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A 99 MEDIA PUBLICATION
VOLUME 12
ISSUE 08
April 2013
PRICE 100
Management & strategy
5 essential eleMents of decision Making right decision Making needs a systeMatic approach pg 44 cover story
DOWNTIME REDUCTION predictive Maintenance prevents untiMely breakdowns pg 16 cables & wires
Delivering
Superior Value for Money Managing business processes delivering positive effects on society and environMent pg 20
R. Ramakrishnan
Vice Chairman, Joint MD & Group CEO Polycab Wires
editorial Vol. 12 | Issue 08 | april 2013
Managing Director: Dr Pramath Raj Sinha Printer & Publisher: Kanak Ghosh Editorial Group Editor: R Giridhar Managing Editor: P K Chatterjee (PK)
P. K. Chatterjee (PK) editor@industry20.com
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Additive Manufacturing
he world of 3D printing technology is growing at a rapid pace. Beside the companies and institutes, individual enthusiasts are also working to make the technology more economic and enriched. Alternatively known as ‘additive manufacturing,’ this technology holds a great potential to drive the manufacturing operations greener by reducing manufacturing wastes to a great extent. Also, it has a consequent potential to reduce carbon footprint by bringing down the need for long distance transportation of products. Since its inception in 1980s, though the technology was mostly kept at a bay as an expensive way of manufacturing, its development process continued subduedly. Of late, its true potentials are being reviewed from an altogether different angle. The method, which was sparingly used for anything but rapid prototyping, is now being visualised as a potential solution against the labour intensive production processes. It has reached the point, wherefrom an image of a factory full of 3D printers can be visualised. It’s undeniable that many challenges are yet to be addressed to make additive technology a perfect substitute for the subtractive ones. As diplomatic
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strategies are now being linked with the development of this technology, as evident from the recent developments in the USA, the dream will come true soon. The US government is investing $70 million into a private-public consortium of 3D printing experts based out of Youngstown, Ohio, and President Obama says, “This institute will help make sure that the manufacturing jobs of tomorrow take root not in places like China or India, but right here in the United States of America. That’s how we’ll put more people back to work and build an economy that lasts.” So, the bell of the new economic war game has started ringing, and this is the high time for the Indian manufacturers to start taking serious interest in embracing and further customising this technology. Additive Manufacturing Society of India (AMSI) has started to educate and promote the latest developments and applications in this field among the Indian manufacturers. Some of our engineering R&D institutes too are working in this field. However, so far the focus has gone mostly towards making the technology more affordable and versatile. But with the changing scenario, we need to step forward with a focus on three points, namely innovation in design, speed and affordability.
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contents departments Editorial..................................................02 Advertisers’ Index..................................04 Industry Update.....................................06 Techwatch.............................................. 14 Event Report..........................................46 Product Gallery...................................... 47 Business Index.......................................48
advertisers’ index PTC ........................................................FC
cover story 16 Downtime Reduction
Accenture..............................................IFC NBC........................................................ 01
Today’s predictive asset maintenance systems uncover patterns that point to future asset failure, in advance. Timely addressing the budding causes of failure, manufacturers can save unwanted downtimes.
Rockwell.................................................03
Cover Design: Atul Deshmukh Photo Credit: Jiten Gandhi
HP.......................................................... BC
market scenario
26 L ocation Decision Making
10 Top Technology Trends in IT
Incentives are often available in locations that have to compensate for negatives…
Information is one of the forces changing the way business is done...
cables & wires
design & optimisation
20 Success Mantra: a strong vision with excellent execution “We intend to make Polycab a strong
28 Designing a Power Plant
Zenith Computers..................................05 Microsoft.............................................. IBC
38 6 Major Warehouse Challenges
An efficient WMS can address all the emerging challenges in warehouses...
Visualisation allows faster client approvals reducing design time...
brand, a great organisation...”
32 3 Strategic Steps for Effective Lubrication in Plants Are you aware of the fact that lubrication needs a proper strategy?
R. Ramakrishnan Vice Chairman Joint MD & Group CEO, Polycab
Challenges & Solutions 23 10 Common Causes that Damage Ethernet Cables If the communication fails in an industrial system, there may be a big economic loss...
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Green Manufacturing
Quality & Innovation
33 A New Ray of Hope to Address Wastewater Pollutants
40 Reducing Development Time
Caffeinated bacteria may help with waste decontamination...
34 Automotive Connectivity Vehicular pollution is one of the major menaces to our environment...
Siemens PLM helped a firm reduce development time drastically...
Control & automation 42 Powering Growth A company grew its business with a software and a CNC machine...
Supply Chain
Management & Strategy
37 5 Steps for Selecting Partners Select the best-fit partner by seeing
44 5 Elements of Decision Making Are all your business decisions based
them in action...
- technology management for decision-makers
on logic and information?
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industry update Mining leaders to discuss safety standards
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ining companies operate in risky environment and deal with hazardous materials on daily basis, thus they are prone to risks involved due to accidents and hazardous environmental barriers. Fleming Gulf is back with 2nd Latam Health, Safety and Rescue Operations in Mining, which will be held on June 12 to 13, 2013 at Rio De Janeiro - Brazil. This forum aims to elevate safety and security measures, and set standards for rescue operations for minimising risks, and urging this sector to optimise its potential. It also brings forth a platform to discuss, understand, analyse and enhance the importance of health, safety and rescue operations in mining industry.
Autodesk releases new solutions
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utodesk has unveiled its new Digital Prototyping software targeting to offer manufacturers — an unprecedented access to the Autodesk portfolio — spanning the desktop and cloud — to more efficiently design, build and deliver better products faster, and at reduced costs. The Autodesk 2014 Design Suites portfolio will provide designers and engineers with a complete set of tools and cloud services to simplify and streamline design, visualisation and simulation workflows from product development through delivery. Additionally, Autodesk’s 2014 Simulation Software portfolio will deliver a faster, more accurate and highly flexible approach to predicting, optimising and validating designs early in the design process.
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IR opens up new manufacturing facility
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ngersoll Rand (IR) has recently inaugurated its greenfield manufacturing facility in Mahindra World City, near Chennai. Talking about the new manufacturing facility, Venkatesh Valluri, Chairman and President, Ingersoll Rand India said, “India is a strategic market for Ingersoll Rand globally. With an established presence of around 100 years in the Michael W. Lamach, Chairman & CEO, Ingersoll Rand, during inauguration of the new manufacturing facility country, the new facility is part of the company’s overall growth strategy to drive ‘technology innovation’ and product development’ to serve local and global markets. Ingersoll Rand remains committed to indigenously manufacturing solutions driven by innovation. With this inauguration, we continue to commit to providing sustainable and energy efficient solutions in India.” “Our operations in India are a prime example of Ingersoll Rand building on its existing leadership and combining that with focused investments. With its proximity to the local market, this state-of-the-art manufacturing facility epitomises our global strategy to manufacture products that will serve the growing demands of both domestic and international markets,” said Michael W. Lamach, Chairman and Chief Executive Officer, Ingersoll Rand.
Whirlpool takes GreenDust’s service
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hirlpool, the home appliances manufacturer, has recently appointed GreenDust to manage its end-to-end reverse logistics process. “We are happy that a major and progressive brand like Whirlpool has the foresight to recognise that the strength of any supply chain is the strength of its weakest link, and in most cases reverse logistics tends to be that weak link,” said H. Chaturvedi Founder and CEO of GreenDust. Proper reverse logistics management can create immediate, quantifiable and measurable results that can act as a catalyst for growth, particulalry in slow economic times; Hitendra Chaturvedi, Founder & M.D., Green Dust Pvt. Ltd. otherwise too, in any developing nation, managing reverse logistics is a big challenge. These results include creating predictable cash flow, reducing returns management costs, increasing sales margins, generating higher asset recovery, avoiding channel conflict, reducing leakage, getting business intelligence on trends in returns and product faults, and most importantly, complying with e-waste regulations.
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AISATS gets award from Indian Chamber of Commerce
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ir India SATS Airport Services (AISATS) was awarded ‘Air Cargo Terminal Operator of the Year’ by the Indian Chamber of Commerce, for the second consecutive year. The annual award ceremony was graced by several dignitaries such as Union Railway Minister - Pawan Kumar Bansal, Minister of State for Road Transport and Highways - Dr. Tushar A. Chaudhury and Secretary Ministry of Shipping - P. K. Sinha. The Indian Supply Chain and Logistics Excellence Award is an annual award of the Indian Chamber of Commerce (ICC) – which evaluates the nominees on the basis of their range of services, operational performance, customer satisfaction and adoption of information technology. The award recognised AISATS for its best-in-class Air Cargo Terminal at the Bengaluru International Airport on
the basis of ten key parameters, such as range of specialised and value-added services, IT and EDI system, customer satisfaction and responsiveness, security management, energy conservation and innovation, amongst others. On receiving this award, Willy Ko, CEO of AISATS said, “We Henry Christopher, Senior VP, Cargo operations Bangalore, AISATS is at AISATS constantly receiving the award. endeavour to set new benchmarks of excellence in every accept the award in recognition of our aspect of our operations. This honour contribution to the industry. AISATS for the second consecutive year is a will continue to focus on delivering testimony to our consistent and reliable operational excellence, and adopting services. We thank the Indian Chambest practices to benefit our customers ber of Commerce and feel privileged to and the industry as a whole.”
Bitzer expands service in India
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ith a view to ready itself for the market – which is anitcipated to experience exponential growth due to the envisaged setting up on the cold chain for the transportation and sale of agricultural products, as well as the opening up of foreign investment in retail, Bitzer plans to expand its owned and operated ‘Green Point’ (LtoR) H. Bhatia, GM (Sales) and Rob de Bruyn, MD, Bitzer India; with M. Loistl, Director Marketing Bitzer Service Centres at Mumbai and Delhi to Bengaluru. The new centre will be opened by April 2013. In addition, the centre will be having resident sales managers at Bengaluru, Chennai and Kolkata. Bitzer has been present in India since 2007 through its (100 per cent) owned subsidiary - Bitzer India Pvt. Ltd. The company supplies compression products to major OEMs in India, like Blue Star, Voltas, CIAT India, Climiveneta, Motherson Group, Panasonic India, Ingersoll Rand and Reynold India. In addition, it serves clients like Bharat Petroleum Corporation Limited (BPCL), Indian Oil, Reliance Industries and Maruti Suzuki India Limite (MSIL), through its offices in Mumbai and New Delhi.
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industry 2.0
KSB supplies pumps to Indian power station
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y November 2014, Frankenthal-based (Germany) pump manufacturer KSB Aktiengesellschaft will supply 16 pumps for the supercritical power plant being built by the national energy authority, India. The contract includes delivery of four large turbine-driven duty pumps, four smaller start-up and stand-by pumps driven by electric motors, and eight booster pumps. The duty pumps’ maximum flow rate is 1,265 cc per hour. The highest head as per project specifications is around 3,675 metres, and the operating temperature is 190 degrees Celsius. The maximum input power of one of the turbine-driven boiler feed pumps ranges at 13,200 kilowatt.
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industry update Australian firm adopts Intergraph’s P&ID solution
Power cuts affect manufacturing growth 50 = no change on previous month, S.Adj.
Increasing rate of growth
C
65 60 55
45 Increasing rate of contraction
40
2006
2007
2008
2009
2010
2011
2012
Source: Markit, HSBC.
50
HSBC India Composite Output PMI
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ersistent power cuts held back India’s manufacturers in March 2013. Though conditions improved, the seasonally adjusted HSBC Purchasing Managers’ Index (PMI) was 52.0, the lowest figure for 16 months, and down from 54.2 in February. Leif Eskesen, Chief Economist for India and ASEAN at HSBC, said: “Manufacturing activity lost momentum in March, with output growth slowing notably on the back of a deceleration in new orders and power outages.” Manufacturers had run down their stock levels to meet demand ─ because power cuts caused disruption to day-to-day production schedules. However, output still increased, albeit modestly. “This suggests that output could get a lift in coming months as inventories are replenished. Encouragingly, input and output price inflation eased,” Eskesen commented.
