole range of components.

6. It serves local areas and also extends its services interstate.

Turning

Aluminium Pulley

DNA Engineering 30 Jesica Road Campbellfield, Victoria 3061 T: 03 9357 8500 F: 03 9357 9400 W: www.dnaengineering.com.au E: info@dnaengineering.com.au Dino De Mori Operations Manager T: 03 9357 8500 E: dino@dnaengineering.com.au DNA Engineering is a machine/jobbing shop dedicated to the craftsmanship of machining and fabrication manufacturing. It specialises in precision machining and fabrication of components in metal and engineering plastics. Its core (DNA) business is turning, milling and fabrication. Contact DNA today or feel free to drop by the machine shop.

Submit your RFQ to DNA for any kind of machining, fabricating and other custom manufacturing solutions. DNA has the most suitable workshop capable of meeting your specific needs and budgets for any kind of customised machine parts. DNA can help with your needs for made-to-order parts and custom manufacturing services.

Milling

Fabrication

Aluminium Cylinder Mount

Stainless Steel Mounting Post

Mild Steel Knife Clamp

Mild Steel Clevis Yoke

Scissor Lift Trolley – 2 Tonne

Stainless Steel Boss

Tool Steel Jaws of Life

Aluminium Storage Box

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Keeping our communications clear

As a member-based organisation, we realise that communication of knowledge and information is one of the key reasons companies continue to pay their annual subscriptions. We have made some changes to the ways in which we communicate with our members and the broader industry. Obviously this magazine is a flagship mechanism for getting information out to the industry. Our new bi-monthly 120 page issue is sure to provide great editorial to our readership of around 25,000. We have also enhanced the capability of our e-mag (available at www.amtil.com.au) with links to websites and articles. I welcome any feedback on our magazine so please email your thoughts or expectations to sinfanti@amtil.com.au Our AMTIL Hotspot email will continue to go to company members and their nominated staff. This is a monthly email dedicated to providing industry knowledge, workplace information, opportunities for business and networking and member services. Many AMTIL members have indicated this is a valuable email which they have benefitted from. Social media continues to provide interesting mechanisms when it comes to communication. We have two LinkedIn groups that I bring your attention to. The first is an AMTIL All Members group, which is open to all AMTIL member companies and their employees. This is a way of sharing information only with AMTIL members. If you are an AMTIL member please join the group and be active in the sharing of information, knowledge and opinions. The second LinkedIn group is called the Additive Manufacturing Network. Operated by AMTIL, it is open to anybody interested in additive, 3D printing or digital manufacturing. I am looking forward to making these groups as active as possible over the coming year. Many of you would know that AMTIL operates the Additive Manufacturing Network and a regular bulletin is being sent out to Network members. Membership of this Network is free to join, so for anybody that has an interest in being kept up to date with activities, events and information on 3D printing please join the Network either via LinkedIn or emailing Louise Barnes at lbarnes@amtil.com.au We also have a number of twitter accounts up and running, including: @AMTILCEO, @AMTeditor, @Manufacturelink, @AMN_AUS and @AMTIL_AUS. So if you are inclined to communicate via twitter then you can tweet until your heart’s content. The AMTIL Facebook page has been around for a long time so if Facebook is your go you can “like” the page and get your information via that medium. Finally, of course, there is regular email communication and news that will be sent out each month that will highlight AMTIL events, activities and opportunities so please look out for those as well. We hope that you find the right way to get information from us and look forward to engaging with you throughout 2016. May I take the opportunity to wish you a successful year in whatever you do?

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Make it Cheaper – Have you assessed your power factor?

