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DEC 2010



bility a n i a t s u S n Focus O Maintenance And Low- ill Drive The Cost W r Future Market Fo lutions Energy So


` 100

Building an innovation culture helps growth


PLM solutions speed product development


Alunit has a very good thermal conductivity

editorial Vol. 10 | ISSuE 04 | DECEMBEr 2010

Managing Director: Dr Pramath raj Sinha Printer & Publisher: Kanak Ghosh Editorial Group Editor: r Giridhar Associate Editor: P K Chatterjee Sub-Editor: reshmi Menon dEsign Sr. Creative Director: Jayan K Narayanan Art Director: Binesh Sreedharan Associate Art Director: Anil VK Sr. Visualisers: PC Anoop, Santosh Kushwaha Chief Designer: N V Baiju Sr. Designers: T r Prasanth & Anil T, Chander Dange Photographer: Jiten Gandhi brand managEmEnt General Manager: Nabjeet Ganguli salEs & markEting VP Sales & Marketing: Naveen Chand Singh (09971794688) National Manager - Sales: Pranav Saran (09312685289) National Manager - Events & Special Projects: Mahantesh Godi (09880436623) Assistant Brand Manager: Arpita Ganguli GM South & West: Vinodh Kaliappan (09740714817) Coimbatore: D K Karthikeyan Kolkata: Jayanta Bhattacharya (09331829284) Production & logistics Sr. GM - Operations: Shivshankar M Hiremath Manager - Operations: rakesh upadhyay Assistant Production Manager: Vilas Mhatre Logistics: MP Singh, Mohamed Ansari officE addrEss Nine Dot Nine Interactive Pvt ltd Kakson House, A & B Wing, 2nd Floor 80 Sion Trombay road, opposite r K Studio Chembur, Mumbai 400071. Board line: 91 22 67899666 Fax: 91 22 67899667 For any information, write to For subscription details, write to For sales and advertising enquiries, write to For any customer queries and assistance, contact Printed and published by Kanak Ghosh for Nine Dot Nine Interactive Pvt ltd Plot No. 725 GES, Shirvane, Nerul, Navi Mumbai 400706. Board line: 91 22 67899666 Fax: 91 22 67899667 Editor: Anuradha Das Mathur Plot No. 725 GES, Shirvane, Nerul, Navi Mumbai 400706. Printed at Silverpoint Press Pvt. ltd, D 107, TTC Industrial Area, Nerul, Navi Mumbai 400706.

Building On Success


s the year 2010 draws to a close, manufacturers in India can look back with satisfaction. The country overcame the fear of a double-dip international recession and recorded robust growth. Export markets for key products like textiles, jewellery, and auto parts are slowly making a recovery. While commodity prices have registered only modest small increases (thanks subdued international demand), overall input costs have remained steady. Demand, particularly from the domestic market, is strong and many companies are operating facilities at full capacity to keep pace. Domestic sales continue to be robust, and companies are continuing to invest in the development of new products to meet demand. Things are looking good, as we head into the new year. However, some economists sound a note of caution. The Government has been unable to control rampant inflation in the economy. The increases in fuel prices will only make transportation and manufacturing costs more expensive. The inability of the Government to introduce the Goods & Services Tax means that manufacturers will continue to be bedevilled by convoluted laws that stifle efficiency. While we have had good monsoons this year, the country still faces a chronic shortage of power. Come summer, and the parlous state of power availability will be exposed—since the nation has been unable to add significant power generation capacity. Given the ongoing controversy over the approval of large-scale power generation projects,

industry 2.0

R Giridhar

there little by way of relief the industry can expect. This year we got augmented airport facilities at Mumbai and Delhi, and a number of new warehouse and logistics parks. We also finished awarding new telecom licenses. All these developments will benefit the economy—as will the entry of new service providers and advanced technologies. However, the augmentation of important physical infrastructure like railways, roads and ports has languished. The capacity additions and improvements have been too little and too late. This, in turn, is imposing unnecessary costs on the economy. There has also been little in the way of new legislation to encourage manufacturing activities and research, or to promote emerging sectors. While the industry can collectively convince policy makers to take more steps to improve infrastructure and the environment for manufacturing in India, individual manufacturers can look at developing strategic ties with equipment suppliers. Such relationships can help foster two-way learning, new business opportunities, and enhance the ability to exploit the domestic and international markets. By leveraging the power of partnerships and proactively preparing for change, Indian manufacturing can boost its role in the economy.

- technology management for decision-makers | december 2010


contents facilities & operations 38 Adopting Lean Manufacturing


Profit comes from successful overcoming of constraints.

supply chain & logistics 40 Capitalizing On The Emerging Opportunity Companies focusing on lifts, elevators and travelators can tap the ACP System market in India in an organized manner.

information technology 42 Rockwell Offers Enhanced Applications The new software enables plant-wide control.

innovation & success 48 Developing Cars Faster Picture Courtesy

cover story Cover design: Prasanth T R

Solar thermal energy harnessing will continue in full swing.

in conversation

Picture courtesy:

28 Concentrating On Solar Power

44 RobeRt Kocis Divisional vice PresiDent WorlDWiDe channel sales, Ptc

Dozens of practical features are now available in the software.

Manufacturers benefit from real-time information.

13 Solid Edge Delivers New Functionalities

54 Building A Culture Of Innovation

New evironment helps expanding the software’s capabilities.

wish list 21 Business Barons Talk To Industry 2.0

Direct drive technology improves reliability.

december 2010 | industry 2.0

Lean Manufacturing or Toyota Production System is a proven methodology for waste elimination and productivity improvement.

management & strategy 52 Addressing Information Overload

manufacturing technology 32 Replacing Conventional AC Induction Motors


50 Achieving Breakthrough Productivity Improvement

soft talk 12 Cosmol’s New Version Eases Modeling

Experts from different industries express their wishes on the eve of 2011.


NX supports vehicle design by providing advanced tools.

materials & processes 34 Applying Nano-manufacturing Technology Nanomanufacturing is becoming a mainstream technology.

- technology management for decision-makers

Innovation fuels growth in business.

departments Editorial ......................................01 Industry Update......................... 04 Technology Update.................... 14 Market Dynamics ...................... 16 Event Report ............................. 18 Opinion ...................................... 26 Advertisers’ Index ..................... 51 Product Update ......................... 56

industry update CIOs Need to treat MeS as a Corporate-wide Business application


any manufacturing organizations—when selecting a solution to improve their manufacturing execution—are uncertain as to whether it is better to use a best-of-breed MES suite or simpler functions available from their favourite enterprise resource planning (ERP), supply chain management (SCM) or product life-cycle management (PLM) vendors, points out a recent IDC report. The IDC Manufacturing Insights study provides a competitive analysis of the top seven global manufacturing execution system (MES) vendors, designed to help manufacturers orient the choice for their initial short list of potential MES vendors. The vendors analyzed in the report include Apriso, AspenTech, Invensys Operations Management (IOM), Oracle, Rockwell Software, SAP/Visiprise and Siemens. According to IDC, CIOs need to change their mindset and start considering the MES as a corporatewide business application. Manufacturers need to shift from traditional deployment of MES that was plantcentric and local, with minimal or no involvement of corporate IT.

“Being a successful manufacturer is not an easy task today. Manufacturers must be ready to make rapid corrections to their tactics following fast-changing demand, shorter product life cycles and opportunities to exploit new or emerging markets. Thus, we believe manufacturers should directly manage the selection, implementation and maintenance of the manufacturing execution system. It is as important as their ERP, SCM, PLM and CRM systems,” said Pierfrancesco Manenti, EMEA Research Director, IDC Manufacturing Insights. The study suggests that manufacturers should carefully select their MES vendors and implementation partners. “Our advice is to start first by clearly defining business requirements and then defining the right MES approach. To frame the issue, one should consider whether the MES application is for a single plant or multiple plants, as well as the need to extend the application to support the specific requirements of an individual plant or having a global standardized application,” continued Manenti.