RBC Bearings takes over WPA
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BC Bearings, an international manufacturer of highly-engineered precision plain, roller and ball bearings for the industrial, defence and aerospace industries, has acquired Western Precision Aero (WPA) for approximately $2.6mn. WPA is a manufacturer of precision components and gears for the aerospace and industrial markets. Dr. M. J. Hartnett, Chairman and CEO, RBC Bearings, said, “The addition of WPA’s unique and complimentary products and processes to our portfolio will increases the breadth of our current offerings.”
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lough, an engineering and project services company of Western Australia has selected Intergraph SmartPlant P&ID Engineering Integrity to boost safety, quality and productivity in design. This solution will enable Clough to automate many manual validations of piping and instrumentation diagrams (P&IDs) against best practice engineering rules, safety practices and clientspecific standards for improved technical design quality. “We are continuously looking to establish engineering best practices for our work processes, and SmartPlant P&ID Engineering Integrity will help us eliminate the manual P&ID checking process for significant time and cost savings. This unique Intergraph solution ensures we maintain high-quality P&IDs, and when handed over to owners, they meet all operational needs of the project. SmartPlant Enterprise solutions have always delivered great value to our projects, and we are fully confident that SmartPlant P&ID Engineering Integrity will drive continued success,” said Paul Rushton, Ggeneral Manager of Engineering at Clough.
Schneider appoints new MD for India
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chneider Electric has pany in alignment with the recently appointed synergies and vision of the Anil Chaudhry as the Schneider Electric Group. Managing Director The energy efficiency and Country President, and energy management Schneider Electric India. domains are witnessing Chaudhry succeeds new momentum with eveOlivier Blum. rything becoming moniCommenting on his tored, controlled and more new role, Chaudhry said, efficient. I intend to work “I am equally pleased to closely with stakeholdAnil Chaudhry, Managing be taking on the new role ers within and outside to Director and Country President, of Country President and help continue the growth Schneider Electric India MD, Schneider Electric momentum of Schneider India. It is a vibrant opportunity, and I Electric India in the incredibly dynamic am looking forward to guiding the comand important market that India is.”
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Danfoss displays its dairy solutions
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ecently at the IIDE Indian Dairy will reach its 2013 in Mumbai, potential growth. Danfoss Danfoss Industries showrecognises this need and cased their expertise in has brought forth innovadairy products preservative and energy efficient tion. The company exhibproducts to ensure excelited an innovative range lent storage of dairy prodof products including One ucts. This in turn, will aid Gear Drive, Refrigeration in operational efficiency Drive, Harmonic Filter, and better food security Optyma Slim Pack Conby reducing wastage,” densing Unit and Indussaid Rajesh PremchanRajesh Premchandran, Director dran, Director of Refrigtrial Refrigeration Line of Refrigeration and AirComponents. eration and Air-conditionconditioning, Danfoss India “Since India is a promiing, Danfoss India. nent player in the global dairy indusIn a concurrent event, 41st Dairy try, we have a responsibility to provide Industry Conference, Danfoss presentexcellent infrastructure to ensure that ed a session on its dairy solutions.
Finolex starts production of PVC pipes at Masar plant in Gujarat the company has two manufacturing plants. “Friendly industrial environment in the state of Gujarat prompted Finolex Industries to set up a Plant for the first time outside Maharashtra. The plant is strategically located to cater to the dynamic and ever growing agriculture and real estate market of not just Gujarat but also Northern states,” said (LtoR) Prakash Chhabria, Executive Chairman and Saurabh Dhanorkar, Managing Director, Finolex Industries Prakash Chhabria, Executive Chairman, Finolex Industries. inolex Industries has commenced According to him, the first phase of commercial production of PVC pipes the Masar plant has added to the proat its manufacturing plant at Masar, duction capacity of PVC pipes by about near Vadodara in the State of Gujarat. 30,000 tons per annum (TPA). When The company had entered into a MOU the second phase will get commissioned with Government of Gujarat during during FY 2013-2014, the total capacity Vibrant Gujarat 2011 Summit for setadded by the plant will be 50,000 TPA. ting up this plant at an investment of The company’s total aggregate proapproximately Rs 100 crore. duction capacity across its three ultraThe plant is set up on an area of modern plants; viz one each at Pune around 29 acres and will go into proand Ratnagiri in Maharashtra and this duction in two phases. third one at Masar in Gujarat will reach This is the first plant of Finolex over 200,000 TPA –when the second Industries outside Maharashtra, where phase is commissioned.
F
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industry 2.0
Logistics market experiences subdued demand
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BRE’s recently published “India Logistics Market View Report H2 2012,” states that the logistics market in India witnessed restrained demand in H2 2012 on the back of continuing global and domestic uncertainty in the economy. Compared to the previous review period, transaction closures were limited in the H2 of 2012. However, the general sentiment across the sector continues to be positive. Going forward, as the economic sentiment improves and occupiers begin expanding their footprint across the country, demand levels (and consequently absorption) are expected to rise gradually across most leading logistics and warehousing hubs of the country. During the review period, most of the leading logistics markets continued to observe strong occupier preference for Built-toSuit (BTS) facilities. Additionally, contribution by foreign investors through mergers and acquisitions and private equity funds is expected to enhance the growth of this sector in the near future. Commenting on the findings of the report, Anshuman Magazine, Chairman and Managing Director of CBRE South Asia Pvt. Ltd., said, “The prevailing economic uncertainty in the global and Indian economy continues to affect all sectors, including the Logistics Market in India. On the other hand, the Government of India continues to give impetus to this important sector by implementing various reforms. This coupled with an expected revival in the economy will help the sector in the long run.” *CB Richard Ellis renamed as CBRE
South Asia Pvt. Ltd.
- technology management for decision-makers | april 2013
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market scenario
Technology in Information Trends Infrastructure I With the rapid and continuous development in the field of Information Technology (IT), and its varied applications in business, the traditional ways of doing businesses are finding radical facelifts. However, in this era of information dominated business, the role of information governance is becoming increasingly important. 10
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nformation technology research and advisory company, Gartner has identified some of the top technology trends that will play key roles in modernising Information Management (IM) in 2013 and beyond. According to Gartner, these will make information governance much more essential than ever before. “Information is one of the four powerful forces changing the way business is done. Significant innovation continues in the field of Information Management (IM) technologies and practices driven by the volume, velocity and variety of information, and
- technology management for decision-makers
the huge amount of value — and potential liability — locked inside all this ungoverned and underused information, said Regina Casonato, Managing Vice President at Gartner. However, the growth in information volume, velocity, variety and complexity, and new information use cases, makes IM infinitely more difficult going forward than it has been in the past. In addition to the new internal and external sources of information, practically all information assets must be available for delivery through varied, multiple, concurrent and, in a growing number of instances, real-time
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Top
channels and mobile devices. All this demands the ability to share and reuse information for multiple context delivery and use cases. More importantly, it demands new skills and roles. The top technology trends impacting information infrastructure in 2013 include:
Big data
Gartner defines big data as highvolume, high-velocity and highvariety information assets that demand cost-effective, innovative forms of information processing for enhanced insight and decision making. Big data warrants innovative processing solutions for a variety of new and existing data, to provide real business benefits, but processing large volumes or wide varieties of data, remains merely a technological solution, unless it is tied to business goals and objectives. New forms of processing are not necessarily required, nor are new forms of processing always the least expensive solution (least expensive and cost-effective are two different things). The technical ability to process more varieties of data in larger volumes is not the payoff. The most important aspects of big
data are the benefits that can be realised by an organisation.
Modern information infrastructure
IM is a discipline that requires action in many different areas, most of which are not technology specific. Central to success is an enabling technology infrastructure that helps information producers and information consumers organise, share and exchange any type of data and content, anytime, anywhere. This enabling technology infrastructure is what Gartner calls a modern information infrastructure. Because it must support a wide range of information use cases and information types, it is essential that information infrastructure be viewed as strategic, so that a vision to develop it in a cohesive and aligned way over time is possible. Organisations that establish a road map for this type of cohesive, application-independent and information-source-independent set of IM technology capabilities are best placed to achieve longterm Enterprise IM (EIM) goals.
Semantic technologies
Semantic technologies extract meaning from data, ranging from
quantitative data and text, to video, voice and images. Many of these techniques have existed for years and are based on advanced statistics, data mining, machine learning and knowledge management. One reason they are garnering more interest is the renewed business requirement for monetising information as a strategic asset. Even more pressing is the technical need. Increasing volumes, variety and velocity — big data — in IM and business operations, requires semantic technology that makes sense out of data for humans, or automates decisions.
Logical data warehouse
Data Warehouse (DW) architecture is undergoing an important evolution, compared with the relative stasis of the previous 25 years. The DW is evolving from competing repository concepts, to include fully enabled data management and information processing platforms. These new warehouses force a complete rethink of how data is manipulated, and where in the architecture each type of processing occurs that supports transformation and integration. It also introduces a governance model that is only loosely coupled with data models and file structures, as opposed to the very tight, physical orientation used before.
NoSQL DBMSs
Modern information infrastructure
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NoSQL DBMSs — key-value stores, document-style stores, and table-style and graph databases — are designed to support new transaction, interaction and observation use cases involving Web scale, mobile, cloud and clustered environments. Increasing adoption and growing customer demands have opened up a significant gap
industry 2.0
- technology management for decision-makers | april 2013
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market scenario
In-memory computing
In-memory computing is an emerging paradigm, enabling user organisations to develop applications that run advanced queries on very large datasets, or perform complex transactions at least one order of magnitude faster (and in a more scalable way) than when using conventional architectures. In-memory
computing opens unprecedented and partially unexplored opportunities for business innovation (for example, via real-time analysis of big data in motion) and cost reduction (for example, through database or mainframe off-loading).
Chief Data Officer and other informationcentric roles
EIM requires dedicated roles and specific organisational structures. Higher specific roles, such as chief data officer, information manager, information architect and data steward, will be critical for meeting the goals of an EIM program. The fundamental objectives of the roles remain constant: to structure and manage information throughout its life cycle, and to better exploit it for risk reduction, efficiency and competitive advantage. The enterprises that are moving first to create these roles, and to train for them, will be the first to benefit from information exploitation.
Information stewardship applications
Governance of data is a peopleand process-oriented discipline that forms a key part of any EIM program. The decision rights and
In-memory computing enables user organisations to develop applications that run advanced queries on very large datasets.
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- technology management for decision-makers
authority model that forms governance has to be enforced and operationalised. This means that this technology is needed to help formalise and combine the day-to-day stewardship processes of (business) data stewards into part of their normal work routines. The formation of this specific toolset needs to be closely targeted at the stewardship of primarily structured data. The continued high growth and interest in Master Data Management (MDM) programs is driving much of the interest in this technology, because MDM gives these solutions recent and specific context, which makes them applicable and meaningful to users. However, other initiatives, such as data quality improvement and broadening information governance goals, are also driving demand.
Information valuation/ Infonomics
Information valuation is the process by which relative value or risk is assigned to a given information asset or set of information assets. The question of the value of information has been around for a long time; however, a more formal approach to information valuation is beginning to take hold in leading-edge organisations. When considering how to put information to work for the organisation, it is important to not only think about information being like an asset, but also to actually value and treat it as if it were an asset. Any number of established methods for valuing intangibles (for example, market approach, cost approach or income approach) can be used, or organisations can select valuation methods that map to non-financial key performance indicators.
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between commercially supported NoSQL DBMSs and open-source projects that have only community support. The latter remain immature and are used by Web developers for applications that are not mainstream. Commercial products are using their added funding not only to build sales, support and marketing, but also to add enterprise-class features intended to widen adoption and win new business. The growth of the ecosystem will have an impact on broadening adoption. However, awareness is still limited and the leading players remain off the direct sales playing field, slowing their penetration of corporate IT strategic plans. As a result, business impact in 2012 was moderate, but in 2013 is increasing as more organisations investigate and experiment.