Is your business as energy-efficient as it could be? AMTIL service partner Make It Cheaper is offering members a Free Health Check to help you maximise your savings. One aspect of saving money is being aware just where savings can be made. However when you’re busy running your own business it can be difficult to find the time to discover just where you can make these savings! This is where we at Make It Cheaper will help you and your business. By simply sending us a copy of your energy bill we can assess your current rates, efficiency, network tariff and power factor. We can negotiate the best rate for your next contract and assess your efficiency all at the same time. We’ve partnered with AMTIL because, just like AMTIL, we want to help you save money on your energy bills so that the dollars saved can be put towards something more worthwhile for the business. One way that we at Make It Cheaper can help reduce your businesses energy outgoings is by analysing the power factor of your business to ensure that your business is using energy in the most efficient way. By doing this and giving you guidance, our team of energy saving experts can really help you to reduce the dollars your business is spending on its energy bills. That’s easy enough for us to say, but what exactly is the ‘power factor’ and what do we use it for? The power factor of your business is really your business’ efficiency marker when it comes to energy use. The power factor is energy measured in KW (real power), KVA (apparent power) and KVAr (reactive power). The apparent power (KVA) is the power that you pay for, and includes the reactive power (KVAr) which is energy that, while you are paying for it, may not actually be giving any benefit to your business. To calculate the power factor of your business, the real power (KW) is divided by the apparent power (KVA) to get a figure up to 1. A ‘perfect’ power factor would be 1 but 0.9 and above is what you want your business’s power factor to be.

The easiest way to understand the power factor is by using a pint of beer as an analogy – now I’ve got your attention! You order a large beer to quench your thirst. That glass of beer has froth on top that does nothing to actually quench your thirst, but you must still pay for it as it is a part of the glass – the froth is the KVAr (reactive power). The beer itself, that does the job of quenching your thirst, represents the kW (real power) and the total contents of the glass – both beer and froth – represent the kVA (apparent power). To gain the full cost-effective benefit from the glass, it must be full of beer with no froth. Moving this back to your business, we calculate the power factor to ensure that ‘real energy’ is maximised and the reactive power is reduced. Power factor correction is the solution we use to minimise these inefficiencies. To discover how Make It Cheaper can help your business, by conducting a bill comparison or analysing your energy efficiency, don’t hesitate to get in touch. All we need is to see a copy of your energy bill and we can do the rest – it really couldn’t be any simpler! Our service is completely free to you and we keep it as simple as possible. We look forward to helping as many AMTIL members as possible to save time and money when comparing their energy needs. Call us now on 02 8880 5523 and speak to one of our experts. Alternatively email a copy of your bill to AMTIL@makeitcheaper. com.au

At your service. AMTIL supports its members through its select range of AMTIL Service Partners. 1252AMTIL

www.amtil.com.au/Membership/Service-Partners

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Amtil Inside

Managing risk: The basics for business owners and directors

Every business has to deal with risk on a daily basis, regardless of size and industry type. Rob Murphy looks at how, with the appropriate insurance, you can manage some of the risks facing your business. Risk management should ensure systems are in place, and well maintained, to ensure that decisions are well thought through, and that internal systems provide legal compliance and reduce the risk of fraud or injury, while understanding and protecting the business core assets. However, all systems are imperfect and the fall-back position that protects business viability is having appropriate insurance. Having the appropriate insurance is essential to managing risk, but my travels and discussions with many SMEs lead me to believe that it is a neglected area, an area that directors have limited knowledge of and often buy a least painful option to meet legal requirements.

Other insurance types include:

A rarely published statistic is that up to 80% of assets will change hands over the next 15 years or so as the baby boomer population retires. For most SMEs a business is the family’s chief asset, but few take the steps to manage risk adequately or develop a cohesive exit plan. While succession/exit planning is out of scope here, it’s worth familiarising yourself with the main insurance types that may provide protection. Independent professional advice should be sought to match insurance needs with individual business circumstances.

• Accidental glass breakage.

Compulsory insurance

• Money in transit/safe/office.

Compulsory insurance for Australian businesses includes:

• Tax audit - covers fees for tax audit or investigation.

• Workers’ compensation – if you employ people (through an approved insurer for your state).

Liabilities protection

• Third-party personal injury – if you own a motor vehicle. • Public liability – for certain types of businesses, e.g. trades such as electrical and plumbing contractors. The minimum level of cover in Australia is $5m. Workers’ compensation will not cover YOU if you are self-employed; you will require accident and illness insurance through a private insurer. If you are classed as an independent contractor you may also require your own accident or illness insurance.

Non-compulsory insurance Various types of insurance are not compulsory, but a business should consider insuring assets, revenue and liabilities as protection against potential risks. As a general rule your business activities will determine the types of insurance you require. For example, is your business factory/office based online or home based? Do you sell products or services? Do you employ people? Are you a sole trader or a company director? This is an important distinction from a liability perspective, you may be liable if liquidity becomes an issue or a law is broken.