WBA Launches Anti-counterfeiting Campaign


n the last two decades, counterfeiting in general has grown by 10,000 per cent, globally. While there has been much reporting about consumers being taken advantage of counterfeits in music, film, home electronics and designer clothing, a far greater risk lies in industrial counterfeiting of items such as tires, seals and bearings. All these products are safety-critical and fake versions pose a real threat. The World Bearing Association (WBA) has launched an awareness campaign to inform about safety hazards arising from counterfeit bearings. “Our initiative is aimed at sensitizing the public on the dangers associated with counterfeits. The WBA is thus intensifying its anti-counterfeiting initiatives – that means information for customers on the one hand and consistent prosecution of offenders through the competent authorities on the other,” informed James W. Griffith, WBA President and President & CEO of The Timken Company.


december 2010 | industry 2.0

- technology management for decision-makers

event update SMe expo

The event will provide a platform to SMEs to showcase latest logistics and material handling technologies, products and services. Venue: Chennai Trade Centre, Chennai Tel: + 91-9819234741 E-mail: Date: Website: 06 January to

08 January 2011

Water expo 2011

The event will consist of an international expo, exhibition and conference on water and wastewater management. Venue: Bombay Exhibition Centre, Goregaon, Mumbai Date: Tel: +91-11-43100568 06 January to Website:

08 January 2011

GMtOS 2011

This is a trade show for industrial products, spares, goods & sup-

plies industry. Venue: Mahatma Gandhi Mandir, Gandhinagar Tel: +91-79-26851716 Date: Website:

10 January to 13 January 2011

Global Steel 2011

The conference will analyse the Indian Steel mills’ proposed expansion plans and discover how supporting logistics and infrastructure networks are preparing themselves. Venue: Hotel Taj Palace, New Delhi Tel: +91-33-22891471 E-mail: Date: Website: 16 January to

18 January 2011

India Rubber expo 2011

The event will host an exhibition, a conference and create a platform for rubber buyers and

sellers meet. Venue: Chennai Trade Centre, Chennai Tel: +91- 9444113140 E-mail: Website:


19 January to 22 January 2011

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industry update Lanxess Inaugurates New Plant In Gujarat


drinking water in water filters. The opening marked the successful completion of the second expansion phase in Jhagadia. The first project phase, which was completed in March this year, saw a rubber chemicals production plant taken into operation. Overall, Lanxess has invested around EUR 50 million in the site to date. The new plant was constructed on an area totaling 30,000 square metres. Around 5,000 metric tons of steel and 400 kilometres of electric Narendra Modi, the Chief Minister of Gujarat, is addressing the cables were used in audience during opening ceremony of the ION plant. the construction of the approximately 40-metre high procal park at Jhagadia in Gujarat. The duction building in a process requiring plant has an annual capacity of 35,000 nine million working hours. metric tons. Around 200 employees According to Lanxess, the wastewafrom the Ion Exchange Resins (ION) business unit will manufacture products ter from the plant is pre-cleaned in a captive wastewater treatment plant— for industrial water treatment for the before it is released into the chemisemi-conductor, pharmaceutical, food cal park’s wastewater system. Huge and power industries. amounts have been invested in environThe broad range of applications for mentally friendly energy generation. The these small beads of resin includes, the plant uses a cogeneration plant for the decalcification or desalination of water company’s own power station, which is in dishwashers and the decarbonizarun on natural gas. tion or extraction of heavy metals from peciality chemicals company Lanxess has opened a plant for ion exchange resins in India. The new plant was constructed over a period of two years in the new chemi-

Uniworld Marches Ahead In 2011


anfoss Industries Pvt. Ltd., India, a 100 per cent subsidiary of Danfoss A/S, Denmark, has recently signed an agreement with Uniworld Logistics Pvt. Ltd. to handle their complete domestic Logistics (3PL) in India. Danfoss India closed last year with a turnover of around Rs 330 crore. An unprecedented 80 per cent growth in demand has caused the Indian arm of the Danish company to ginger up its investment plans. The $3.5-billion Danfoss primarily makes electronic drives—which help save electricity by controlling power consumption. Uniworld Logistics specializes in freight forwarding and total logistics solutions. With the market identified and investment plans in place, Danfoss wanted a logistics player to support them in their expansion plans. They were looking for a partner who understands the Indian market and the laws well to support them in movement of goods—so as to reach the customers seamlessly. Thus, the homegrown 3PL service provider—who offers the end to end solution in logistics—was selected for partnership.


december 2010 | industry 2.0

- technology management for decision-makers

Amit Barve General Manager SCHOTT Solar AG

VDE Certifies Schott’s test Centre


CHOTT Solar’s in-house test lab for testing new products, processes and materials according to IEC 61215, 61646 and 61730 has been certified by VDE Association for Electrical, Electronic and Information Technologies. Test reports prepared by the Alzenau test centre are now directly forwarded to VDE, which verifies them and then issues approval for the use of the VDE mark. The solar manufacturer complies with all required IEC standards in its in-house test lab. “Achieving VDE certification is confirmation and recognition of the expertise held by us. Insights gained at the test centre are now immediately included in product development. This is the basis for us to continually improve our products and enhance our quality,” said Uwe Fliedner, Director Global Module Dev. Department, SCHOTT Solar. The company develops special materials, components and systems for pharmaceutical, solar energy, electronics, optical and automotive industries. Amit Barve, General Manager, SCHOTT Solar AG, informed, “Certification of our testing labs by VDE for Test Data Acceptance Program means our Indian customers can be reassured of the highest internal quality standards maintained by us while testing modules. VDE now only verifies our data for certifying modules without physically sending them to their labs. This only proves their conviction in our quality.”

industry update aegis Signs a Deal With aPM terminals


egis Logistics, dealing in Oil, Gas and Chemical Logistics, has entered into an agreement with APM Terminals Pipavav to avail on sub-lease close to 100 acres of land for building a global oil and petrochemicals storage complex. Aegis will invest up to Rs 400 crores ($90m) in building a 600,000 KL oil terminal complex in Port Pipavav. “The facilities at Port Pipavav will service oil companies who wish to use the port for import and export of oil and petrochemical products,” said Anish Chandaria, MD & CEO of Aegis. “With our existing locations in Mumbai and Kochi, we are one step closer to achieving our stated aim of creating a ‘necklace’ of similar port terminals around the coastline of India. We will also be expanding our capacity in Kochi by 50 per cent, and building an additional 80,000 KL in Haldia Port,” he added. The Indian oil and gas logistics sector has remained relatively small by global standards until now, but with continued deregulation and liberalization of the Oil Sector by the Government the scope and the scale of the business is likely to undergo a huge expansion. Aegis’ mission is to build an

(L2R) Prakash Tulsiani, Managing Director, APM Terminals Pipavav and SO Malhotra, President, Aegis Logistics are exchanging the signed deal document. unrivalled national port infrastructure and distribution network in the oil & gas sector in India. “We are very pleased to tie up with Aegis to provide this infrastructure support at Port Pipavav. A new berth for liquid cargo has already been built at Port Pipavav. With liquid cargo storage facilities being developed by Aegis, we will be able to offer our customers a comprehensive portfolio of facilities for a large variety of cargo,” said Prakash Tulsiani, MD, APM Terminals Pipavav.

Panasonic Uses tHK Compressors


ecumseh India, an independent manufacturer of compressors for Air-Conditioning and Refrigeration products in the country, has bagged order to supply compressors for Panasonic Refrigerators to be built in India. The scope of supply encompasses THK range of refrigeration compressors being manufactured at the Indian facility. Tecumseh has strategic partnership with leading brands including Whirlpool, Voltas, Videocon, Haier, LG, Carrier, Blue Star etc. It also supplies products in the countries like Saudi Arabia, China, South Africa and UAE. Commenting on the development, James Wainright, President & CEO, Tecumseh Product Company said, “India is one of the most important markets for us, and we are committed to bring the best in class product to the country. In past few years we have invested more than $ 80 million in India and will continue to invest more.” Raghavan Ravi, MD, Tecumseh, said, “Tecumseh range of refrigeration compressors are the latest and most advanced. We are committed to leading the trend towards overall efficiency improvement and environmentally responsible products.”