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techwatch G
E has developed a prototype of the world’s most efficient high-output wind turbine – the new 2.5-120 is operational at a test site in Wieringermeer, Netherlands. The 2.5-120 is the company’s first brilliant wind turbine, driving higher power output, improving service productivity and creating new revenue streams for customers. The 2.5-120, announced in January, harnesses the power of the industrial Internet to analyse tens of thousands of data points every second allowing for management of variable wind sources to provide smooth, predictable power. The turbine integrates energy storage and advanced forecasting algorithms while communicating seamlessly with neighboring turbines, service technicians and operators. As the first wind turbine to bring together world-class efficiency and power output at low-wind-speed sites,
Installation of the prototype of GE’s new 2.5-120 wind turbine at a test site in Wieringermeer in Netherlands
Optimised Polyamide Grades for WIT
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ASF is expanding its assortment of polyamide grades that have been optimised for the use of Water-Injection Technology (WIT) in injection moulding. The new WIT grades are Ultramid A3HG6 WIT Balance and Ultramid A3WG7 WIT. Thanks to water-injection technology, hollow plastic parts, for example, for medium-carrying lines that require a very good inner surface, can be produced by injection moulding. These two materials are now available in commercial quantities. Owing to its improved hydrolysis resistance, the polyamide (PA) Ultramid A3HG6 WIT Balance is particularly well-suited for components that carry coolant or that come into contact with water. At the same time, the content of PA 6.10 in this material also translates into high stress-cracking resistance to calcium chloride, thus taking into account the more stringent requirements made in terms of resistance to road salt. Particularly in Asia, calcium chloride is Hollow plastic parts for medium-carrying lines, often spread on icy roads. which require a very good inner surface, can now be produced by injection moulding. In contrast, BASF recommends its new Ultramid A3WG7 WIT, which is reinforced with 35 per cent glass fibres, especially for tubes that convey oil such as those employed for dipsticks, or else for other components that have to meet high demands in terms of oil resistance, stiffness and dimensional stability. Both materials lend themselves very well for WIT processing.
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the 2.5-120 captures a 25 per cent increase in efficiency and a 15 per cent increase in power output compared to GE’s current model. The turbine’s high efficiency and high output unlock higher returns for wind farm operators at low-windspeed sites. Also, its advanced controls and 120-metre rotor enable increased energy capture and greater power output in low-wind areas. The taller tower, which has a maximum hub height of 139 metres, makes it ideal for heavily forested regions in places like Europe and Canada. GE has worked with ECN, a Dutch independent research institute for renewable energy, for the past decade to validate its newest technologies. The 2.5-120 prototype will be tested and validated in accordance with the highest GE and industry standards through fall 2013.
Siemens wind turbines installed offshore
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pecially designed installation vessel SEA INSTALLER has installed the first two six megawatt wind turbines in the offshore wind power plant Gunfleet Sands III. The company is in the vanguard in the field of offshore wind turbine technology, and has also played a pioneering role in the challenging area of offshore installation of wind turbines.
Its purpose in all these endeavours is to further reduce the costs of wind energy, and so enable wind power to compete with traditional energy sources. Apart from innovations ─ such as the new gearless six-megawatt wind turbine, another important leverage factor here is the systematic industrialisation of the offshore logistics.
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Photo Credit: GE
High-Output Wind Turbine Undergoing Test
Studying Heat Flow in Hybrid Materials
Carnegie Mellon University's Jonathan A. Malen
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multidisciplinary team of researchers from Carnegie Mellon University are working on exploring ─ how heat is transported in organic-inorganic hybrid materials. The nanocrystal arrays they are studying are cost-effective potential replacements for singlecrystal semiconductors in solar cells, solid-state lighting and thermoelectric energy generators. Thermal management challenges exist in all these
New Method for H2 Fuel Production
technologies. For example, excess heat generation in solid state lighting leads to higher operating temperature, reduced performance, shorter lifetime, and less reliability. Previous works on nanocrystal arrays, however, did not consider any thermally related properties. The CMU researchers; led by Jonathan A. Malen and Alan J. H. McGaughey, in collaboration with colleagues at the University of Chicago, made the first-ever measurements of thermal conductivity in this new class of material. Nanocrystal arrays are built from nanometre-sized semiconductor spheres linked together by small organic molecules in a periodic arrangement. Endless material combinations, paired with size tunability and scalable manufacturing, make nanocrystal arrays an exciting next-generation material for energy-related applications. "Our work transcends several fundamental disciplines and has a direct impact on heat dissipation in organic-inorganic hybrid materials. Novel hybrid materials could be the next big thing in energy, where conventional semiconductors cannot be scalably produced and organic polymers cannot perform," Malen said.
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team of Virginia Tech researchers has discovered a way to extract large quantities of hydrogen from any plant. This technology has the potential to bring a low-cost, environmentally friendly fuel source to the world. “Our new process could help end our dependence on fossil fuels. Hydrogen is one of the most important biofuels of the future,” says Y. H. Percival Zhang, Associate Professor, Biological Systems Engineering in the College of Agriculture and Life Sciences and the College of Engineering. Zhang and his team have succeeded in using xylose, the most abundant simple plant sugar, to produce a large quantity of hydrogen that previously was attainable only in theory. Zhang’s method can be performed using any source of biomass. This new method of producing hydrogen utilises renewable natural resources, releases almost no greenhouse gases, and does not require costly or heavy metals. Previous methods to produce hydrogen are expensive and polluting.
Optimising Energy Consumption in Manufacturing
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ost manufacturing companies have by now taken the 'easy' steps to optimise energy consumption, e.g., by replacing old, energy-guzzling machines by more efficient ones. Pneumatic drives are another example: Here improvements that are relatively easy to implement lead to energy savings of ten per cent or more. Beyond that, potential efficiency improvements in manufacturing can be realised only if the production as a whole is examined from a processoriented perspective. For this problem Fraunhofer FIT has developed
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a solution. The system is a software platform based on a service-oriented architecture. It makes it easy to link up existing devices and sensors; additional measuring technology can be integrated efficiently. As it can be extended flexibly, the software platform supports a pragmatic approach. At the start the existing data sources are used. Additional sensors can be added later on, as needed. First a manufacturing process is represented in a BPMN process model. The machines and sensors involved in a particular process step, and what iden-
industry 2.0
tifies its start and end, are defined. This makes it possible to capture the data separately for each process step and optimally adjusted to the task at hand. The data is aggregated as required and sent to existing IT business systems like an ERP or a MES. This makes it possible to optimise manufacturing processes or to identify machines that are not optimally utilised. In the acquisition process, the data is analysed to identify situations that require immediate reaction. Then other IT systems or workers responsible for solving the problem are notified ad hoc.
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cover story
Downtime Reduction Today’s predictive asset maintenance systems uncover patterns that point to future asset failure, in advance. Timely addressing the causes of failure, manufacturers can save unwanted downtimes. By P. K. Chatterjee Design: Atul Deshmukh
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or capital-intensive industries (say) like high-tech manufacturing, steel plants, automotive manufacturing units, oil and gas production, and fleet management, even a short downtime caused by asset failure means huge revenue losses. During any such event, in traditional organisations most of the time is wasted in tracing the cause of failure. However, in modern factories the scene is quite different. Today’s technology vendors have developed different ways to tackle such situations. Many progressive manufacturers are gaining competitive advantage by maximising resources to meet operational and profit goals and comply with safety and environmental mandates.
Need of the hour
As today’s manufacturing environment has been much more versatile, complex and challenging in nature, only an all all-round software solution can help the organisations in running their units without unwanted downtimes. Whereby comes up the need for a complete, (as near as possible) real-time visibility that helps instant technical and commercial decision making. Also, the new socio-economic forces are requiring the manufacturing business leaders to re-look at the ways they operate. The need of the hour is to reduce downtimes by using enterprise business intelligence capabilities. Gaining near-real-time insight into the performance of sites and assets enables maintenance engineers to react and solve issues quicker at every level. Optimisation of maintenance cycles using advanced optimisation algorithms and solvers to expand maintenance cycles is absolutely important. It drastically reduces the chance of sudden failures leading to unscheduled maintenance. Predictive and near-real-time performance alerts enable maintenance teams to fix issues during already-scheduled maintenance period. This has a great effect on operational cost as well as business commitments of the manufacturing organisations. Deep insight of the troubles through root cause analysis using latest analytics and predictive data mining capabilities, which efficient software solutions can provide, helps manufacturing leaders take precautions before the actual crises arise. It is a must for any progressive manufacturing company. A continuous effort to enhance reliability, equipment
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efficiency and quality improvement keeps a manufacturing organisation ever ready to face the emerging challenges, by reducing unscheduled downtimes to near zero, maintaining consistent quality standards and ensuring timely dispatch of finished goods. All these are possible only when there is a complete visibility of each and every operation.
Some instances of applications
Predictive analytics from SAS helps companies, which depend on assets like production equipment, pinpoint the best times to conduct routine maintenance and avoid costly disruptions. Companies such as Saudi Aramco, POSCO, Ryder and many others
Deep insight of the troubles through root cause analysis helps manufacturing leaders take precautions before the actual crises arise. are gaining business benefits of asset optimisation with SAS software. Brian Wans, Shell Project Manager, says, “At Shell Upstream Americas, Deepwater in New Orleans, Shell is using the SAS Predictive Asset Maintenance solution to address some of our most sophisticated surveillance challenges in the Gulf of Mexico. Implementation of SAS Predictive Asset Maintenance offers Shell a competitive advantage by predicting and explaining performance anomalies in ultra-deep water production lift systems, allowing Shell to make better, more informed decisions that positively impact Shell by limiting equipment damage, increasing runtime, and reducing production deferrals.” R.H. Technologies provides world-class turnkey services for electronic production assemblies and systems for customers in the industrial, telecommunications, security and medical markets. The company has realised an 80 per cent reduction in machine downtime for material setup and verification with 50 per cent fewer operators using the Valor MSS suite, supplied by Mentor Graphics Corporation. Additionally, using the materials traceability data in the Valor MSS platform, R.H. Technolo-
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cover story
Downtime reduction as a strategy
Of late effort to reduce factory or plant downtime is being treated as a strategic approach at different levels. Manufacturing leaders are looking at the new technological ways to collect data in different ways to prevent unpredicted failures. A recent Intel blog states, “With fully interconnected embedded devices, now the norm in many factory settings, industrial design teams are implementing predictive maintenance strategies to reduce downtime, lower personnel costs, and
Untimely machine breakdown increases downtime.
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In traditional organisations, most of the time is wasted in tracing the cause of failure.
increase production. To simplify this remote data collection process, Intel has developed a number of technologies that can be implemented in embedded systems supporting industrial automation applications. Intel Active Management Technology (Intel AMT) is a key element of Intel vPro that enables real-time data collection from production equipment sensors that can be used in predictive maintenance analysis.” Today, many companies have rolled out field sensors that are highly efficient to provide real time information on the health of the machinery. For example, Macro Sensors’ non-contacting LVDT Position Sensor helps steel rolling mill operations running smoothly with less downtime. The company’s Steel Mill Position Sensor monitors the position of milling frames that support rollers during the hot rolling process. Its position feedback ensures frames don’t deform or shift during the rolling process. These non-contacting LVDTs can also be used to monitor the position of the rollers themselves.
Conclusion
A note from the University of Michigan conveys, “Preventative maintenance on machines in a manufacturing system is an essential element in modern factory operation. The benefits of predictive maintenance are three fold: (1) it reduces the costs associated with unscheduled downtime (e.g., cost of consumables, lost productivity and damage to machines and product), (2) it increases MeanTimeBetweenFailure (MTBF) and reduces Mean T ime To Repair (MTTR), and (3) it reduces the occurrence of unnecessary preventive maintenance events. Thus, the strategic decision to implement predictive maintenance solutions has no alternative today — for any manufacturing organisation that wants to keep the manufacturing plant healthy and stay competitive tending its downtime to zero.