Asset protection One of the key assets of your business is YOU, so personal risk insurance should be a consideration for most business owners especially those who have dependants. The common known insurances are: • Income protection insurance – covers part of your income if you can’t work due to illness or accident. • Trauma insurance – provides a lump sum payment if diagnosed with a specified life threatening illness. • Life insurance – provides a lump sum or series of payments to your partner/dependants if you die. • Total and permanent disability insurance – provides a lump sum payment if you are totally and permanently disabled prior to retirement.

AMT Feb/mar 2016

• Motor vehicle. • Building and contents. • Stock deterioration. • Fire and defined events. • Goods in transit. • Property in transit, e.g. tools of trade. • Machinery breakdown.

Revenue protection • Business interruption or loss of profits. • Business key person cover - provides a lump sum payment to cover the revenue of the key person if they die or are unable to work. • Employee dishonesty and fraud.

As a business owner and/or director you may be liable for damages or injuries to another person or property. Although mostly optional, liability insurance cannot be ignored. Types of liability insurance include: • Public liability - protects the business if found liable for negligence. • Professional indemnity - protects professionals against liability such as breach of contract or mistakes during service provision. It can be industry-specific. • Product liability - if you sell, supply or deliver goods, this protects against injury, death, damage etc. as a result of product failure. • Management liability - against legal liability in connection with management of the company. Do you run your business from home? If you do, then be aware that your existing homeowner policy may not cover you – or your clients and staff – in the event of an accident. Many policies don’t cover tools of trade, office furniture and computer equipment used for business unless this has been agreed with the insurer. It pays to read the product disclosure statement (PDS) or check with the insurer to ensure you have the right areas covered. The definition of certain terms such as flood, disasters and terrorism may vary among insurers; NEVER assume. Good advice is essential. You can go directly to an insurer or you can seek assistance from a broker who may deal with a variety of insurers and have knowledge of a wide range of policies. Policies can also be ‘bundled’ to suit your specific business needs. It pays to be informed. Rob Murphy is a Business Adviser with the Commonwealth Government’s Entrepreneurs’ Programme (EP). AMTIL is a partner organisation working with the Department of Industry in the delivery of the EP. www.business.gov.au/EP

ManufactureLink proudly owned and operated by AMTIL

Follow our members on

Go Get linked! Manufacturelink is your directory for all things Manufacturing. processes. services. technology.

1186AMT

Weâ&#x20AC;&#x2122;ve got the link to make it happen. Visit www.manufacturelink.com.au to learn more.

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ANCA and RØDE open up for AMTIL tours AMTIL’s popular program of site tours continued in November, with visits to ANCA and RØDE Microphones. AMTIL’s site tours have been organised to provide insight and inspiration, and ANCA and RØDE offer both of those things in abundance. Both ANCA and RØDE are regularly hailed as exemplifying the very best of Australian manufacturing today, utilising the latest cutting-edge technology and processes to make highvalue-add products that are exported all over the world from right here in Australia. These tours provided visitors with an opportunity to look behind the scenes at two of Australia’s most successful manufacturing companies, and gain some understanding of the factors that drive their success.

ANCA – All-Australian award-winners Founded in 1974, ANCA today is a world leader in the design and manufacture of quality CNC grinding machines and CNC systems, selling to a wide range of industries including aerospace, medical, automotive, electronic, tool manufacturers and even woodwork. Its sister-company ANCA Motion was founded in 2008 to focus exclusively on OEM CNC applications. In late November, ANCA added to an already long list of honours when it took home the Australian Exporter of the Year prize at the 53rd Australian Export Awards. On 10 November ANCA opened its doors to more than 40 visitors who had joined the AMTIL tour of its modern 14,000sqm facility in Bayswater, Victoria. Those in attendance were able to experience first-hand how ANCA’s CNC equipment – worth between $200,000 and $1m – are designed and manufactured. The event began with an informative talk from Group CEO/Director Grant Anderson about ANCA, its history, its current position and its future plans. Then the tour itself got underway, in groups led by Anderson and ANCA Co-founder and Director Pat Boland, among others. The tour took in the entire production process, from research & development through to the final quality checking of the finished machines. There was also a chance to see what goes on at ANCA Motion, housed in a separate building just across the road from ANCA’s main factory.