Trimble Acquires Tata AutoComp Mobility Telematics


rimble has acquired Tata AutoComp Mobility Telematics (TMT), a wholly-owned company of Tata AutoComp Systems of Pune. TMT is a leading provider of telematics solutions and Mobile Resource Management (MRM) services in India, and serves large customers such as Bharat Petroleum Corp., as well as Tata Group companies such as Tata Motors. The acquisition is expected to expand Trimble’s MRM solutions portfolio and allow the company to better address markets in India. TMT solutions are marketed under the “trako” brand. In addition to providing vehicle tracking, TMT offers a broad range of specialty telematics solutions


december 2010 | industry 2.0

including: school bus applications; bus tracking for state & city transport services; cargo management for SC&L organizations; dispatch management for emergency service vehicles such as ambulance and fire; waste truck management applications for environment management companies and waste carriers that track their collection and service vehicles and monitor waste pickup schedules by geo-coding waste bins. RS Thakur, ED and CEO of Tata AutoComp Systems, said, “Tata AutoComp has devised its growth strategy for the period up to 2020. The TMT decision is in sync with our strategy to focus and strengthen our core business areas.

- technology management for decision-makers

When deliberating our options for TMT, we were convinced that Trimble was the right choice given its worldwide position and service record in MRM. We are confident that all the customers of TMT, including various Tata companies, will continue to benefit from the TMT ownership by Trimble.” “The TMT acquisition broadens Trimble’s portfolio of telematics and MRM solutions and underscores our commitment to the Indian market,” said Bryn Fosburgh, Trimble vice president. “We look forward to building on the solid foundation that Tata AutoComp Systems and TMT have created as we expand Trimble’s presence in India.”

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industry update LaPP Celebrates 50th anniversary Of ÖLFLeX

SP Kamisetty, MD LAPP India, Rolf Saligmann, Consulate General of the Federal Republic of Germany at Bangalore and Dr. Ewald Bentz, Director, LAPP India are rolling the ÖLFLEX drum.


APP Group is celebrating the 50th anniversary of its signature cable brand—ÖLFLEX. As a part of this historic moment, an ÖLFLEX cable drum is being rolled across landmark locations globally. The drum has been brought into the Bangalore facility

of LAPP, from South Africa. From India, it will go to Shanghai, China. Dr. Ewald Bentz, Director, LAPP India inaugurated the ÖLFLEX drum roll in a traditional and ceremonial style that included, a welcome by Karnataka’s very own ‘Dollu Kunitha’ performers. Commemorating this historic moment, with waving flags in their hands, LAPP employees ushered Dr. Bentz, who drove in the ÖLFLEX drum attached to a LAPP India branded Nano. The two-day long celebration was honoured by Rolf Salingmann, Consulate General of the Federal Republic of Germany, Bangalore. During the celebration, MD of LAPP India, Srinivas P Kamisetty said, “ The fact that India is chosen as part of the ÖLFLEX drum across the globe, is a testimony of how India has increasingly grown to become a user of standardized and quality products. The 50th anniversary celebration of ÖLFLEX has effectively reiterated LAPP’s mission of working towards customization and providing exactly what their customers want.”

New Holland Bags Order From a2Z


ew Holland Fiat India has won a large order for agricultural equipment from Gurgaon-based A2Z Maintenance & Engineering Services. A2Z operates in the field of power generation and distribution services, renewable energy and solid waste management. This order marks the beginning of a wider initiative, led by A2Z with New Holland, that will offer Indian farmers a viable alternative to burning paddy straw by using crop residues for power generation. The initiative will have a two-fold positive environmental impact— one— from the consequent reduction in large scale burning in open fields and, —two —from the use of a renewable source for energy generation. New Holland has supplied a total of 105 New Holland 4010 and 3630 TX tractor models, with 40 and 55 hp respectively; 45 BC5060


december 2010 | industry 2.0

square balers; 15 RKG 129 model rakes and two model 38 mowers. The equipment are already working for three A2Z power generation projects in the state of Punjab, in Northwest India, which will contribute 45 megawatts of renewable energy to the State power grid.

Rajshekhar Roy CEO, Four Soft

Jacobson Chooses Four Soft’s Solutions


our Soft has inked a contract with US-based 3PL service provider Jacobson Companies. According to the agreement, Four Soft will implement its multimodal transport management system—4S eTrans, order management system—4S Visilog, Global customs solution—4S eCustoms and its business intelligence tool 4S Infotips across Jacobson locations globally. Commenting on the development, Rajshekhar Roy, CEO, Four Soft, said, “Jacobson see leveraging IT-based solutions as a key catalyst for their ambitious growth plans. Their rigorous search for a primary vendor for these solutions lead to them picking Four Soft from a wide range of solutions vendors. Jacobson will deploy a stack of solutions from Four Soft covering its freight forwarding, customs, order management and visibility operations using Four Softs’ comprehensive dashboard and reporting framework.”

ILSPL Plans Pan India Presence


nfinite Logistics Solutions Pvt. Ltd. (ILSPL), a joint venture (JV) company of Container Corporation of India (CONCOR) and Transport Corporation of India (TCI), has commenced its operations. In the new company, TCI holds 51 per cent of the equity shares, which it had recently acquired, and the remaining 49 per cent is being held by CONCOR. ILSPL will offer end-to-end multimodal logistics solutions, and establish an integrated rail-road cargo service—thereby creating synergies between the two most widely used modes of transportation. The JV will offer comprehensive solutions for its customers by offering seamless services using the rail infrastructure of CONCOR and the road infrastructure of TCI. It will also run operations on dedicated routes, and based on specific needs of customers, can offer customised solutions.

- technology management for decision-makers

See how your colleagues cut costs and improve efficiency.

COMSOL News 2010 is a collection of case studies on industrial multiphysics applications. Inside, you will find several examples of how your colleagues have cut costs, improved efficiency, and learned to better understand the processes they simulate.


CONTRIBUTORS: Advanced Magnet Lab AltaSim Technologies B&C Speakers Baker Hughes CEA Continuum Blue Covidien EbD Desktop Engineering

ENSTA GM Global R&D Golden Acoustics Kobelco Research Institute KTH MatWeb Metelli Microsoft

NASA MSFC OSRAM SYLVANIA Procter & Gamble Royal Military College SKB Tech Briefs Media Group U.S. Army VTT

Order your free copy at

soft talk

COMSOL Version 4.1 Enhances Modeling Efficiency Productivity stands out as the major theme in version 4.1 of COMSOL Multiphysics. The new release builds on the breakthroughs in usability, and it offers dozens of practical features that make the modeling and simulation process more productive.

Users can now copy and paste nodes within the Model Builder—a huge time-saving that avoids repeated sequences of commands.



n an event in Bengaluru, COMSOL unveiled its multiphysics modeling and simulation environment, COMSOL Multiphysics version 4.1. Evaluation licenses were distributed to attendees present at the second annual COMSOL conference. “Version 4.1 will make users instantly more productive. With addition of Copy/Paste and duplication features, the model tree can be expanded and customized in record time. This opens the way for users to work efficiently rather than unnecessarily repeating tasks,” comments VP Product Management Bjorn Sjodin. Major updates to the interactive, tree-structured Model Builder in version 4.1 make the modeling process more intuitive to manage. Of particular note, users can now copy and paste nodes within the Model Builder—a huge time-saving that avoids repeated sequences of commands. Now, with a single click of a button, users can duplicate selected nodes

december 2010 | industry 2.0

as functions, geometry selections, plot settings and visualization effects, or they can use duplicated nodes to create new images, to study the steps that control solver settings and analysis type, or prepare data for export. Additionally, the Model Builder and Settings window offers new Undo/Redo functionality for added convenience in operating the software. New capabilities in version 4.1 boost productivity by delivering accurate simulation results more quickly. The all-new physics-controlled meshing enables users to let the software do the time-consuming mesh- creation process. Now, implemented in the CFD and Plasma physics interfaces, COMSOL automatically specifies the mesh based on the physics in the model. For example, the fluid flow interfaces use this feature to create a fine mesh throughout the flow region while simultaneously creating boundary layer meshes on no-slip boundaries. The resulting mesh has the added benefit of being optimized for accuracy, delivering precision to fluid flow applications. The software also introduces robust simulation job management tools. The automatic save and recovery of models during solver operations ensures that an interrupted simulation job can be recovered. COMSOL stores simulation data on file throughout