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Photo Credit: www.photos.com
gies is more efficiently managing quality issues by avoiding rework of unaffected boards while meeting customer delivery commitments and saving thousands of dollars per occurrence. Comprehensive visibility of detailed operational metrics, such as feeders that result in component loss and require repair, have reduced material loss by three per cent, and improved machine efficiency by reducing pickup errors. Valor MSS platform has an efficient user interface for the shop floor workers. The intuitive, easy-to-use interface improves productivity and minimises the time to train new users. Process preparation and production planning are integrated with the manufacturing floor through easier visualisation of order status by operators, including the full integration of document delivery. The software also reduces the cost of ownership for customers via simplified packaging and a licensing platform to minimise administrative overhead. Arnon Sabti, Engineering Manager at R.H. Technologies, informs, “Using Valor MSS, the information flow is now fluent and errorless at all points in our manufacturing process. I am using the same tool for DFM, NPI and process preparation – everything is linked to the manufacturing process to save time and eliminate human errors.”
cables & wires
“We are at an Interesting
Stage of Evolution”
Photo Credit: Jiten Gandhi
Polycab is the largest wire & cable manufacturer in India. In a tête-à-tête with P. K. Chatterjee of Industry 2.0, R. Ramakrishnan, Vice Chairman, Joint MD & Group CEO, Polycab, elaborates on the groups’ activities and future plans. Excerpts…
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fantastic team of people and an excellent blend of professional management and entrepreneurial zeal. The innovative culture at Polycab will be in A Due to the government’s heavy investments in terms of creating “Intrapreneurs” i.e., professionals who will be highly entrepreneurial in their infrastructure development, the wires and cables approach to business. We will be fleet footed as a industry has been growing at a steady pace. company despite our significant size and market Increase in the capacity of existing power plants leadership. We hope to build a great future for and commissioning of new ones along with growth team Polycab, our vast dealer network and for all in infrastructure and housing, has resulted in our stakeholders. higher demand for electric wires and cables — and Our Team of “Intrapreneurs” will be taking up a their demand is likely to increase in the future. significant reach expansion strategy by which we The growth drivers also include huge investments will be present in all agglomerations in India above made by various private companies in the power 50000 population within a period of two years. We sector as well as increasing budget allocations by will be diversifying our Product portfolio into other the government for the power sector. Incidentally, businesses such as Switches, Switchgears, Lightthe government is the largest consumer of cables in ing, Luminaires, Fans, Electrical conduits apart India. Robust industrialisation is the other imporfrom significant market share gains in House wires tant driver. and cables. An additional sum of Rs.400 crore will Additionally, growth will be fuelled by rapid be invested to set up three new plants at Vadodara urbanisation that requires cables and wires on a and its vicinity by the end of 2015. In order to large scale. The market currently has some signifisustain our growth, capacity cant national players, however, expansion is a crucial factor. if we were to look back, a Success Tips We envisage a future that will number of leading players that Q What are your suggestions to also focus on international were dominant to some extent markets. Our products are in the past — have been superthe next generation business leadcurrently being exported to seded by new entrants. With ers of India? A I believe that an Inspiring vision, over 30 international destinaa sharp increase in overseas tions including, Australia, New investment and technology with outstanding execution and Zealand, Middle East, South transfer in some sectors, now great teamwork, is the mantra for East Asia and Africa. Our focus there seems to be a change success whether it be in the past or will be on the energy sector in in the Indian cable sector: in the future. The next generation of international markets. Middle notably in high and extra high business leaders will have to bring in East and Northern Africa will voltage power cables. There is a greater emphasis on Ethics along receive a lot of focus. also an increased demand from with a concern for the welfare of the Q What are the basic principles that have driven Polycab to the path of continuous growth or success?
the industrial sector, which society and protecting our fragile Q How do you manage to does not have to rely only on environment, to become exemplary maintain consistency of government projects. leaders of tomorrow. the high quality products At Polycab, a strong vision that you offer? with excellent execution is A Polycab follows Indian electrical standards like going to be our mantra for success. We will ensure IS and various international standards like IEC, BS, much better customer care by providing the soluVDE, EN for our products. We have also impletions required by our customers — and thereby mented the Health, Safety & Environment (HSE) winning their trust. Management system in our organisation certified Q What kind of innovative culture has by UL DQS Inc. We monitor the safety related been developed in Polycab, and how is that issues through monthly safety & 5S score in monthhelping you make the business expand? ly dashboard. Instruction manuals are being issued A Polycab promises a great combination of busiwith all our supplies for cable Handling, Storage ness challenges, institution building opportuniand Laying at customer end. All our plants are certies and driving change management along with tified under ISO 9000, IS 14000 and OHSHAS. The entrepreneurial opportunities. We intend to make quality system, process orientation and safety are Polycab a strong brand, a great organisation, a critical elements of our manufacturing strategy.
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cables & wires within a span of five years. We are at an interesting stage of evolution. We are blending some outstanding professionals into the company to augment the tremendous Sources of Inspiration entrepreneurial success of the Jaisinghani family, under Q Which are the books that the visionary leadership of inspire you? our founder and chairman Mr. A I have been inspired by Ayn Rand’s Inder Jaisinghani. We want to “The Fountainhead.” In my own probuild stronger systems, higher fessional life, I have been inspired by process orientation and betthe protagonist Howard Roark, an ideter controls. While increasalistic and maverick young architect ing the width and depth of who stood by his own values, dreams our distribution network as and individuality. Howard Roark was well as increasing our market willing to embrace the tougher path share in the existing business, of obscurity rather than embracing we will come up with many the easier path of compromising his more synergetic products in artistic and personal vision. I also the electrical business and read autobiographies and have been surround the customer with a deeply inspired by J R D Tata, Steve wider product portfolio. This Jobs and Jack Welch. will transform us into a much more profitable and stronger Q What are the other sources of company. Today our wires are your inspiration? coming into people’s homes. A I have been inspired by the amazTomorrow, our switches, ing legacy, culture and inclusiveness MCB’s, lighting products, of our Indian civilization. My parents, fans and other products will my spouse and Gandhiji have taught improve their quality of life me the values of patriotism, selfless even further. service and making a difference to On the CSR front, our the society. major emphasis is on making H. W. Longfellow’s poem “A Psalm a difference to our large famof Life“ inspires me: ily of employees, trade part“Trust no Future, howe’er pleasant! ners, electricians, shop boys Let the dead Past bury its dead! etc. We help our employees to Act, — act in the living Present! provide excellent quality eduHeart within, and God o’erhead!” cation to their children. We also put in a lot of efforts on making them aware of health and hygiene. We propose to take up a massive programme for imparting technical training to electricians in the country as an effort to bridge the skill gaps. Our plants contribute to better environment management, rain water harvesting — and maintain the ecological balance in the neighbouring villages. The promoters of Polycab actively support a number of social and philanthropic causes that we do not make public.
Q How have you been managing just-in-time delivery when it is a big challenge for many Indian companies? A The core values that Polycab has always stood for, is delivering superior value for money to our customers consistently. We have laid significant emphasis on Procurement and Supply Chain Management in terms of inventory norms, replenishment norms, company godown infrastructure, reliance on information technology and continuous response to changing needs both in purchase and distribution. Our widespread network of authorised distributors, dealers, and retailers is what sets us apart and gives us the winning streak. We have a Polycab retailer at just about every corner of the country – within every five sq. km of India. Seventy per cent of our channel partners have been loyal to the brand for over 25 years now. We are now focused on delivering a “Higher ROI” to our channel partners through significantly lower inventory, much better replenishment models and a higher fill rate. Q What are your next targets categorically in technical, business and CSR fronts? A On the Technology front Polycab intends to adopt a Sustainability agenda and bring out specific products for Solar and Wind related applications. We are also examining newer technology partnerships for EHV Cables and high-end speciality conductors. We are also looking at some unique environment friendly products for the house wires segment. On the business front, Polycab, which is a Rs 4300 crores group at present, expects to be a Rs 10,000 crore group
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challenges & solutions
Common Causes that
Damage Ethernet If the communication fails in an Industrial Ethernet system, there may be a big economic loss, thus these systems are built with some unique features like — ability for two-way communications, collision detection etc., which ensure message delivery. The environment is quite different from the office or other settings — where a lost transmission does not have much serious effect. www.industry20.com
Cables
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f an Ethernet switch or cabling system fails in a harsh environment, the real cost to the manufacturer is typically much more than just the replacement cost of the components. In fact, the costs of the parts themselves are often only a small fraction of the cost of the entire network. That is because the failure of the network could lead to loss of sales, or spoiling of work in progress due to unplanned downtime. Also, ensuring heath of the Industrial Ethernet cables is very important owing to human and asset safety in the factory or plant environment. The practice of using Commercial Off-The-Shelf (COTS) cables in the industrial landscape too carries high risks for industrial and mission-critical applications. There are several ways the cables get damaged leading to malfunctioning of the Network system.
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challenges & solutions 1. General
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ables are more likely to experience pulling forces (i.e., beyond those of the initial installation process) in an industrial environment; it may be necessary to move cables around as equipment is rearranged. Pulling a commercial-grade Unshielded Twisted Pair (UTP) cable with excessive force will stretch it. This elongation can increase
2. Oil resistance
3. Abrasion
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olvents and other strong chemicals, as well as lubricants, may be used on a manufacturing floor. Petroleum-based lubricants can soak into COTS cables, especially under heat. Exposure to oil can make the jacket of a COTS cable brittle and fragile, even at room temperature, with a resulting loss in mechanical properties like tensile strength and elongation. In other words, the service life of a COTS cable can be diminished by oil exposure — even in ‘normal’ heat conditions. If a COTS cable is exposed to oil long enough and at high enough temperatures, its jacket can swell and blister and, eventually fall apart. In the process, the geometry of the cable is changed, and along with it the dielectric constant and related electrical properties. The brittle cable loses complete impact resistance.
attenuation, limiting the distance the cable can be run and the resulting imbalance can induce coupling between pairs (i.e., crosstalk), signal echoing (return loss), and increased susceptibility to ambient EMI/RFI. There are more ways in which the performance of a networking cable in an industrial environment could be compromised.
n an industrial environment, cable abrasion is far more common than in a controlled office space. Moving vehicles, machinery and people can all become causes of cable abrasion. If a Commercial Off-TheShelf (COTS) cable’s jacket is compromised by abrasion — the cable might still be capable of communication, but it certainly won’t be stable on a long-term basis. Eventually, a catastrophic short circuit is likely; and arcing could occur — which would be a safety issue. Industrial cables are designed to last much longer than COTS cable in an environment where cable jacket abrasion is a risk.
4. UV exposure
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hen COTS cables are exposed to UV radiation, the plastic outer jacket can decompose at an accelerated pace, losing mechanical strength. Colour degradation of cable jackets is a precursor to the degradation of the plastic material of the jacket. When the jacket begins to decompose, its mechanical properties are compromised too. As the jacket falls apart, the cable becomes
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susceptible to water or moisture permeation — and the situation is only worsened when the UV-weakened jacket is simultaneously stressed by effects like abrasion, cut-through, etc. In an industrial environment with UV present, it is important to use a cable with a jacket that resists damage to radiation. This is especially critical when the cable will see application outdoors, or located near a window.
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5. Water immersion
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n the controlled environment of an office, moisture exposure is not a concern. That’s not true in many industrial applications where the cable can be submerged in a tank, placed in troughs or below-grade trays, or exposed to rain or water on a continual basis. Water will eventually breech the jacket of a commercial-grade cable by permeating areas of the jacket
6. Cut-through
8. Cold bending
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f a commercial-grade Ethernet cable is tightly wrapped around a sharp cutting edge, or is run into by, say, the sharp corner of the blade on a forklift truck, it takes very little force to functionally damage it. Once it is out of commission, the entire network may go with it. It takes considerably more force to puncture an armoured industrial cable than a normal COTS product.
material, or by seeping through pinholes. Once that happens, the dielectric constant can change enough to degrade the attenuation performance. In some cases, the cable’s conductors can short out — though before that occurs, you will likely have a loss of communication. The effect is insidious in that it can build up over time, even though the cable worked fine initially.