RØDE Microphones – Wired for success RØDE is a globally respected designer and manufacturer of world-class audio microphones, related accessories and audio software, exporting to more than 100 countries and over 4,000 retailers. From humble beginnings in the 1990s, it today produces more than half a million microphones a year, which used in studio and location sound recording as well as live sound reinforcement. A focus on robotic automation has allowed RØDE to keep its manufacturing operation proudly located in Australia. Around 30 people attended RØDE’s facilities in Silverwater, NSW, on 11 November to join AMTIL’s tour. They were welcome by Peter Freedman, RØDE’s charismatic Founder and Managing Director, who gave an entertaining talk about the ups and downs that the company has faced on its journey to where it is today. During the 90-minute tour of the RØDE facility, visitors got to see RØDE’s impressive line-up of custom automated manufacturing systems and high-tech CNC equipment. In addition they were shown the company’s brand new anechoic chamber, its industryleading test and measurement equipment, and its state-of-the-artautomated ceramic paint line. There was also a chance to see the company’s new product development, R&D facilities, and its global distribution hub. “The visits to ANCA and RØDE Microphones were both great successes, as have been all of the site tours AMTIL has run in 2015,” said Kim Warren, AMTIL Events Manager. “These tours are an excellent opportunity for Australian manufacturers to learn from and share information with their peers. I’d like to thank all the companies and organisations that opened their doors to host tours.” AMTIL will be holding more site tours as we move into 2016. Keep an eye on our events page for more information. www.amtil.com.au/events

Golf Day for AMTIL

AMTIL members gathered at Riversdale Golf Club in Mount Waverley, Victoria, on 4 December, for our annual Corporate Golf Day & Christmas Lunch. The day offered an opportunity for members to relax and unwind, catch up with old friends and network with new contacts, as well as engaging in some good-natured, yet fiercely contested, competition. With prizes handed out in a variety of categories, most people didn’t have to go away empty-handed. The main trophy in the golf went to a team comprising AMTL Board Members Pat Boland, Saxon Fletcher and Mark Dobrich, as well as our CEO, Shane Infanti. “Finally, after 15 years coming to these things, I’ve managed to get my hands on that trophy,” said Shane. “I knew the Board must be good for something. But joking aside, it’s been a great day. The Golf Day is one of the highlights of our year at AMTIL and we hope the members enjoy it.”

AMTIL’s Corporate Golf Day & Christmas Lunch was made possible thanks to the support of its sponsors. These were: Klugo Group – Major Sponsor • Network Insurance Group – Golf Balls • Wadeson IP – Golf Accessories • Harry the Hirer – Golf Cart Drinks • Dimac Tooling – Longest and Straightest Drive • Transways Logistics – Nearest the Pin • CSIRO – Winners trophies. The Golf Day was one of a string of Christmas events organised by AMTIL across the country to celebrate the festive season. Members in New South Wales attended a Christmas dinner on 1 December at Ribs & Rumps in Parramatta. This was followed on 11 December by a lunch for our Queensland members at Ribs & Rumps in Fortitude Valley. www.amtil.com.au/events

AMT Feb/mar 2016

Australian Manufacturing Technology Institute Limited

Keeping it Simple. One Membership, Many Benefits.

connect.inform.grow. MeMbershIp pAckAges AvAILAbLe AMTIL membership for companies, individuals and supporters within the precision engineering and advanced manufacturing sector. For more information visit www.amtil.com.au or contact corporate services Manager greg chalker on 03 9800 3666 or gchalker@amtil.com.au

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Industry Calendar

Please Note: It is recommended to contact the exhibition organiser to confirm before attending event

INTERNATIONAL PUNE MACHINE TOOLS SHOW (PMTS) India, Pune 19-21 February 2016 Showcase of engineering, machine tools, automation & automotive technology. Designed to present the entire spectrum of developments in the machine tools sector. www.kdclglobal.com/pmts-2016-overview. php

Fastener Fair Turkey Turkey, Istanbul 30-31 March 2016 Covers the complete range of industrial fasteners and fixings, construction fixings, assembly and installation systems, fastener manufacturing technology and storage and logistics services. www.fastenerfairturkey.com