- technology management for decision-makers

the computation of the solution. In case of a power outage or any other unpredictable event, the data can be reloaded and simulation can continue from the point it was stopped. This is reassuring to users running large models— where the simulation can last days. Also, at any time during a simulation, users can pause and continue jobs easily. COMSOL 4.1 also features display of equations for physics interfaces—so that users always know precisely which mathematical model their simulation is running. Geometry creation tools also add a mathematical bend by allowing for parametric definitions of curves. Any profile can be swept along a parametric curve. Version 4.1 introduces a suite of new practical tools that make simulation results easier to understand more quickly. Time-dependent simulations can be analyzed using frequency-domain transformation using FFT for computing frequency spectra from. Polar plots have been added to display graphs in polar coordinates specified by radius and angle—a feature that is commonly used to present the radiation pattern from antennas. Users will also benefit from predefined operations for computing the maximum, minimum, average, or integral of the values of a quantity in a point over time for a time-dependent model. “The handling of simulation results has also taken a step forward with this release. Transient models in particular will benefit from the max, min and average time-series operations as well as the fast Fourier transform to the frequency domain. So, from beginning to end—this is a release that enhances productivity,” concludes COMSOL’s Sjodin.

soft talk


iemens PLM Software has recently launched Solid Edge software ST3 (Solid Edge ST3). According to the company, with this latest launch, the software delivers new functionality—enabled by synchronous technology—that significantly accelerates product design, streamlines revisions, and makes importing and reusing third-party CAD data easier. The new release also includes a variety of enhancements related to simulation, design data management, and more than a thousand customer-driven improvements. The company has extended the availability of synchronous technology by making it pervasive throughout the product. In addition to support for part modeling and sheet metal design delivered in earlier versions, synchronousbased models can now be used directly with all assembly applications—such as piping, frames, wiring and assembly features. Also, delivered is a first-ever synchronous-based part-to-part associativity that lets users establish and alter design intent before, during or after the assembly design process. Solid Edge ST3 also provides a capability to work with both synchronous and non-synchronous (ordered) features in the same integrated design environment. Users can leverage synchronous features for accelerated design and flexible edits while adding ordered features for designing process-type parts, such as cast or machined parts. Ordered features in existing models can be selectively moved to the synchronous environment. The new capability to merge 2D drawings with existing 3D models further expands opportunities for productivity. Manufacturing dimensions on 2D drawings can now be automatically transferred to the corresponding

Solid Edge Delivers New Functionalities Solid Edge ST3 has recently been officially announced by Siemens PLM in India. The modified version of the software tagets at removing all the barriers for users who intend to take up synchronous modelling techniques. Now, it provides a fully integrated design environment to expand the synchronous capabilities. imported 3D model, informs the company. The resulting ‘asmanufactured’ 3D dimensions can be immediately edited, modifying the imported 3D model using synchronous technology. Building on its integrated simulation application, Solid Edge ST3 includes new torque and bearing loads, user defined constraints and new ways to connect assemblies such as bolt and sheet metal edge connectors. Faster results can be achieved with model simplification tools and better visualization capabilities that allow you to see inside the model. Refinements can be made using synchronous technology or ordered methods. Siemens PLM informs, users are aware that Solid Edge allows design validation of parts and assemblies earlier in the product development process for quicker time to market, and reduced physical prototyping costs. Delivering thousands of customer-driven improvements, the new version provides even stronger business value throughout the product development process. New functionality was added in a wide variety of areas, including sheet metal, piping and frame design, assembly management and drafting. Advances in sheet

metal include new closed corner types, etching of part numbers and other geometry and manufacturing-only features, such as tabs added for production or transportation purposes. The software has ability to embed all manufacturing dimensions and annotations, including item numbers in the assembly, and even carry part colours though as line styles in the drawing. New multi-cultural drawings allow mixing of character sets from multiple languages on a single drawing or even in a single annotation. The software’s new streamlined user interface includes a fully customizable radial menu, drastically reducing mouse travel. Transparent feature and part management dialogues and reduced-size command interaction dialogues provide maximum graphics workspace area.

industry 2.0

Solid Edge ST3 fulfils the vision of synchronous technology by accelerating model creation, speeding ECOs, and improving reuse with imported data.

- technology management for decision-makers | december 2010


technology update

Eliminating Pain-points Of High-power Electronics Applications Alunit has a very good thermal conductivity, dielectric strength and electrical insulation property. Coupled with those, the direct metallization method developed and patented by CeramTec manifolds advantages in thermal management and ensure the system stability.

Alunit is available in a variety of shapes, dimensions and metallizations, and it is ideally suited for highly demanding application areas.



eramTec has succeeded in achieving series extrusion of exceptionally thermally conductive aluminium nitride ceramics. According to the company, this process is the world’s first, and it enables rod-shaped bodies and tube systems made of ceramic with a thermal conductivity of ≥ 170W/ mK, high mechanical stability and dielectric strength. The production phase enables technical reproducibility along with an efficient manufacturing method even for large quantities. Currently, diameters of 0.98 mm to approx. 35mm are possible. The minimum wall thickness is 0.2 mm; the maximum length is 250 mm.

december 2010 | industry 2.0

With approx. 4.1 ppm/K, Alunit has a thermal expansion coefficient rivaling that of silicon (approx. 4 ppm/K), and it also exhibits uniform thermal conductivity and expansion in all directions. It produces virtually no thermal stress in the soldering layer between the chip and the substrate. AIN ceramics boast a wide range of applications—from passive components and module substrates to liquid cooling. Pairing these properties with a direct metallization, a patented method developed by CeramTec, brings even more advantages to the areas of thermal management, electrical insulation and system reliability.

- technology management for decision-makers

Ceramic materials are often underestimated. But ceramics, such as Rubalit (Al2O3) or Alunit (AlN), marry two decisive characteristics: electrical insulation and thermal conductivity. Ceramics are dimensionally stable, meet ROHS standards and are corrosion resistant against salt, acid and lye. Fully inert, ceramic material is the last system component to fail. Pairing these properties with a direct ceramic metallization makes things even more interesting. Metallization pads provide bonding surfaces and make it possible to print individual conductor path layouts on all sides. The outlined combination of circuit board and ceramic heat sink for the reliable cooling of thermally sensitive components and circuits is a CeramTec GmbH development known as CeramCool. The ceramic system efficiently deflects heat without creating thermal barriers and measurably relieves the burden placed on components. The simplified construction (no glues, insulation layers, etc.) combined with a direct and permanent bond between the electronic component and CeramCool, e.g., via a soldered joint, create ideal operating conditions for the entire assembly. Metallizations made of tungsten, tungsten-nickel, tungstennickel-gold, gold, silver, silver palladium, silver-platinum and DCB are available. DCB stands for Direct Copper Bonded – direct bonding of copper films with a ceramic insulator and substrate, generally made of Rubalit or Alunit. It is recommended for highpower electronics applications and high current strengths.

market dynamics

PMI Data Indicates A Marked Rise In Backlogs HSBC’s Purchasing Managers’ Index (PMI) in November signalled fastest growth of Indian private sector economy in four months.




► New order growth accelerated in both manufacturing and service sectors.

ovember PMI data pointed to substantial growth of Indian private sector output, with the headline HSBC India Composite PMI posting 61.3, from 58.4 in October. Both the manufacturing and service sectors recorded marked expansions in activity, which were faster than in the previous survey period. Indian service companies reported a marked rise in incoming new business received during November. The rate of growth accelerated solidly from October’s seventeen-month low, and was the strongest since August. Manufacturers also indicated a sharp rise in new order volumes, which was faster than the longrun series average.

Despite the growth activity recorded during November, outstanding business in the Indian private sector increased. Manufacturers reported a marked rise in backlogs (suggesting that capacity was constrained), which more than offset a slight reduction in work in hand reported by service companies. Overall employment in the Indian economy increased marginally during November. Despite the restrictions on operating capacity at manufacturers, headcounts fell slightly. However, service companies reported a modest rise in staffing levels, which supported the overall growth. November data signalled a marked rise in input prices faced by companies in India. Rising costs have now been indicated in each month since April 2009. Input cost inflation in the manufacturing sector was notably sharp in the context of historical data. The increase in input costs led Indian companies to raise charges

during November, after output prices had remained largely unchanged in the previous month. The latest rate of charge inflation was the strongest in three months, and above the long-run series average. Indian service companies remained optimistic in November that business activity would increase over the next twelve months. Panelists commented that they expect ongoing improvements in general economic conditions, as well as marketing initiatives and the high quality of services offered, to boost activity. Commenting on the India Services PMI survey, Leif Eskesen, Chief Economist for India & ASEAN at HSBC said, “This was a strong showing for the Indian service sector, with activity picking up nicely in November and businesses more optimistic about the future. The pick-up in activity was led by new business and it led to increased hiring. With the manufacturing PMI also coming in strong in November, the broader economy is clearly on firm footing. However, prices are going north, highlighting the need for a resumption of monetary policy tightening in early 2011.”