OTS Ethernet cables are fine for the climate-controlled environment of the office, but they will fail due to embrittlement on prolonged exposure to cold temperatures. Industrial-grade Ethernet networking hardware and cables will operate in a much wider temperature range (-40 to +85ºC) than their commercial counterparts (0 to +40ºC).
9. High temperature
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n environments where the Ethernet cable will be located in an area with a very high ambient temperature, or located near a high temperature source, a COTS cable will simply not be able to maintain an acceptable level of performance.
7. Cold impact
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n an industrial arena, low temperatures can sometimes combine with mechanical shock or collision to damage a cable’s jacket. COTS Ethernet cable, designed for relatively light stresses in benign environments, is simply not
Photo Credit: www.photos.com
10. Crushing built to withstand cold impact. It will be susceptible to cracking. This could allow the ingress of chemicals or moisture, and lead to conductorto-conductor shorts, or catastrophic failure in electrical performance.
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ometimes workers will step on a cable, run over it with a vehicle, or accidentally apply a crushing force in some way. If the cable is a COTS Ethernet, its performance will likely be degraded or the cable will fail. By contrast, an industrial cable, especially an armoured product, can sustain significantly more crushing force and keep working.
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challenges & solutions
“Incentives often are
available in locations that have to make up for negatives”
How should you locate the most advantageous spot for your next manufacturing plant? Well! There is IBM-Plant Location International (IBM-PLI) to offer you a very logical solution on this challenge. In an exclusive interview with Industry 2.0, Roel Spee, Global Leader, Plant Location International (PLI), Global Location Strategies, IBM Global Business Services, elucidates P. K. Chatterjee on its Location Benchmarking Tool. Excerpts… 26
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Q How important is ‘location decision making’ in today’s business scenario?
Q What are the major factors that this tool incorporates as a business tool?
A With the ongoing globalisation, multinational companies are faced with many more opportunities to locate their operations around the world. New growth markets have emerged very quickly, creating huge new business opportunities for companies in countries or regions where they don’t have a presence yet. Also, cost pressures at various moments in the past 10/15 years have made them consider expanding into ever more cost efficient locations. It has been an eye-opener to many decision makers that business conditions in a wide range of previously ‘neglected’ countries are sufficiently attractive to locate operations. Particularly, the access to talent is a factor that is important in pretty much all location choices, and good talent pools are now available in multiple places around the world. This all has made ‘location decision making’ a more strategic global task, rather than a tactical exercise focused on just one region in the world. Nowadays, we speak much more about ‘location strategy’ rather than ‘site selection.’
A This tool is tailored to every single company, and it includes those factors that are strategically important for that particular company. Common factors for many companies relate to infrastructure, regulatory issues, stability of business environment, and so on. Company-specific factors relate to requirements for specific skills, presence of competences and technologies among local industries etc.
Q
How does IBM-PLI help in it?
A We typically start with helping the company identify and define the precise requirements that will impact their location selection. These requirements range from strategic drivers (such as access to the company’s market, or workforce requirements) to more tactical factors (such as availability of suitable land options). With the strategic requirements, we help the company assess which locations (countries or regions) are best placed for their manufacturing operations, and then we do more detailed analysis on a set of selected (shortlisted) locations. During this detailed analysis, all relevant operational requirements are analysed, and a business case for each shortlisted location is developed. Q
What is ‘Location Benchmarking Tool’?
A This is a tool that allows a quick high level
assessment of locations around the world (or a specific part of the world) on the basis of a selected number of strategic requirements. It is particularly helpful for companies who regularly wish to monitor their current and/or a group of potential new locations on their attractiveness for specific operations. It helps in quickly identifying locations of interest, and helps save time in situations where a company has to make a (new) location decision within a short period of time.
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Q What would you suggest to the Indian manufacturing business owners? A There are a variety of pitfalls that should be avoided when making location decisions. A typical mistake that many companies make is that they choose to locate their facilities in so-called ‘hot spots.’ Their thinking is that these hot spots have been selected by many other companies, and therefore will probably also be good locations for their operations. One should be very careful with jump-
“Many companies choose to locate their facilities in so-called hot spots...” Roel Spee, Global Leader, Plant Location International (PLI), Global Location Strategies, IBM Global Business Services ing to such conclusion. Hot spots may already be overheating – and consequently turn into locations that should be avoided, rather than selected. Another mistake is to let subjective preferences become too important in location selection. We have seen many times that decision makers had a personal favourite among the candidate locations, which was not necessarily the best option based on objective evaluations. Preparing a location decision by a team rather than by one individual reduces this risk, as does working with an external independent expert. A final example is that companies sometimes give too much weight in their assessment to financial incentives. Although they can be very attractive, and may influence a final choice between 2 or 3 good locations, they should never be seen as a strategic location requirement. Other factors (such as workforce) are more important. And don’t forget that incentives often are available in locations that have to make up for one or a few negatives.
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design & optimisation
Designing
a Power Plant in India L&T-S&L is an engineering and consultancy firm in the power sector, born out of the shared visions of Larsen & Toubro (L&T) and Sargent & Lundy – USA (S&L). For a power project, the company delivered detailed engineering design for the Boiler, Turbine and Generator (BTG) island configuration within 24 months. Also, it optimised the plant’s use of space within the constraints of an irregularly shaped site and met environmental and corporate social responsibility requirements for a high-efficiency, low-emissions supercritical power plant.
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he expansion project in Nagpur is the first supercritical facility for Maharashtra State Power Generation Co. (MAHAGENCO). The net capacity addition is 1,560 MW, replacing the existing 4x105 MW de-rated units. MAHAGENCO awarded the contract for the main plant to L&T, which subcontracted L&T-S&L to complete engineering services for the Boiler, Turbine, Generator (BTG) island, along with related auxiliaries and the extended Balance of Plant (BoP) configuration.
Jignesh Chokshi, Deputy General Manager – Civil, Structural and Architectural, L&T-S&L described, “Using MicroStation for 3D modeling enabled our client to clearly see how we could reduce plant layout by 10 per cent – while ensuring proper access for operations and maintenance, as well as ease of constructability. Visualisation also allowed for faster client approvals, helping reduce the engineering cycle time.”
Overcoming challenges
In support of sustainable economic growth and the associated spike in power demand, India is phasing out old, inefficient power stations in favour of more advanced, environmentally friendly plants. The US $1.5 billion supercritical thermal power plant under construction in Nagpur, Maharashtra, will replace existing facilities with a high-efficiency, low-emission 3x660 megawatt (MW) coal-fired plant. Working extensively on a 3D platform built on Bentley products, L&T-S&L overcame the challenge of site constraints and meeting environment requirements – while delivering an error-free design on budget and within the twenty-month project time frame for bulk engineering. Cross sectional views aid in both construction planning and operational training.
Primary goal: space optimisation
The 660 MW units called for over-sized facilities to be squeezed into an area constrained by the existing plant and adjacent agricultural land. In India, land is a scarce commodity, and converting agricultural land to non-agricultural use was not an option. As a result, the primary goal was to optimise the use of space by creating a compact plant layout within the irregularly shaped site. The design was further complicated by strict environmental standards and corporate social responsibility requirements. Objectives included minimising the plant’s water consumption, solid waste generation, air pollutant emissions, and carbon footprint.
Technology unified the global team
The project called for collaboration among six disciplines: piping, electrical, special engineering services, civil/structural/architectural, instrumentation and control, and mechanical. Supported by vendors and OEMs, and with oversight by the client (L&T) and the owner, L&T-S&L also had to engage with numerous stakeholders and agencies. Communicating with and integrating input from multiple parties while keeping the project on track posed a significant challenge. L&T-S&L looked to advanced engineering technology to overcome these challenges. “Great performance can be achieved through stateof-the-art tools and technology,” said Chokshi.
Custom software integrated plant models
Architectural view of the service building generated using Bentley Software
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Since its inception, L&T-S&L had been using Bentley products in conjunction with PLADES (Plant Design Software), a custom system developed by S&L. In addition to supporting 3D design, the environment facilitated communications through virtual visualisation. Bentley products included MicroStation, Bentley Navigator, STAAD.Pro, and Structural Modeler. The Bentley platform ensured consistent design and execution among the 250 engineering, procurement and construction staff.
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- technology management for decision-makers | april 2013
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design & optimisation With just a few clicks, revised models were easily generated for facilities, and equipment layouts. This helped in optimising layouts while maintaining constructability. Using MicroStation Visual Basic for Applications (VBA), L&T-S&L customised the platform to develop organisation – and project specific tools. Custom modules included physical design, model review, drawings and reports, bill of materials, project status, and system engineering. Parametric tools simplified the creation of complex models, allowing parameters to be changed quickly. With just a few clicks, revised models were easily generated for facilities, and equipment layouts. This helped in optimising layouts while maintaining constructability. “The customised tools helped manage rework effectively and accurately, while also maintaining the team’s enthusiasm. This helped build a ‘culture of innovation’ for continuously improving the usage of the 3D environment,” explained Chokshi.
Visualisation aided project communication
Using the integrated 3D model, L&T-S&L was able to use MicroStation’s Luxology rendering engine
to create high-quality images and animations of the plant design. These visualisations, along with 3D PDFs, helped L&T-S&L obtain faster approvals from their client. “At first our client was hesitant about some aspects of the optimised design. But later we showed them 3D renderings from MicroStation of the plant design, they were very happy and approvals went much faster,” informed Chokshi.
Integrated model helped eliminate errors
With all disciplines working on a single platform, engineering information and deliverables were accurate and complete. Having access to the latest plant design data also facilitated materials management. Current, consistent data resided in one central location, from which all bills of quantities were extracted. Material quantities were substantial. The plant expansion comprised 25,000 metric tons of steel, 180,000 cubic metres of concrete, 6,200 metric tons of power cycle piping, and 8,500 metric tons of large diameter piping. Bentley products provided a solution for modeling and analysing the complex systems and optimising quantities. For example, STAAD.Pro was used to model the 16,000-metricton turbine building.
Model reviews ensured constructability
Inter-discipline model reviews eliminated interferences and the mismatching of physical drawings that cause construction errors and delays. Reviewing models with the construction team during the design phase not only confirmed constructability but also identified potential problems before they became issues on site. Drawings extracted from the approved models ensured design integrity. Visualisations using Bentley Navigator also helped the team plan the sequence of construction. The entire plant was built first in the virtual environment, where the services and interfaces were integrated and checked for interferences. Rework was managed effectively within this controlled environment using the customised tools, eliminating costly errors, onsite modifications, and delays. L&T-S&L also chose to install Bentley Navigator at the construction site, to aid in the construction and commissioning of the plant. “Our construction personnel now use Bentley Navigator on-site to help ensure the construction process continues to run smoothly,” said Chokshi.
Real-time modeling optimised size and layout
L&T-S&L’s unified platform provided consistency from conceptualisation through detailed deign. The
Pump house rendered in 3D
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customised 3D environment fostered a culture of innovation and collaboration among the geographically separated teams. Rather than the conventional approach of drawing production, followed by model production then clash checking, the engineers modeled first, then extracted the drawings. Accurate, effective, and user-friendly tools minimised risks and encouraged continuous improvement. Real-time modeling helped to optimise plant size. For example, a planned 36-metre-wide building was reduced in size by nearly 10 per cent, resulting in significant time and cost savings. The client was skeptical about the feasibility given the difficulty of operations in that building. Visualisation of the facility demonstrated how problems could be addressed, and the client agreed to the tighter layout. The 3D environment also transformed project deliverables, with 3D model PDFs embedded in 2D drawings. The models denoted dimensions, elevations, tags, notations, reference points, and more, to facilitate understanding, planning, and execution of the designs. The 3D PDFs helped construction teams to visualise complex machine foundations, piping systems, and equipment before construction. This resulted in a drastic drop in site clarifications, which in turn accelerated construction progress.