METAV Germany, Dusseldorf 23-27 February 2016 Metalworking technologies focussed on creation chains involved in production, CAD/ CAM through to automation, machine tools and production systems, high-precision tools, automated material flows, computer technology, industrial electronics and accessories. www.metav.de

Modex USA, Atlanta 4-7 April 2016 Latest manufacturing and supply chain equipment and technologies (includes inventory management, material handling, dock and warehouse equipment/supplies and automatic identification equipment) www.modexshow.com

5th China International Industrial Robot Exhibition China, Tianjin 9-12 March 2016 1300 corporations from more than 20 countries and regions participating in this international robotic exhibition. http://en.chinacire.com.cn AmCon Design & Contract Manufacturing Expo USA Orlando: 8-9 March, 2016 Dever: 12-13 April, 2016 Kansas City: 3-4 May, 2016 Phoenix: 24-25 May, 2016 www.amconshows.com St Petersburg Technical Fair Russia, St Petersburg 15-17 March 2016 Specialised industrial exhibitions for metallurgy, metalworking, machine building, machine tool industry, drives/compressors and industrial innovations which showcases the full production chain. Claimed to be analogous to Germany’s Hannover Messe. http://en.ptfair.ru/en MECSPE Italy, Parma 17-19 March 2016 Eight concurrently-running trade shows (featuring machine tools, sheet metal working, dies/moulds, heat treatment, metrology, automation and logistics) and a dedicated 3D Printing Hub. Features thematic avenues, squares of excellence and working isles. www.senaf.it/MECSPE Fabtech Canada Canada, Toronto 22-24 March 2016 Fabricating, metal forming, welding, and finishing event. Includes education programs with targeted technical, operational, economic, and managerial sessions. http://fabtechcanada.com

AMT Feb/mar 2016

MTE Arabia Saudi Arabia, Dammam 4-7 April 2016 Machine tool & machinery exhibition. Includes CNC and CMM machines, steel fabrication machines/tools, metrology, automation, welding. www.mtearabia.org

Die & Mould India International Exhibition India, Bangalore 6-9 April 2016 Includes all ancillary materials, equipment, accessories, consumables, services & automation covering the die & mould industry www.tagmaindia.org EXPOMAQ Mexico, León 12-15 April 2016 Mexican international machine tools exhibition. Guest country: Germany - a cross-section of the German machine tool industry and includes a special presentation “German High Tech in Metal Working”. http://expomaq.org.mx SIMTOS South Korea, Goyang 13-17 April 2016 Includes turning, milling, boring, grinding, gear-cutting,metal forming machines, CNC, automation, inspection/measurement etc. www.simtos.org/Intro.do

Mechanical Engineering Belarus 5-8 April 2016 Specialised exhibition of machine building products, industrial equipment, manufacturing technologies, machines and tools. http://minskexpo.com/english/ mashinostroenie

Intermold/Die & Mold Asia 2016 Japan, Osaka 20-23 April 2016 Metal stamping technology exhibition. Includes parts-manufacturing and surface treatment, additive manufacturing, moulds, metal machine/cutting tools, accessories, plastic forming machines, software, automation. www.intermold.jp

Metal Japan Japan, Tokyo 6-8 April 2016 Includes Sheet metal working machines (bending, cutting, welding, deflashing). Concurrent shows: Plastic Japan; Filmtech Japan; Ceramics Japan; Finetech Japan (Flat Panel Display Technology); Photonix 2016 (Laser & Photonics). www.metal-japan.jp/en

Hannover Messe Germany, Hannover 25-29 April 2016 Lead theme of 2016: Integrated Industry – Discover Solutions. Includes wide range of themes and exhibits – R&D, industrial automation, IT, industrial supply, production engineering and services, energy and environmental technology. www.hannovermesse.de/home

Vietnam Manufacturing Expo Vietnam, Hanoi 6-8 April 2016 Includes Machine Tools for metal processing (Boring, drilling, grinding, finishing machines), metrology, 3D, welding, automation, CNC, plastics processing. Co-located with Sheet Metalex. www.vietnammanufacturingexpo.com MACH 2016 UK, Birmingham 11-15 April 2016 Biennial premier manufacturing technologies event, dealing specifically with engineeringbased manufacturing. Features new zones, innovative technologies and a vibrant seminar program. www.machexhibition.com