HSBC India Composite Output PMI

► Overall employment rose for a second successive month, driven by increased headcounts at service companies. ► Output prices rose in the Indian economy, having remained broadly stagnant in October.


december 2010 | industry 2.0

- technology management for decision-makers

event report

Streamlining Manufacturing Management The manufacturing community from Sriperumbudur, through an interactive session, recently received a nice exposure on the role of IT in optimizing a manufacturing business.

R D Singh, Solution Centre Lead–India, SAP India, is explaining the importance of real-time flow of information in a manufacturing organization.


n a recent Industry 2.0 event in association with SAP and IBM at Sriperumbudur in Tamilnadu, delegates from several manufacturing companies were exposed to the real potential of information technology (IT) in business optimization. The session titled—Streamlining Manufacturing Management—focused on the ways for achieving operational excellence in today’s competitive world. In the present scenario, availability of real-time information on all aspects of the business anywhere, any time is absolutely important for success of any business. Overall business optimization is possible only through proper deployment of IT that brings complete visibility at realtime, and highlights the areas where improvement is needed. IT not only does pinpoint the weak areas in the business, it also helps in capitalizing the opportunity costs, and highlights the potential directions for enhancing profitability. The painpoints are apparently different for different industries, however, RD Singh, Solution Center Head–SAP India, explained that every manufacturing industry faces some common problems. Thus, SAP’s solution methodology basically focuses on two kinds of problems—com-

Delegates are gathering information on industry-specific SAP solutions.

Jaikumar Subramanian, Manufacturing Competence Leader at IBM Global Business Services, is explaining how technology solutions can improve manufacturing management. mon to all industries and specific to a particular type of manufacturing industry. He drew attention on the best practices being followed at different countries in the world. Besides, common-to-all solutions, SAP has 25 verticalspecific solutions. IBM is a SAP implementation partner in India. Jaikumar Subramanian, Manufacturing Competence Leader at IBM Global Business Services, drew attention on the fact that today India

Delegates are evaluating the potential and versatility of SAP solutions. is one of the top 10 investment destinations in the world. It is now going to be one of the major manufacturing hubs of the world. Several multinationals are either setting up new manufacturing plants or increasing the number of their existing plants here. Under such circumstances, Indian manufacturing companies are encountering tremendous pressure. He demonstrated how properly deployed IT can effectively help in combatting the market pressure and manufacturing related pain points, and lead towards achieving operational excellence.

industry 2.0

- technology management for decision-makers | december 2010


event report

Leveraging Competitiveness With IT Adoption Frost & Sullivan’s Industrial Automation & Process Control (IPC) Practice, in its endeavour to help manufacturing companies understand the need for IT adoption, recently organized an Executive Congress— titled “Manufacturing Excellence in a Flat World,” in Mumbai.


Niju V, Deputy Director, Automation & Electronics, Frost & Sullivan, SAME, explains how IT- enabled technologies will lead towards manufacturing— that will be built on the pillars of efficiency, high productivity, competitiveness and sustainability.

rost & Sullivan’s MindXchange on Manufacturing IT drew attention on the fact that enterprise, plant automation systems and supply chains can be integrated using IT applications such as Advanced Process Control, MES, PLM, Energy Management and SCM, enabling greater operational visibility to the management and becoming a key differentiator amongst competitors. Large investments in both the process and discrete manufacturing industries will provide strong growth opportunities for the Manufacturing IT market in India.

India has become a growth destination for several global companies. Organizations are becoming increasingly competitive on the efficiency and flexibility of their supply chains and not merely on their product features and quality. They have realized that being technology driven and updated is the key to compete in the global market. Currently, manufacturing as a sector in India is warming up to this idea of technology but the adoption is slow in comparison to its counterparts in developed economies. Lack of awareness of global technologies, and trends in Manufacturing IT have contributed to this low adoption. Adoption of Manufacturing IT solutions in India has until now been concentrated in the oil & gas and automotive sectors. However, pharmaceuticals, chemicals, food & beverage and consumer packaged goods are expected to significantly increase IT adoption, thereby facilitating the Manufacturing IT market in India to grow in excess of 15 per cent till 2015. The F&S summit has focused on knowledge sharing on topics, namely, Increasing Planning

and Manufacturing Productivity through Digital Manufacturing; Business Imperatives for IT Implementation in the Automotive Industry; Delivering the Brand Product Lifecycle Management for Pharmaceuticals and Life Sciences; End-user Perspective in the Pharmaceutical Industry; Importance of Information Security Risk Management in the Manufacturing Sector: Role of People, Process and Technology in Business Continuity and Growth. These topics were presented by eminent personalisties like Sachin Sanghi, Siemens PLM; KN Swaminathan, General ManagerIT, TVS Motors; Gururaj Bengeri, Head-Center of ExcellenceDigital Lifecycle Management, Siemens PLM Software, India; Damodar Mantri, Associate Director, Dr. Reddy’s Laboratories; Rajesh Huddar, Head Information Security Practice Mahindra Special Services Group respectively. Further, the event also included an endusers’ platform that provided insights and tools for actionable strategies for adopting Manufacturing IT. Participants learnt about the latest technologies and paradigms of IT’s role in next generation manufacturing and productivity enhancement. The summit also provided enduser perspectives on the drivers, challenges and path ahead for Manufacturing IT. Representatives from both discrete and process industries attended this MindXchange.

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event report

Frost & Sullivan Hosts Its Manufacturing Summit 2010 In a two-day long event, participants gathered knowledge on several applied best practices from the representatives of some progressive Indian manufacturing companies. The presentations were highly informative and contained many exciting ideas to build robust manufacturing set ups.


rost & Sullivan’s Manufacturing & Process Consulting Practice recently hosted its fifth annual Manufacturing Summit 2010 in Mumbai. The event provided a platform for industry networking, knowledge exchange and continued to foster promotion of best practices in the industry. Participants had an opportunity to learn about proven practices and hear industry experts speak on what factors contribute towards the successful deployment of these practices. The forum was designed to assist companies to overcome their implementation constraints and thereby improve processes. In addition to the high profile presentations made on aspects most relevant to the manufacturing fraternity, this year the summit hosted a panel discussion on what makes CXOs invest time, money and faith in enhancing Manufacturing Excellence. The session was moderated by Raghavendra Rao, Senior Direc-

tor, Manufacturing & Process Consulting Practice, Frost & Sullivan, and the panelists included C Sivaramane, Director–Operations, NCR Corporation India, K K Ahuja, Advisor & Head–Operations, Napino Auto & Electronics, Dr. Ranjit Date, President & Joint Managing Director, Precision Automation & Robotics India and Dr. Mangesh Borkar, Associate Director–Manufacturing, Wyeth Limited. Most of the panelists agreed that return on investment is one of the key factors in terms of making investment in manufacturing excellence. One of the panelists also mentioned that for a start up company the initial few years are more of survivial—and the focus is more on customer requirements. As the business matures and reaches the growth path, inculcating maufacturing excellence also becomes important. Best practices shortlisted and presented at day one of the summit were Building Creativity Culture through Innovation School of Management by Titan Industries– Jewellery Division, Managing Cyclical Trends in Commodity Buying by Marico, Digital Manufacturing by Dassault Systemes, Developing a Reliable and Responsive Supply Chain by Endurance Technologies, Changeover Time Reduction to Effect Flexible Operations by Mahindra & Mahindra–Farm Division, Process Safety Management