3D deliverables added value for owner
Information developed by various disciplines was integrated for handover to the owner. This included intelligent piping and instrumentation diagrams; piping stress analysis; models for piping, equipment, civil, structural, architectural, and electrical raceways; master schematics; and cable routing interference checks. To ensure the operation and maintenance requirements were met, L&T-S&L also modeled equipment maintenance space, personnel movement aisle spaces, crane operation clearances, and staircase approaches during the detailed engineering design stage. Bentley Navigator aided the commissioning team in visualising the plant from an operation and maintenance point of view. High-definition
Control building with view of supporting structures
animations produced using 3D models were incorporated in the O&M planning and organisational knowledge base for later use as part of training programmes. These deliverables added value for the owner.
Engineering time reduced by 10 per cent
Built upon the Bentley platform, the customised 3D environment helped L&T-S&L reduce the area required by the plant expansion by nearly 10 per cent, both by reducing the size of facilities and by reducing the distance between units. The unified environment also reduced engineering time by approximately 10 per cent, in part due to reduced engineering cycle times and faster approval processes. As a result, L&T-S&L met an aggressive engineering design schedule, delivering the first unit within 51 months of the Letter of Intent, and the third unit 12 months later. The bulk of the engineering was completed within 20 months, which was four months less than projected. Initiated in September 2009, the project is scheduled to undergo the first trial run in December 2013.
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Cell: +91 9320912419 31 E-mail: pk.chatterjee@9dot9.in
technology management for decision-makers | april 2013
design & optimisation
3 Strategic Steps for
Effective Lubrication Are you in one of these industries: oil & gas, hydrocarbon processing, chemical processing, power generation, general manufacturing? Then you must realise the importance of lubrication in order to keep your rotating or sliding machinery running. However, are you aware of the fact that effective lubrication needs a proper strategy?
H
ouston-based Total Lubrication Management, from Colfax Fluid Handling, suggests a holistic approach to lubrication of rotating and sliding machinery. The company suggests site-specific lubrication programmes, focusing on areas which may provide the greatest opportunities to minimise repairs, lower operating costs, increase uptime and production and create a cleaner, greener facility. It designs and establishes lubrication programmes via a three-step strategy. Let us see what’re their modus operandi and the idea behind each step.
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1
Monitor
A
thorough assessment of a facility’s existing lubrication programme, including interviews, inspections and programme reviews is must. The result: A ‘reliability roadmap’ that highlights areas of significant opportunity for improvement. It also provides a detailed ‘action plan’ for best practices, along with expected ROI.
2
A
Maintain
detailed plan for system lubrication points, plus preventive maintenance, to help keep a facility’s lubrication system clean and functional at all times. The result: Analysis leads to improvement plans that can extend the lubricant’s life and reduce the need to replace the lubricant. This can save the customer’s money and enhances the facility’s commitment to the environment.
3
Optimise
I
t’s not a one-lubricant-fits-all approach. A certain lubricant is not fit for all application areas. So, optimisation calls for customisation.
The result: A customised programme helps in sustaining a lubrication system in an efficient, green and safe manner. It includes best practices for storage, handling and disposal (including reclamation) of all facility lubricants. It also includes rationalisation, working to ensure that lubricant inventory meets demand, and documents performance improvements. It can also include training for key people.
- technology management for decision-makers
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green manufacturing
A New Ray of Hope to Address
Wastewater
Pollutants
As we humans drink caffeinated beverages because caffeine has a biological effect on us – so it isn’t too surprising that caffeine affects other animals too. Even if the wastewater treatment plants are effective at removing caffeine from plant effluents, sometimes high rainfall and combined sewer overflows flush the contaminants out to sea. Thus, development of a natural inhibitor is the need of the hour. By Dr. Tim Sandle
Image Credit: The University of Texas at Austin, Austin, Texas
G
enetically engineered bacteria that can digest caffeine have been created for the purpose of decontamination of wastewater. The reason for scientists attempting to create bacteria that can process caffeine is — caffeine and related chemical compounds (such as methylxanthines in beverages and pharmaceuticals) have become common, serious, and important water pollutants. This is partly due to the widespread use of caffeine in coffee, soda pop, tea, energy drinks, chocolate and certain medications (such as prescription drugs for asthma and other lung diseases). Another reason relates to the way in which caffeine is manufactured on an industrial scale. For example, caffeine pollution was found in high levels in the Pacific Ocean off Oregon, according to a recent report by the National Geographic. Such levels could be damaging for marine life, according to one of
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Image showing the way the genetically modified bacterium degrades caffeine.
the scientists who is most concerned about the current levels of pollution, Portland State University’s Professor Elise Granek. The creation of a genetically engineered bacterium (a type of Escherichia coli) was undertaken at The University of Texas at Austin, Texas, USA. The Texas University’s own research briefing indicates that the genetic modification was based on the properties of a natural soil bacterium called Pseudomonas putida CBB5. The soil bacterium can actually live solely on caffeine, based
on a University of Iowa discovery made in 2011. In order to create a bacterium suitable for wastewater, the scientists transferred the genetic material responsible for metabolising, or breaking down, caffeine from the soil bacterium into a type of E. coli bacterium. Trials so far show that the genetically modified E. coli is effective at ‘decaffeination,’ and has a great potential for addressing wastewater pollutants. The author is a pharmaceutical microbiologist and science journalist.
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green manufacturing
Rethinking
Automotive Connectivity The connectivity challenge
How do you solve one of the auto industry’s greatest challenges? By recognising one of the most important factors in reducing CO2 emissions: reducing the weight of the vehicle. To do so, companies have to rethink automotive connectivity — by taking a three-pronged approach to help automakers: • by designing smaller components and wire harnesses • by implementing technology that cuts out heavy metals and materials • by streamlining on-board communication networks and complex engine systems to improve efficiency. And all these need to be done while keeping production times down and total system costs flat.
By Sameer Pagnis
E
very day, over one billion vehicles drive along the globe’s highways and byways, main streets and dirt roads. It is a staggering number that grows ever larger when factoring in the amount of CO2 emitted into the atmosphere. Yet with every challenge comes an opportunity for innovation. As automakers embrace the challenge of reducing emissions and going green, technology companies are working by their side to provide holistic, platform-level solutions.
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Innovation 1: Making components smaller
Reducing a vehicle’s weight begins with miniaturising its components: trimming the electronic contacting blade, downsizing the diameter of copper wires, compressing the packing density of an engine’s control units. All these innovations prove an old adage true — ‘a little bit goes a long way’. For example some of the products like: • MCON 1.2 contacts: This high-performance contact system cuts the blade size from 1.5 to 1.2 mm. Built for high-vibration applications, the MCON 1.2 has eight contact points and assimilates small wire sizes down to 0.13 mm. Plus, the reliable design of the corresponding sealed housing series increases quality while decreasing service costs. • HPF 1.2 contacts: This high-pressure flat contact reduces blade size from 1.5 or 2.8 to 1.2 mm making a big
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Photo Credit: TE Connectivity
Vehicular pollution is one of the major menaces to our environment. Researchers around the world are trying to mitigate the challenge. TE connectivity, a company working in this field has developed some connectivity solutions that can effectively address the issue to a large extent.
difference for sensors inside an engine compartment. The HPF 1.2 miniaturisation delivers advanced temperature and vibration performance allowing customers to create smaller, lighter connectors without extra cost. • 0.50 connectors: With a light and low profile, 0.50 connectors are 54 per cent lighter and 34 per cent smaller than the latest hybrid connectors in Japan. This miniaturisation connector is compatible with ultrafine wires — so they can help make devices thinner, smaller and lighter. (0.50 series for only signal circuits is also available.)
Innovation 2: Making connectors lighter
Companies have to push the limits of technology to reduce vehicle emissions by reducing the use of heavy metals for connectors. The innovative solutions allow auto manufacturers save weight and money — while increasing capabilities. It is a simple formula: less is more. • Press-fit technology: This solder-less technology increases the number of connections per connector — while downsizing the packaging volume per connection. And it does so by using less heavy metals per connection point compared to standard high-temperature soldering. • AMP MCP 2.8mm connectors: This connector system is able to decrease the number of contacts in each connection because every contact point offers higher current capability com-
Circular connectors
pared to standard contact points. All while reducing the use of materials like copper, nickel, silica, tin, silver or gold. • Aluminium crimp technology: TE is currently developing a new generation of wire-crimps to connect aluminium wires to standard and proven terminals inside vehicles. While traditional copper conductivity is higher, aluminium has a much lower density. TE aluminium crimp delivers equal current load performance – at half the weight of copper wire.
Innovation 3: Making systems more intelligent
Tougher emission standards have translated into more sophisticated engines and increasingly complex on-board controls and communications. This means vehicle systems require connections that are more intelligent than ever — without adding extra weight.
Jacketed cable squib connector
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• Cylinder head wiring solutions: As engine and valve controls become more critical to modern injection systems, innovations enable automakers to meet their regional emission requirements. The package solution includes design to testing to manufacturing, as well as afterservice training to emerging markets with tightening standards. Plus the custom-designed cable channel accelerates engine set-up while lowering the risk of assembly errors.
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green manufacturing
Nano NQS 2 Pol
Modular relay fuse box
• J1939 Control and Communication Network (CAN): J1939 provides a common path for controllers, sensors and displays and provides instantaneous monitoring of diagnostic and control systems. This solution collects data to track service and maintenance — while detecting potential problems before they happen. All of which reduce fleet fuel, decrease maintenance costs and improve safety.
cles. With the enhanced sensor feedback signals, automakers can implement closed loop control into a system to reduce CO2 emissions. Plus, the innovative sensor assembly structures use limited heavy metals, connection interfaces with limited soldering and the latest green plastic materials.
• Sensor technology: New legal requirements for fuel and CO2 reduction require intelligent optimisations in the power train, engine management and brake systems. Companies like TE has developed customised sensor solutions for double clutch transmissions, exhaust gas recirculation valves, turbo charger actuators, recuperative brake systems, start stop applications and E-Motor commutation for hybrid and electric vehi-
• Latching (bistable) relays: While conventional monostable relays consume a permanent current, latching (bistable) relays from companies like TE only require a very short current pulse to operate — dramatically decreasing power consumption and improving efficiency of the gasoline engine or electric battery. Less fuel and less current add up to reduced CO2 emissions, lighter batteries and better mileage. • High current relay HCR 200: Start-stop applications are an increasingly effective way to reduce vehicle emissions. However, while CO2 is reduced by automatically stopping the engine at traffic lights, there are two inherent challenges: a high number of components involved and an even higher frequency of start-stops. The high current relay HCR 200 is specifically designed to meet these requirements — making it an excellent solution for reducing CO2 emissions.
By rethinking automotive connectivity from multiple perspectives, companies have to help auto manufacturers reduce CO2 emissions around the world. They are making components smaller, making connectors lighter, making systems more intelligent. This is how challenges are met, emission goals are exceeded, and automakers go green. Cable assemblies from TE Connectivity
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- technology management for decision-makers
The author is the Director - Automotive, TE Connectivity, India.
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Photo Credit: TE Connectivity
Turning connectivity into competitive advantage
supply chain
5
Essential Steps for
Successful
Vendor Site Visits
A
A critical success factor for selecting the best-fit partner is seeing them in action, which is possible through conducting a vendor site visit during the selection process.
re you planning for a strategic vendor sourcing initiative? Are you trying to improve the present complicated situation with right partnership? In any case, the best way to see
them in action is by scheduling and conducting a vendor site visit and seeing your potential sourcing provider’s proposed delivery centre(s) and just as importantly, meeting their delivery team members. There are five essential steps you need to take.
Step 1 Plan and budget for the site visits right off the bat: From the very first plan and business case, build in a full week of effort for vendor site visits, and budget to bring the right number of key stakeholders and decision makers.
Step 2 Prepare early: This is important especially if your site visit includes any off-shore destinations. Every aspect of the travel logistics, from international travel documents, to airlines, to hotels, to in-country transportation needs to be well managed and coordinated.
Step 3 Evaluate every night: It is crucial for you to dedicate time each evening to perform a formal evaluation of the day’s vendor site visit. While the experiences are fresh in your mind, evaluate that sourcing provider’s performance.