MTA Hanoi Vietnam, Hanoi 26-28 April 2016 Precision engineering, machine tools and metalworking exhibition http://mtahanoi.com/en/home Metal & Steel Saudi Arabia Saudi Arabia, Riyadh 1 – 4 May 2016 Steel fabrication and metallurgy event, co-located with Fabex. Includes the first International Steel Conference in Saudi Arabia. www.metalsteelsa.com IMTS USA, Chicago 12-17 September 2016 Held every two years. Premier manufacturing technology show in North America. Over 2000 exhibitors and more than 15,000 new machine tools, controls, computers, software, components, systems and processes. www.imts.com

Industry Calendar local LNG18 Perth 11-15 April 2016 18th international conference & exhibition on liquefied natural gas. Features the largest number and highest level of LNG industry leaders worldwide as plenary speakers. For the first time the CEOs from Shell, Chevron and Woodside will jointly open the plenary program “The Transformation of Global Gas. www.lng18.org Mining & Engineering Western Australia Perth Convention and Exhibition Centre 3 – 5 May 2016, Biennial mining industry exhibition & conference focussing on the unique needs, challenges and opportunities facing WA’s mining industry www.miningandengineeringwa.com.au National Manufacturing Week Sydney Showground 11-13 May 2016 Fully integrated annual manufacturing exhibition showcasing the latest products and constantly evolving technologies in the expanding manufacturing market. www.nationalmanufacturingweek.com.au

Queensland Mining & Engineering Exhibition, Mackay Showground 26 – 28 July 2016 Includes latest mining products, technologies & services. www.queenslandminingexpo.com.au Sydney Boat Show Sydney, Darling Harbour & Glebe Island 28 July – 1 August 2015 The largest recreational marine event in the southern hemisphere www.sydneyboatshow.com.au Land Forces 2016 Adelaide Convention Centre 6-8 September 2016 Australia’s premier land defence exhibition and a leading land defence forum for Australia, Asia and the Indo-Pacific region. An international industry exposition to showcase equipment, technology and services for this region. Includes conferences and seminars. Showcase for manufacturers, systems integrators, maintenance and logistics specialists. www.landforces.com.au

Advertiser Index Alfex CNC 18-19 ADFOAM 27 AMTIL AMT 39, 59 AMTIL Entrepreneurs’ Programme 29 AMTIL Hotspots 91 AMTIL ManufactureLink 117 AMTIL Membership 119 Applied Machinery 37 BAC Systems 107 Blackfast 57 BOC 11 Complete Machine Tools 41 Compressed Air Australia 23 DNA Enginering 113 ECI Solutions 21 Fuji Fasteners 109 Guhring 17 Hare & Forbes 9 Headland 124 Hi-Tech Metrology 65 IMTS 53 Industrial Laser 15 ISCAR 2-3 JODEK P/L 108 LMC Laser 85 Machinery Forum 123 Mastercut Technologies P/L 110 MTI Front Cover, 49, 89 Okuma 7 OSG Tooling 4-5 Raymax 13 Reed Exhibitions 25 RMIT 67 SECO Tools 69 TRJ Engineering P/L 112 Ultimate Lasers P/L 111

Your Industry. Your Magazine.

Feb mar

Australian Manufacturing Technology

AEROSPACE & DEFENCE Our main feature look at the developments and trends that are creating opportunities and driving growth for manufacturers in the fields of aerospace and defence. National Manufacturing Week Sydney

TRANSPORT & LOGISTICS ROBOTICS & AUTOMATION QUALITY & INSPECTION

Advertise in Australia’s No. 1 precision and manufacturing magazine

WELDING

Call Anne Samuelsson of AMTIL on 03 9800 3666 or email asameulsson@amtil.com.au

FORMING & FABRICATION

CUTTING TOOLS MATERIAL REMOVAL

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history

Big wheels & little wheels – the story of Sir Laurence John Hartnett (1898 – 1986)

Part 11

Taking a liking to the Vikings UK-born Sir Laurence Hartnett arrived in Australia in 1934. The visionary Sir Laurence became known as Australia’s ‘Father of the Holden’. But the Australian odyssey is yet in the future. Laurence must first help set-up shop with the launch of General Motor’s latest “baby” in Sweden. The year is 1927.

t was September 1927 when I received a cable from General Motors saying: “Approved establishment of an assembly plant Stockholm, Sweden. You are appointed sales manager. Report to Bill Mougey, Stockholm, soon as possible. Good luck.”