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System by Nagarjuna Fertilizers & Chemicals, Enhancing Process Capability in Heat Treatment Process by Hero Honda Motors and Organizational Transformation through Manufacturing Excellence by Piramal Glass. At day two of the summit, the following best practices were showcased, Contemporary Manufacturing Practices–Machine Building by L & T Plastics Machinery, Competency-based People Strategy by Napino Auto & Electronics, Future Outlook of Automation in Indian Industry and its Current Standing in Comparison to Developed Nations by Precision Automation & Robotics India, RFID—The Next Generation Technology for Manufacturing Excellence by Perceptron Software Labs, Lean Journey at NCR Corporation India, Energy and Environmental Considerations in Metal Industries by BALCO and Manufacturing Excellence–WABCO–TVS (India), TVS Approach. The presentations focused on areas such as Customer Orientation, Quality Management Systems, Asset Care, Total Employee Involvement (Competency to Change), Supply Chain Management, Operational Flexibility, Material Handling Systems, Visual Management, Inventory Management, Innovation, Green Productivity, Excellence through Software Integration and Excellence through Automation.

thought leaders in your community? december 2010 | industry 2.0

technology management for decision makers

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India is rapidly progressing to emerge as a global manufacturing hub. Along with manufacturing, the logistics & supply chain (SC) industry and the IT support providers to the manufacturers and logistics & SC service operators are also growing apace in this sub-continent. Although at the very nascent stage, the academia here is also coming forward to bridge the talent gap to boost this growth movement. However, all these industries are facing several constraints on their respective growth paths. As we ring in 2011, in this section, Industry 2.0 presents a few wishes, from the people actively involved in these fields of industry—on the status quo, trend and urgent needs to accelerate the forward march.

Adopt Standardized Load Unitization Platforms

Vineet MehRotRA Director, CHEP (India)

On regulatory side, I expect the industry to get a positive boost from the advent of GST. I wish that individual organizations take collaboration and standardization as the fundamentals forming the inherent part of decision making, as time is now ripe for putting these grandiose thoughts into action. Moreover, the pooling concept pioneered by CHEP the world over and propagated in India through our rented and standardized pallets, crates and IBCs should find ever-growing adaptation within the supply chains, thereby making cost efficiency and seamless flow of the ‘standardized load unitization platforms’ across companies a reality!”

D. S. RAwAt Secretary General, ASSOCHAM

AAtiSh DeDhiA CEO, Zycus Infotech

In India the scale of operations in manufacturing is changing and so are the markets and sourcing geographies. Growth in manufacturing in India has happened across clusters that are located in different parts of the country. Assembly plants at these locations are being fed with raw materials and intermediate products from all over the country and abroad. This has increased the nature and extent of movement of goods and services across the country. In fact, successful supply chain management at the enterprise level is going to depend heavily on the state of macro-logistics scenario in the country. I trust, manufacturing enterprises in India will take due note of the issues in future years in order to become globally competitive. I wish them all success for 2011.”

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Companies in India need to start looking at ‘procurement’ as a key strategic enabler for improvement in working capital and bottom line. Organizations can save anywhere between 5 to 20 per cent of their enterprise spend via an automated procurement process. Companies across the globe have realized benefits from this technology. In the coming year, I look forward to the companies in India realizing the same value—so that they can drive significant savings through procurement, and boost profitability.”

Raise Logistics Standard

industry 2.0

- technology management for decision-makers | december 2010


wish list

Get United to Usher in Changes We stand at a very important and critical phase of our country and the global economy. The upward swing in the business sentiments is visible all over, and the commercial world and its various constituents are looking expectantly at corrections and supports from financial and regulatory bodies. We have all scrapped through and come out a little shaken but lot more intelligent and knowledgeable about the volatilities of the economies and the need to remain vigilant and aware of the risks that the same entails. This is also the time of big opportunities that stare at us and its completely in our realm to go for them and make a difference for all of us and our surrounding worlds. There are however few things that need to happen for that to be possible and I am mentioning some of them hereunder : ● Regulatory changes that truly make the business seamless in the country: I hope and wish for a complete and honest imple-

AjAy ChoPRA CEO, Drive India Enterprise Solutions Limited (DIESL) mentation of GST and other accompanied reforms. Anything less and partial will probably harm more than it would benefit.

Reshape Foundries Given the high demand and utilisation levels in all major foundries in India today, the demand for fresh capacity additions is at an all time high and DISA India will enter 2011 with its highest ever order backlogs for foundry projects. 2011 will also be special for us, as in IFEX, February 2011, the first ever ‘Made in India’ Vertical Moulding Machine will be unveiled by DISA—also, we will be introducing new Wheel & Air Blast Machines from the Wheelabrator Range for markets beyond foundries in India. In line with the projected upswing in coming years, we shall be investViRAj nAiDU ing in further capacities expansion Managing Director in India. DiSA India I wish the demand level for Indian foundry products increase further, and the foundry owners concentrate more on operating their plants with the latest environmentfriendly technologies available in India.”


december 2010 | industry 2.0

- technology management for decision-makers

● Complete abolishment of entry forms and controls across states in the country ● Removal of hidden costs and inefficient legacy systems of Octrois and Cess etc. ● Effective answer to the Toll charges’ impact on the freight costs: this is remaining unaddressed and is a hidden cost as of now ● Creation of ONE regulatory body at Government level to address all issues of the Logistics industry: this is currently spread amongst Shipping/Road/infrastructure and other ministries ● Solving the Infrastructure issues of Power and Roads: it’s amazing how the absolute BASIC issues still continue to haunt us across levels ● Labour Reforms that bring control and clarity in such a sensitive and critical area The above are potential change agents that can lead to the transformations, which are long overdue. The industry itself can support the cause by getting united and speaking one language for all its issues.”

Confer industry Status to SC&L The logistics sector critically needs an industry status and this is what we wish the sector gets in the year ahead. We expect a centralized toll mechanism to ensure uniformity in the toll charges paid by truck drivers at various check points; the development of the rail-freight corridor should be accelerated to give the much needed fillip to the rail freight sector. We wish that the Government as well as other logistics players give more attention to middle level infrastructures like warehouses, multi modal logistics parks, cold chain, cross docks, toll collection system, check posts etc.”

D.P. AGARwAL Vice Chairman & MD Transport Corporation of India Limited (TCIL)

Bring economic Reforms to Accelerate Growth

AniL BhASin Senior Vice President, Sales Cisco India & SAARC

2010 has been a good year for the Indian industry, and I hope to see the same momentum continues in 2011. While spending is almost back to pre-recession levels, I expect investments to continue in various sectors like power, infrastructure, manufacturing, and defence along with the already established opportunities in the Government, telecom, financial and IT services sectors. Hardware growth is expected to outpace Telecom even as growth continues in the consumer market and across all sub- segments of the ICT space. While mobile mar-

ket continues to grow, it is gratifying to note that the number of broadband Internet subscribers has also increased significantly. Auction of the 3G and WiMAX spectrum has set the scene for a competitive and invigorated wireless broadband market. Given the above and that India is a vastly underpenetrated market relative to its potential, the Government should strive to do more through economic reforms to accelerate inclusive growth and create resources that benefit the people. Needless to say, the political, economic and social stability of the country will be crucial.”

Focus More on R&D

welcome Performance

In 2011, I wish to develop a versatile automatic spinning machine for about half a million women workers engaged in the industry— through which they will be able to earn better wages while producing uniform quality of coir yarn with the minimum labour.”

Let the year 2011 be identified as the year of performance. A paradigm shift in science of technology finds a major place in my wish list. All scientists and academicians will be able to spend more quality time either on their experiments or on their desks devoting completely in reading, thinking, working and writing.”

PRoF. GAUtAM BiSwAS Director, CSIR-Central Mechanical Engineering Research Institute (CMERI), Durgapur and MERADO, Ludhiana

enhance Productivity DR. U. S. SARMA Director, Central Coir Research Institute, Coir Board, Ministry of MSME, Govt.of India

Moving ahead in 2011, I believe that the manufacturing industry will see increased adoption of IT-enabled manufacturing technologies, and Digital Prototyping will enable the industry to enhance productivity and be more competitive than ever before.”

jAyAnt KeSwAni Head Marketing, Autodesk, India and SAARC industry 2.0

- technology management for decision-makers | december 2010


wish list

Reap Benefits From Cloud Computing My wish for year 2011 is to see Indian industries dramatically improve their business efficiencies and effectiveness, and make a mark for themselves in the global arena. Competition is getting stronger with the advent of MNCs, and the scenario has become even tougher for Indian players. This requires that industries begin adopting the right framework and technology to support their growth. Traditionally, enterprise application software has been the privilege of only a few large players. The other cost-effective solutions that were available in the market were strip down version of P. R. VenKetRAMA RAjA On Premise ERP with only few features Vice Chairman, MD & CEO available. But, today with the advent Ramco Systems of newly architected solutions for the Cloud, enterprises (large and small) are seeing a revolution in their approach to IT. I wish in the new year, many enterprises ride on the cloud wave and reap the rich benefits it offers.”