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Step 4 Set your agenda: Your vendor site visit objective is a consistent agenda by which each sourcing provider follows and allows for you to gain first-hand experiences in the specific set of solution components that each provider wrote in their RFP response. In addition, you’ll need to compare and contrast each provider against the others, and ultimately evaluate and score each site visit.
Step 5 Take it all in: It’s very important for you and your team to see and experience as much of each sourcing provider’s company and environment as you can. This includes many dimensions; it is not enough for you to just focus on their technical or functional capabilities. You’re making a longterm, partnership decision. The provider and their people are going to be an extension of you and your business.
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- technology management for decision-makers | april 2013
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supply chain
6
Major Challenges
in Warehouses
With the rapid evolution of technology, the way distribution centres do business has changed drastically in the last one decade or so. Are you aware of those changes? Are you tackling the biggest challenges that warehouses are facing today? Here are six eye-opening focus areas for improvement. An efficient Ware House Management System (WMS) can address all the emerging challenges related to a modern warehouse.
1. Balanced growth s the economy starts to improve, you might find yourself fielding more business. Increasing sales are good. But this doesn’t mean that you necessarily have the ability to start hiring right away. Without the use of warehouse technology, you have little choice but to start hiring, even if your payroll isn’t ready yet. Many businesses are still in a state of recovery, and new employees require organisational training, for which everyone does not have time. Warehouse management systems not only keep your employ-
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ee roster at a bare minimum by allowing warehouse workers to operate at peak capacity, but it
- technology management for decision-makers
also helps reduce training time when you are ready to start hiring again.
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Text Credit: PathGuide Technologies, Inc. Photo Credit: www.photos.com
A
2. Inventory control
Y
ou need to have total control of your inventory, from receiving to shipping. Lacking this fundamental understanding of your DC stock can lead to too much overstock, or worse, backorders that make customers unhappy. Using real-time cycle counting (and cycle count planning) assures inventory accuracy of up to 98 per cent or better. The practice is time tested in many manufacturing companies.
3. E-commerce
W
e live in an electronic world. If you aren’t on the internet, or can’t take orders through the Internet, you are already falling far behind business that operates on the web. If you can accept EDI (Electronic Data Interchange) from your customers and ASNs (Advance Shipping Notes) in your warehouse, you have a distinct competitive advantage over businesses that refuse to get on board the e-commerce revolution.
4. More demanding customers
I
n today’s distribution centre, you must provide very specific labels for your customers, as well as kitting and assembly of orders. If you can’t comply, you may well lose their business. You need a warehouse system that enables you to automatically accommodate these customers.
You don’t have time to create a special label every time you ship to client ABC. Your warehouse needs a labeling system that is built in – recognising each customer’s preferences and automatically providing your workers with the correct customised labels, every time.
5. Globalisation
T
here are more competitors in your market every single day – people who sell nearly the same products you do, from anywhere in the world. Their quality might not be as good, but the products are cheap. If you can’t compete by keeping overhead down, you lose crucial business to those competitors. Doing less with more is what warehouse technology is all about – automated processes and precise operations save your time and money, and put your company ahead of the international competition.
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6. Product diversification
T
ake a walk around your warehouse and peek into the little-used bins. You’ll see products that you might not even be aware that you had in stock. Why? Your customer is demanding that you stock these items.
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39
quality & innovation
Reducing
Development
Time
Product development challenges in Sansera were mitigated with a new approach to design.
B
engaluru-based Sansera Engineering manufactures complex forged components for major automotive OEMs in India and around the world, including crank shafts, rocker arms, gear shifter forks, connecting rods etc.
Challenges encountered
To help meet the demands of its customers, Sansera Engineering was looking for an integrated Computer-Aided Design/ Computer-Aided Manufacturing (CAD/CAM) system with a proven track record in the forging industry, along with industry experience and know-how from a proven provider. The company’s main business challenge was
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that customers were requiring faster product delivery times for increasingly complex products. Evolving design complexity meant pressure in terms of cost as well as higher workmanship standards on par with leading, international competitors in the forging industry. As a result of this pressure, some ‘out of the box’ thinking was required to make manufacturing more robust and dependable to achieve better results.
- technology management for decision-makers
Sansera needed to move faster, and find new ways of meeting the needs of its customer base. The company had been working from 2D drawings for design, and then manually programming its Computer Numerical Control (CNC) machinery. This methodology was no longer adequate as it took too long to create electrodes, and to respond to engineering change orders. Moreover, Sansera Engineering depended heavily on the skill
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Photo Credit: Siemens PLM
An automotive component manufacture was facing challenges like — unacceptably long production time, poor forging quality, costly rework and slow development of the new product. Siemens PLM helped them reduce development time from 16 to 6 weeks and realise twenty per cent cost savings across product operations.
sets of its engineers — and had no way to capture their knowledge and experience in the process of new product development. The forging cycle took nearly 16 weeks. Product consistency was another challenge. Rework was absorbing significant time, including time to make product repairs and reengage machinery, which in turn led to higher machining and labour costs and delayed product delivery.
Selection criteria
To select a new 3D CAD/CAM system, Sansera benchmarked several vendors’ solutions, including NX software from Siemens PLM Software. “Before selecting NX, we were facing numerous problems specifically related to design fexibility,” says P. Mahadeva, Senior Manager of Product and Die Design at Sansera Engineering. “We decided to invest in high-end software — and chose NX for a variety of reasons, especially its sophisticated design capabilities and proven strengths in significantly reducing design time.” He also recollects, “As part of the benchmark, we asked all the vendors to design a specific and highly complex forging model, along with the dies, and to create and generate the toolpaths. If a model changes, we wanted the toolpaths to also change automatically, knowing that such an integrated approach would help save us a lot of time. Ease of use, modeling features such as hybrid
modeling, robust blending, accuracy, expression-based modeling, re-use capability and forging references led us to select NX over the alternative systems.” NX demonstrated its value early on. Using the design capabilities of NX, Sansera Engineering resolved problems that the company had been experiencing related to sophisticated blends in dies. With NX, users can now easily and quickly create models that previously were difficult to handle. “When we design an axle or shaft, the main concern is to implement the exact draft and different blends, so the software must be flexible enough to accept the features easily,” says L. D. Sathish Hoysal, Senior Manager of New Product Development at Sansera Engineering. “For an integrated rocker arm project that we recently completed using NX, the draft was threedimensional and so complex that I can’t imagine it would have been possible to handle using other software.”
Compelling results
The forging cycle has been reduced from 16 to 6 weeks. In addition, the company has tracked a 20 per cent cost savings across product development operations, while the number of die rejections has been reduced substantially. The success Sansera Engineering has experienced with NX has helped the company enter a new market: the global aerospace industry.
Sansera Engineering’s ability to prepare required parts and designs improved dramatically with the NX software.
“The integrated approach of NX CAD/CAM has played a key role in our ability to manufacture parts to higher standards. Using NX CAM, our engineers were able to successfully generate the programs required for machining the part that was then checked on our Zeiss CMM. The critical, circular angular faces were found to have an accuracy that exceeded customer requirements,” says Kiran, Deputy Manager of Product and Die Design at Sansera Engineering. Mahadeva concludes, “The latest version of NX now leverages synchronous technology, which eliminates the need to choose between constraintdriven or history-free modeling. It also eliminates the concerns associated with using data from multiple CAD systems. The use of synchronous technology provides numerous features that have helped us effectively modify models in significantly less time.”
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Industry, please subscribe to the free newsletter from Industry 2.0, just by 41 putting your e-mail ID in the box provided on the website: www.industry20.com
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technology management for decision makers | april 2013
control & automation
Growth Powering
In today’s circumstances, manufacturing leaders are always under pressure to form the most advanced machining strategies, minimise manufacturing time and maximising quality of the finished products. Let us see how a manufacturing company successfully grew its business with effective software and an efficient CNC machine.
E
ccles Tooling Systems’ business activities centre on model making, tool making and pattern making. The company, based in Halesowen, in the UK’s West Midlands, has used a combination of Delcam software, and achieved remarkable growth. The most prominent change has occurred in the size of the machine tools at the company, which has recently added an 8m x 3m x 1.3m Correa five-axis mill and a 3m seven-axis Faro arm to its large range of equipment. Also, in its growth list there has been an increase in the
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Programming with PowerMILL allows Eccles to machine multiple parts in one operation.
range of industries that it supplies with tooling, prototypes and machined components to include the aerospace, automotive, defence, marine, medical, motorsport and rail industries. Bob Morton, Managing Director, Eccles, recollects, “Seven or eight years ago, around 95 per
- technology management for decision-makers
cent of our work was for the automotive industry. We were undertaking projects for most of the leading manufacturers, including BMW, Ford, Honda, Jaguar, Land Rover, Mercedes, Renault, and Toyota. Even so, we knew we had to expand into other areas. We had always done a small amount
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of work in the aerospace industry — so we have focused on growing that business. We are also winning projects in the marine and rail sectors.”
Benefits after installation of CNC machines
The latest changes continue the expansion that the company has experienced since the introduction of its first CNC machine in 1996. This addition, together with the use of Delcam software,
provided the improved productivity, and shortened delivery times that were needed to make the company more competitive. As a result, Eccles was able to increase dramatically the number of projects it was winning. Additional staff, more equipment and larger premises followed, as part of a long-term investment
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plan to take the business from strength to strength.
Innovative application of software
The ways in which the Delcam software is used has also changed. “Like most companies, we started with a dedicated CADCAM office to carry out both the design work and the programming of the machines. However, as we became more confident with the software, we transferred most of the programming onto the shop floor. PowerMILL is so reliable that the operators don’t need to spend so much time monitoring the machines. While one job is running, they usually have time to program the next project,” informs Morton. The reliability of the software has also allowed Eccles to do much more round-the-clock machining. “We can run projects overnight or even over a weekend with minimal supervision. Many of the larger parts still need to be produced to fine tolerances. This means longer machining times — but there is still the same pressure for fast delivery. 24-hour shift machining is essential with the tight deadlines that we now face,” says Morton. Of course, the eight-large capacity Correa CNC machines at Eccles help the company win larger projects. However, they also increase productivity as the bed sizes range from 2,000 to 8,000mm, which allows a number of parts to be machined in one operation. “The flexibility of the Delcam software is just as important for this multi-part machining. For example, if we need to make a left-hand and right-hand version of a design, we can program one part and then quickly edit the PowerMILL project to produce the mirrored component. Also, we don’t have to complete one piece and then
Five-axis machining had been essential to win aerospace projects.
machine the next one. We can integrate the toolpaths for several parts into one session and so minimise the number of tool changes,” informs Morton. Another big change where the Delcam software proved essential was the introduction of fiveaxis machining. “With five-axis machining, we can cut our larger parts with shorter cutters that give greater accuracy and allow faster machining. Many of the aerospace projects — we are now winning would not be practical without five-axis machining — because of the number of set-ups that would be needed on a threeaxis machine. PowerMILL has all the strategies we need to get the maximum productivity from our machines,” explains Morton. “In the twelve years that we have been using CNC machines, we have seen Delcam grow, and the software become faster and more powerful. We expect our partnership to strengthen further as we continue our future expansion,” concludes Morton with satisfaction.
industry 2.0
- technology management for decision-makers | april 2013
43
management & strategy
5 Decision Essential Elements of
Making
Are all your business decisions based on sound logic and supported by sufficient background information collected through thorough analysis?
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ight decision making needs a systematic approach. In today’s industries, many decisions are taken, which are nothing but attempts to patch up or hide some failure. So, it is nothing but jumping from one breaking tree to another to be safe during a cyclone. Even if the decisions are taken based on information from reliable sources or opinions from industry experts — they may fail. Contextually, many decisions are taken based on the senior managements’ daring – the outcome is like in cricket, sometimes they hit six otherwise the batsman is out. Unfortunately, once a decision comes from the top level, all resources like money, time, workhour, machine-hour etc., are spent. Ultimately, when it fails or reaches the point prior to obvious failure, yet another decision is taken to improve the situation. So during this phase of economic uncertainty, the question of the hour to all business leaders is: is there any scientific methodology to make sound decisions? Let us see five essential elements of decision making process that have helped many business leaders.