The same Bill Mougey who had been GM’s field man in the Far East when I was with Guthrie’s in Singapore. This was wonderful news! Bill, tall, thin and smiling, was waiting for me when I reached Stockholm on a cold, grey day in early October. He was the managing director of the latest “baby” of the GM family: General Motors Nordiska AB. “This is the deal, Larry,” he said, as we settled down inside the warmth of my hotel. “You and I are starting this Swedish operation from scratch and our territory includes Finland. We’ve been given a reasonable finance appropriation and we’ve got to start an assembly plant, build the factory, appoint dealers, and make the whole thing tick. It’ll mean a lot of work, but it’ll be a lot of fun too.” Bill was right on both counts; the assignment was the greatest challenge either of us had ever had. I didn’t know one word of the language nor anything about the country.

The Swedes had just opened a new canal in Stockholm: the Hamerbyladen, cut through solid rock. We bought several acres of land beside the new canal, and started to get the drawings and contracts prepared for the new factory and office buildings. In Scandinavian countries you can’t start to build until the thaw sets in. But all through the winter our contractors prepared the ground by blasting out foundations in the rock and getting everything teed up. All the material was ready when the thaw came in March, and we worked almost around the clock to get the buildings up. I still don’t know how the Swedes did it, but the buildings (all-steel, prefabricated) were finished and the first cars were rolling out of the factory gates in May. The car and truck components came over in crates from America in CKD (completely knocked down) form, and our task was to assemble them, incorporating some locally made items, and to sell them through a dealer organization throughout Sweden and Finland. What a wonderful experience it was! We had virtually no instructions from New York and no one came over from America to breathe down our necks. And how we got things moving! By mid-1928, we had 1,100 people on the payroll, all Swedes. We had set a production and sales target of 8,000 assembled cars for the first year for Sweden and Finland. Our planning worked so

well and our Swedes laboured so diligently that we produced the 8,000 - and 7,000 more - in the first year: a total of 15,000 cars assembled and sold in our first twelve months. I was lonely without my wife Gladys and our new baby, Maureen. So - without telling me - Gladys booked on an old London-toGothenberg ship, the Saga. A fearful storm was raging in the North Sea. And the Saga, with Gladys and Maureen on board, was in the middle of it. The ship took a terrible battering and was thirty-six hours late. I found them both in their cabin looking ghastly. With the aid of the British Embassy, I called in an English-speaking doctor. He examined them and told me, gravely, “I think we might save your wife, but I am afraid the baby will die.” I was terribly shocked. I told the grim news to my secretary, a wonderful Swedish woman, and then prepared for a long period of absence. When I reached my apartment, I found a bearded Swedish doctor with my wife. He told me he was a child specialist and had heard of my troubles. In excellent English he informed me he was the king’s physician and he would be happy to do everything he could to save my wife and baby. Day after day, he made personal calls. Gladys responded to his treatment, but the baby couldn’t keep any food down. She grew weaker all the time. The doctor tried many different kinds of food, hoping to find one that she could retain. Eventually he found the right one, and she began to pick up. She was still very weak, but he saved her. When I asked for his account, he produced one for five kroner about five shillings. Before I could protest, he said. “It is my pleasure to do something for an Englishman. I spent several years at Guy’s Hospital in London learning medicine from English doctors. Before that I had failed repeatedly at Stockholm’s medical school. Now I am a physician of standing. I owe so much to England. This is an opportunity to show my gratitude. It has given me much pleasure to have helped your wife and baby back to health.” Is it any wonder I have an enduring affection for the Swedes? Ahead of me now was a hectic period of travel throughout Sweden and Finland - countries that were completely new to me, whose languages I could not speak.

To be continued… Above: GM commemorative 1928 Swedish medal depicting a Viking and American Indian with GM Nordiska factory, Stockholm, in the background.

This is an extract from ‘Big Wheels & Little Wheels’, by Sir Laurence Hartnett as told to John Veitch, 1964. © Deirdre Barnett.

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