Curb Software Piracy The Indian software industry sees a bright future this year. We in the digital design software ecosystem see a rising opportunity for us. Design to manufacture organizations and stand-alone designers can leverage the immense potential to create designs for manufacture here in India. This evidently translated into more business for digital design software companies (CAD/CAM). However, one of the greatest barriers to our business success is the loss we incur as a result of software piracy. I would like to see the campaign for eradication of software piracy to continue its momentum to make India a totally piracy free country. It is imperative to ensure a level playing field to ensure growth, development and protection of IP in the Indian software deployment ecosystem.”


december 2010 | industry 2.0

MAnoj MehtA Country Manager India and SAARC Operations Dassault Systèmes SolidWorks Corporation

- technology management for decision-makers

Recognize SC&L As An industry

SAnjAy UPenDRAM CEO & Co-founder Amarthi Consulting I wish to see the following developments in 2011: ● Complete privatization of rail cargo movement ● Increased domestic and foreign investments in logistics infrastructure with rapid implementation of the projects like DFC ● Organization of trucking industry with increased efficiency levels in transiting goods ● Rapid implementation of GST and direct tax code ● Multi-modal policy across road, rail, air, maritime to enable seamless connectivity and coordination ● Set-up of logistics parks zones across key nodal areas of the country and also enable easy acquisition of large parcels of hassle-free land ● Recognition of 3PL industry and its strategic role to gain competitive advantage ● Recognition of Supply Chain and Logistics with an Industry status – from a mere tactical service to a more strategic nature, supported by leading edge technology and infrastructure.”

Bring A Corruption-free environment I have a very strong belief in the intelligence and capability of Indians in general. When they set their mind to achieve a goal, they are usually successful. The concern is the devious methods that are used to achieve the goals. In the aforesaid context, my wish would be that every group of people in India do the job assigned to them in an environment of truth and fairness. Specifically: ● Politicians should integrate the country (instead of dividing it) and set Rules and Regulations that give equal and fair opportunities to all. ● Goverment should implement these Rules in their true spirit, keeping in mind the dignity of the people and without fear or favour. ● Teachers should ensure that the new

niKhiL GUPtA CEO, Cables Business KEC International

Build the Right Product I wish that the Indian manufacturing industry gains greater market share globally and it becomes one of the most competitive nations in the world. I feel this can be accomplished by adopting lean manufacturing. techniques, through reducing cost, reducing time to market, on demand production, greater customization and more innovation. All these are possible, if manufacturers can build the right products and build the products rightly, by adopting a technology that can SUMAn BoSe manage the entire lifecycle of Managing Director - India products and integrate design, Siemens PLM Software India analysis, production and marketing of each product. Furthermore, there is an increasing emphasis on green manufacturing across the world—demanding manufacturers to comply with processes and products that are environmentally safe. I wish that Indian manufacturers recognize the importance of sustainability to be globally competitive. The industry needs to plan and design for sustainability, adopt sustainable production processes and ensure governance at every stage of the product lifecycle.”

generation learns fundamental Indian values, their rights and obligations. ● Businessmen should produce top quality products at fair prices without taking out of turn favours to get undue benefits. ● Defence and Police should protect the country and the fundamental right of individuals as a matter of sevice to all subjects. ● Judiciary should set an example to the people of India by promptly dispensing justice impartially. And all of this should be done in an environment entirely free of corruption and keeping in mind the overiding need for alleviation of poverty and hardship. I know this is too much to ask for in one year, but I do believe that we have to make a beginning sometime somewhere.”

Recognize SC&L

PRADeeP KUMAR tewARi Ex. Dir. & CEO, Credence Logistics Getting the much-awaited ‘Industry’ status for logistics is something that we are all expecting for better compliance and regulatory scenario and for better access to fund sources. We wish for a favourable Government policy for slab-based discounting in railways and assistance in no-return load sectors to improve rail utilization in overall surface-movements. Fast implementation of GST will help in improving logistics services.” 25


Emerging Need For Currency Cooperation

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Governments and monetary authorities in emerging East Asia need to cooperate more on exchange rates and other policies—to turn the swift post-crisis recovery into more balanced, long-term growth, suggests a recent Asian Development Bank (ADB) report.

The best way forward would be for East Asian economies to adopt informal monitoring zones for their exchange rates against an external reference currency or a basket of currencies.



egional exchange rate cooperation—if handled wisely—can ensure intra-regional exchange rate stability while allowing interregional flexibility; thus helping promote intra-regional trade and investment, and rebalance the region’s sources of growth, communicates the (just released) special section of the latest edition of ADB’s Asia Economic Monitor. Emerging East Asia’s large, long-standing trade surpluses against developed economies’ increasing debt have raised tensions culminating in calls for emerging East Asia to allow its currencies to appreciate to match its growing economic strength. Asia’s swift recovery from the recent global crisis is also drawing foreign investment to the region. Managing capital inflows to prevent asset price bubbles has also become a concern. “Rapidly growing interdependence in trade and finance and

december 2010 | industry 2.0

the increasing importance of spillovers and contagion effects within the region make regional exchange rate cooperation essential,” said Iwan Azis, Head of ADB’s Office of Regional Economic Integration that prepared the report. “At the same time, regional currency flexibility against major currencies outside the region would help emerging East Asia better manage capital flows and respond to external shocks.” The Asia Economic Monitor suggests the best way forward would be for East Asian economies to adopt informal monitoring zones for their exchange rates against an external reference currency or a basket of currencies. Any big shift outside those non-binding zones would prompt confidential discussions to reduce deviations. Over time these arrangements could become more formal. The report assesses the outlook for emerging East Asia, which comprises the 10 economies of the Association of Southeast Asian Nations, plus the People’s Republic of China (PRC); Hong Kong, China; Republic of Korea; and Taipei,China. The report notes that the weaker outlook for the global economy coupled with the phasing out of fiscal and monetary stimulus within the region means economic growth in the region should moderate next year. Average growth in emerging East Asia is likely to be 7.3 per

- technology management for decision-makers

cent in 2011 after growing 8.8 per cent in 2010. In its Asian Development Outlook 2010 Update, published in September, ADB had predicted growth of 8.4 per cent for the region this year after a 5.2 per cent expansion in 2009. The 2010 upgrade was in large part due to the faster-thanexpected growth in the PRC which ADB now sees at 10.1 per cent this year. That is higher than its previous forecast of 9.6 per cent in September. ADB still expects the PRC economy to expand 9.1 per cent in 2011. In a separate special note reassessing the overall performance of developing Asia - that is, 45 developing economies of Central Asia, East Asia, South Asia, Southeast Asia and the Pacific— ADB upgraded its 2010 forecast to 8.6 per cent from the 8.2 per cent it forecast in September. The 2011 forecast for developing Asia is still 7.3 per cent. Growth in Central Asia is now forecast at 5.9 per cent this year, against a previous forecast of 5.1per cent. ADB still expects the economies of South Asia to expand 7.8 per cent in 2010, with the Indian economy set to grow 8.5 per cent. Southeast Asia will grow 7.5 per cent in 2010, up from the 7.4 per cent forecast in September. The forecast for the economies of the Pacific remains the same at 4.3 per cent in 2010. The V-shaped recovery has run its course in emerging East Asia and the challenge for the region is to put in place national policies that will translate swift recovery into long-term growth,” said Azis. Risks to the outlook for the region are also higher than they were six months ago. Policy challenges stem from the relatively weak recovery in advanced economies, potentially destabilizing capital inflows, inflation and asset price bubbles in some countries and protectionism.

cover story

ConCentrating on Roof of SCHOTT Solar’s SmartSolarFab production facility in Alzenau has transformed into a source of electricity.