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1
Have you ensured that every member of your decision-making team understands the challenge?
When everyone defers to the senior most leader’s proposal, and no other idea is being debated (at least), obviously some of the members are not very clear about the challenge. At least a few alternatives need to be debated. What should be the number of alternatives — that should depend on the degree of seriousness of the issue for which the decision is being made. Remember, for every challenge, there is a best solution. But to reach that, you need to eliminate many — applying logic. If you do not do that, there is every possibility that you are concluding something wrong or impractical or biased or which will fail the test of the time.
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2
Have you attempted to combine all the suggestions, and extract the values out of them?
Many proposals are jotted down in the minutes of the meeting. Some are considered valuable, others may not. But it is very important to get the essence of each proposal. Remember, every organisation develops a bias towards the managers who had shown successes in earlier occasions. It does not mean that history will repeat always. So, it is always important to review the original ideas and experiences behind a (so called) worthless proposal before rejecting that. After all every operator knows his machine better than others who observe its operation.
3
Have you compared the rationale behind the decision with the earlier ones?
Everybody recollects some decisions that failed earlier. But hardly anyone remembers what the circumstances were when those failed. Knowing the causes of earlier failure is vital. Remember, it is easy to say that history repeats itself. But the catchy phrase does not reasonably take into consideration the process of evolution. Thus, even if history re-occurs, its environment, manifestation and characteristics will be different. So, exercise an unbiased thinking as far as possible while making a decision.
4
Have you designed a method of refinement of the acceptable plans or proposals?
Many of the proposals in a meeting come up out of impulse or hastiness. They may be good up to a high degree, but when a second thought is put — you may find one or two minor glitches of impracticality. Remember, for any vital decision to be taken, a second or third review often helps. Unless it is an unforeseen event of emergency, leave sufficient time to review the proposals, refine them then draft the final decision.
5 Photo Credit: www.photos.com
Have you designed a method to evaluate alternatives?
No games can be won without strategies. And as far as a strategy is concerned, it is unique for an organisation. In majority of the decision making meetings, every manager looks at his advantages. What happens when every player in a football team tries to score a goal on his own? Every-
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thing becomes messy, and the game is lost. Remember, an effective decision can be formed when every member heartily agrees to cooperate. Whether senior or junior, unless every member of the team realises the merit of the decision, and heartily agrees to co-operate in its implementation, the decision will remain in files only or its implementation will invite a disaster.
industry 2.0
- technology management for decision-makers | april 2013
45
event report
Developing Smarter Supply Chains
H. G. Raghunath, CEO, Watches and Accessories at Titan Ltd, is delivering the keynote talk.
Saranik Ghosh, General Manager for Strategy and Transformation, IBM India, is sharing international best practices in supply chain.
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ndustry 2.0, in partnership with IBM, hosted an evening round table event in the city of Bengaluru — to discuss and debate the operational challenges involved in demand and supply planning, and challenges in achieving effective supply chain visibility and control. Delivering the keynote talk on the occasion, H. G. Raghunath, CEO, Watches and Accessories at Titan Ltd., explained how his organisation was employing technology solutions to effectively keep track of the large number of SKUs, and efficiently tailor manufacturing planning and production to meet customer demand. He fielded a number of questions from other roundtable participants — and gave advice on tackling tough supply chain issues. Drawing on his extensive international and retailing experiences, Anil Chinnabhandar, Head - Supply chain for Lifestyle International’s Max Retail Division, recounted the typical business and strategic confronting supply chain managers in India, and how new business opportunities are compelling organisations to review their supply chain operations. Chinnabandar also shed light on the role of ERP and Anil Chinnabhandar, Head - Supply chain for Lifestyle International’s Max Retail Division, is talking on challenges confronting supply chain managers. supply chain solutions in making retail supply chains smarter. Drawing on his extensive experience in consulting with leading companies, Saranik Ghosh, General Manager for Strategy and Transformation with IBM India, summarised the key priorities for SCM heads, and shared best practices from well managed supply chain organisations. He also gave tips on how to create smarter supply chains. The round table meeting concluded with a discussion on the strategic challenges for supply chain leaders in India—and ways Supply Chain Leaders from different organisations are discussing the ongoing challenges in the field of supply chain. to overcome them.
Fast changes in customer demand, rising manufacturing costs, advent of new distribution channels and the proliferation of SKUs are propelling organisations to redefine and rearticulate their supply chain strategies. The goal is to transform supply chains from reactive to proactive operations that provides a holistic view.
- technology management for decision-makers
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product gallery Peristaltic Hose Pumps
Backpack Blower
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T
ngersoll Rand has launched a full range of Peristaltic Hose Pumps in India. The new product line expands Ingersoll Rand’s existing ARO positive displacement pump portfolio that includes air-operated diaphragm and piston pumps enabling high levels of reliability, efficiency and productivity. According to the company, ARO’s Peristaltic Hose pumps minimise total cost of ownership by delivering reliable, energy efficient and safe fluid transfer. The pumps feature an engineered reinforced hose, dry running and self-priming capabilities that are suitable for transferring shear sensitive viscous, corrosive and abrasive liquids in a broad range of critical process applications. The complete product line-up includes a full range of high pressure and low pressure peristaltic pumps with flow rates up to 88 m3/hr.
he PB-770 is a backpack blower with a maximum air volume of 1440 m3/h and an air speed of up to 91.1m/sec. This is a super-duty air filtration system, sophisticated built-in anti-vibration, and a new design back pack frame for improved operator comfort. ECHO hand held and backpack power blowers have precision manufacturing that ensures easy and comfortable to use. There is an ECHO blower to suit every application. ECHO Tools E-mail: info@echo-tool.com Website: www.echo-tools.co.uk
Ingersoll-Rand India Tel.: 1800-102-7926 (Tollfree) Website: www.ingersollrand.co.in
Pipe Clamps
S
tauff offers clamps for quick and easy pipe, tube, hose and cable installations. The clamp bodies are available in various materials such as polyamide, polypropylene, aluminium as well as shock-absorbing and noise-dampening thermoplastic elastomer materials. Mounting-hardware for single or multi-level stacking installation on weld plates or channel and mounting rails — is available ex stock in steel and several stainless steel qualities. These clamps are suitable for the most common metric and imperial outer pipe diameters up to 450 mm / 17 ¾ inches. Special materials and designs are available on request. Stauffenberg Tel.: +49 (0) 2392/ 916-154 Website: www.stauff.com
Metal Fabricator
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he 2012 TRUMPF 253Ton TruBend 5230 Press Brake is a versatile bending machine with a 14’ bending length and a 6-axis back gauge system. It is quick and accurate, and is suitable for series production – no matter the tonnage. The TruBend 5230 includes 4-cylinder drive technology, and the CNC-controlled crowning system provides precise bending results. Pebco Tel.: (Toll Free) 800.707.3226 Website: www.pebco.com
Automotive Jump Starter
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DEAL offers LanXPLORER PRO, an in-line gigabit network tester capable of troubleshooting passive and active LAN connections over both copper and fiber, and featuring a Network Discovery/Verify function to identify all active network devices and compare them against previous device lists. Aimed at installers, IT administrators, network technicians, system integrators and cable installers, LanXPLORER PRO meets the testing needs of professionals installing or maintaining IT systems in an enterprise or industrial Ethernet environment.
lore Automotive introduces the JNCAIR, a 1700 Peak Amp Jump Starter with integrated air delivery system, from Jump-N-Carry. The product features a high performance, replaceable Clore PROFORMER battery, designed to deliver high peak amps, extended cranking power, numerous jumps per charge and a long service life. Its extra heavy-duty case withstands even the toughest work environments and its Industrial Grade Hot Jaw clamps easily penetrate corroded battery terminals. It has an integrated, industrial grade air delivery system.
Ideal Industries, Inc. Tel.: +1 800-435-0705 Website: www.idealindustries.com
Clore Automotive Tel.: +1 913 310 1053 Website: www.cloreautomotive.com
Network Tester
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industry 2.0
- technology management for decision-makers | april 2013
47
product gallery AC Drives
Submersible Mixer
V
K
acon is supplying AC drives to major players in the cranes and hoists, providing increased process control and capacity with lower operating costs. As per the company, by converting anything from a few kilowatts to several megawatts of power, VACON AC drives support a wide range of applications, from simple hoists to the most demanding large construction and harbour cranes. The company provides extensive global support.
SB Aktiengesellschaft has recently developed a new kind of low-speed submersible mixer for use in biogas production and waste water treatment. The new Amaprop 1000 can serve as a back-up mixer, scum breaker or flow accelerator. It can be used alone or in combination with larger mixers and agitators. The new mixer for use in biogas production has a hard-wearing propeller made of robust nodular cast iron designed for years of reliable service. Its contours were developed with the aid of computational fluid dynamic (CFD) simulations. It can generate high volumetric flow rates, producing a maximum axial bulk flow.
Vacon Tel.: +91 94241 00164 Website: http://www.vacon.com
KSB Aktiengesellschaft Tel.: +49 6233-86(0) Website: www.ksb.com
Business Index Company......................................................................................Page No. Air India SATS.............................................................................................07 Autodesk.................................................................................................... 06 BASF............................................................................................................ 14 Bentley....................................................................................................... 29 Bitzer India..................................................................................................07 Blue Star ....................................................................................................07 BPCL...........................................................................................................07 Carnegie Mellon University........................................................................ 15 CBRE.......................................................................................................... 09 CIAT India....................................................................................................07 Climiveneta.................................................................................................07 Clore Automotive........................................................................................47 Clough........................................................................................................ 08 Coalfax Fluid Handling................................................................................32 Danfoss Industries..................................................................................... 09 Delcam................................................................................................. 42, 43 Eccles Tooling Systems....................................................................... 42, 43 ECHO Tools.................................................................................................47 ECN............................................................................................................. 14 Finolex Industries...................................................................................... 09 Fleming Gulf Conference........................................................................... 06 Fraunhofer FIT ............................................................................................ 15 Gartner........................................................................................................10 GE................................................................................................................ 14 Green Dust................................................................................................. 06 HSBC.......................................................................................................... 08 IBM............................................................................................................. 46 IBM-PLI...................................................................................................... 26 Ideal Industries, Inc.....................................................................................47 IIDE 2013.................................................................................................... 09 Indian Chamber of Commerce...................................................................07 Indian Oil.....................................................................................................07 Ingersoll Rand.......................................................................................06, 47 Intel............................................................................................................. 16
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Company......................................................................................Page No. Intergraph.................................................................................................. 08 KSB Aktiengesellschaft........................................................................07, 48 L&T, L&T-S&L....................................................................................... 28, 29 Lifestyle International................................................................................ 46 Macro Sensors............................................................................................ 16 Maharashtra State Power Generation Co. (MAHAGENCO)...................... 29 Maruti Suzuki..............................................................................................07 Mentor Graphics Corporation.................................................................... 17 Motherson Group.......................................................................................07 Panasonic India..........................................................................................07 Pebco..........................................................................................................47 Polycab Wires............................................................................................. 20 POSCO........................................................................................................ 17 R. H. Technologies....................................................................................... 17 RBC Bearings ............................................................................................ 08 Reliance Industries.....................................................................................07 Reynold India..............................................................................................07 Ryder........................................................................................................... 17 Sansera Engineering................................................................................. 40 Sargent & Lundy – USA (S&L).................................................................. 28 SAS.............................................................................................................. 17 Saudi Armaco............................................................................................. 17 Schneider Electric India............................................................................ 08 Shell............................................................................................................ 17 Siemens...................................................................................................... 14 Siemens PLM............................................................................................. 40 Stauffenberg...............................................................................................47 TE Connectivity.....................................................................................35, 36 Titan Ltd..................................................................................................... 46 Vacon......................................................................................................... 48 Virginia Tech................................................................................................ 15 Voltas..........................................................................................................07 Western Precision Aero (WAP).................................................................. 08 Whirlpool.................................................................................................... 06
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