A recent development in the USA has been the cause of cheers to all who subscribe to the idea that development of the large-scale solar energy plants is the only way to sustainable energy generation. Although, it is not a new idea, so far the focus on harnessing solar energy was lacking vigour owing mainly to its cost factor. However, the worldwide scenario is changing fast. Solar technologies are of two types— Solar Photovoltaic (SPV) and Solar Thermal Energy (STE). Of late, STE is getting more focus. by p. k. chatterjee


december 2010 | industry 2.0

- technology management for decision-makers


olarReserve, a USA developer of utility-scale solar power projects, has recently received a final decision from the California Energy Commission (CEC) for construction and operation of the Rice Solar Energy Project— a 150 megawatt solar power tower project. Rice Solar Energy Project will supply approximately 450,000 megawatt hours (annually) of zeroemission electricity to Californians—enough to power up to 68,000 homes during peak electricity periods—utilizing its innovative energy storage capabilities. According to the company, “SolarReserve will build power plants designed as Solar Power Towers. This configuration captures and focuses

Picture Courtesy:

the sun’s thermal energy with thousands of tracking mirrors (called heliostats) in a two square mile field. A tower resides in the centre of the heliostat field. The heliostats focus concentrated sunlight on a receiver—which sits on top of the tower. Within the receiver, the concentrated sunlight heats molten salt to over 1000 degrees Fahrenheit (~538 degrees centigrade). The heated molten salt then flows into a thermal storage tank—where it is stored, maintaining 98 per cent thermal efficiency, and eventually pumped to a steam generator. The steam drives a standard turbine to generate electricity. This process, also known as the ‘Rankine cycle’ is similar to a standard coal-fired power plant, except it is fueled by clean and free solar energy.” The technology involves use of some unique components—like the molten salt storage loop and the power tower central receiver, otherwise most of the components are very common. Thus, the company is confident to provide electricity at or below prices from traditional sources such as coal or natural gas. Pinpointing the advantages of the technology, the company states, “The molten salt storage loop enables the plant to generate electricity whenever deit is needed—24 hours per day or during ‘peak de mand’ periods. Molten salt is an efficient and inexpensive medium to store energy. The salt used in the

STraTEgIc PlannIng We are combining Japanese production technology with Chinese labour skill. We deploy the most advanced production technology and equipment, and take the advantage of Chinese labour, which is cheaper. That way, we are supplying the best quality of the wires for the solar installations at the cheapest price.”

Mikio kiMura General ManaGer PV – Global DiVision Yukita electric Wire co. JaPan with today’s state of technology PVs require almost one square kilometre for every 20 MW of power, whereas STE plants require much less span of area. The aforesaid 150 MW Rice Solar project is coming up on just 5.6 sq km. Generally, good quality solar panels come with warranties of more or less 25 years. But there is no

Power process is an environment-friendly mixture of sodium and potassium nitrate, the same ingredients used in garden fertilizer.”

PV versus STE

Photovoltaic (PV) panels convert sunlight to electricity. Generally, they are installed on rooftops. Also, ground mount, pole mount and porch mount and carport mount installations are prevalent. STE is generated through concentrating sun rays on collector plates to heat water to produce electrical energy. The heat collected from sun rays (STE) can also be directly used to heat offices, fulfil heating requirements in factories, homes and hotels and so on. Average efficiency for solar panels is more or less 20 per cent, whereas that of solar thermal collectors is around 70 per cent. It is easy to mount PV panels, but, if we consider large scale power generation,

such indicated time span of reliability for STE products. Solar PV panels need greater initial investment and they have longer payback period (normally more than one decade) compared to STE products (normally three to five years).

Indian scenario

India receives fantastic solar radiation with about 300 clear sunny days in a year in most parts of the country. The daily average solar radiation received in different parts of the country is in the range of 4 - 7 kWh/m2. Although application of solar technologies is not new in India, its adoption and implementation growth rate is not very impressive yet. However, there is a trmendous potential. According to a recent report of the Bangalore-based knowledge management company Novonous, “Due to technical potential

industry 2.0

- technology management for decision-makers | december 2010


cover story

rESEarch & DEV.

SOlar InDIa

Solar cables have to bear with high temperatures and ultraviolet rays, as they will get exposed to sunrays. There are two types of aging of the cables, one is because of high temperature, the other one is because of exposure to ultra-violet rays. We have improved the quality of our cable through research and development to withstand both. Also, we are doing surface treatment of the copper core to prevent flow of ions, which also lowers the cable’s life.”

Faruk YeginSoY Director sales leoni GrouP, GerManY

hM InTEgraTIOn We started doing more and more kinds of decentralized power generation, like wind, combined heat and power plant (small home units of 4kW power plus 25 kW of heat), photovoltaic systems, electromobility. Now we need to integrate the power generation and the storage systems, because all these energies are alternating. You do not know when you will get a steady power. So, what we do is—we integrate all these energies, and also we create latent heat storages. There are big refrigerator rooms, in the night when there is enough power, we cool the spinach (say) instead of -200C to - 250C. By next morning, we need not start the engines till temperature goes up to -200C. Thus, we are transfering energy from one time to another. Because of the decentralized power supply, we have to be organized. That’s how we nanage power.”

ChriStoPh Müller Geschäftsführer eXor, GerManY of 5,000 trillion kWh per year and minimum operating cost, solar power is considered the best suited energy source for India. Today the solar power, has an installed capacity of 9.84 MW – which is about less than 0.1 per cent of the total installed renewable energy (13,242.41 MW as per MNRE) of India.” However, some of the developments bid fair to bring a good future. Just to cite a few examples here,


december 2010 | industry 2.0

- technology management for decision-makers

I am very happy to launch the highly innovative Jawaharlal Nehru National Solar Mission (JNNSM) under the brand name ‘Solar India’. This National Solar Mission has the pride of place in India’s National Action Plan on Climate Change. Its success has the potential of transforming India’s energy prospects, and contributing also to national as well as global efforts to combat climate change. I sincerely hope that this (Jawaharlal Nehru National Solar Mission) Solar Mission will also establish India as a global leader in solar energy, not just in terms of solar power generation but also in solar manufacturing and generation of this technology. “

Dr. ManMohan Singh PriMe Minister, inDia

about one hundred and fifty of the Unreserved Ticketing System (UTS) machines employed in railways are now running on solar energy. Solar energy has also been employed for heating water in running rooms. A few offices also use solar panels for electrical appliances. The Novonous report also informs, “Much of the country does not have an electrical grid, so solar power will indeed be a boon for water pumping, to begin replacing India’s four to five million diesel powered water pumps, each consuming about 3.5 kilowatt of off-grid lighting.” Unfortunately, “The cost of production range is Rs 15 to Rs 20 per unit for the solar energy, which is

very high when compared to, Rs 2 to Rs 5 per unit for other conventional sources in India,” states the report.

MaxIMIzED EffIcIEncy

government’s plans and actions

The Union Government has recently announced Jawaharlal Nehru National Solar Mission, which has laid down a policy framework to support promotion and development of grid connected solar power projects, and also off-grid solar applications across the country including hilly regions. According to Dr. Manmohan Singh, Prime Minister, India, “Increased use of solar energy is a central component of the strategy to bring about a strategic shift from the current reliance on fossil fuels to a pattern of sustainable growth based on renewable and clean sources of energy.” The Government has set a target of 20,000 MW of solar generating capacity by the end of the 13th Five Year Plan. Apart from the steps taken by the Union Government, several State Governments are also taking up projects to popularize the solar energy. Energy parks and solar shops are being set up to demonstrate the applications and after sale service of various renewable energy devices. Twenty energy parks have been set up in 18 districts of Haryana. West Bengal Government is setting up a solar park in Purulia. The Gujarat Urja Vikas Nigam Ltd. (GUVNL) has chalked out a plan to build the Gujarat Solar Park on 3000 acres of land in Charanaka. The Tamil Nadu Government also has almost finalised its policy on encouraging roof top solar power generation. So, most of the states are now coming out with their initiatives.

We are introducing improved photovoltaic technology in India, which is not so widely used here. We have created an unprecedented efficiency of 17.6 per cent for multicrystalline modules. We have developed a new technique that will allow for high-performance multicrystalline solar cells to be manufactured on a large-scale industrial basis. The solar cells produced in an industrial environment achieve peak efficiency of above 18 per cent. In our case, in combination with improved module technology, record efficiency of 17.6 per cent was achieved on the surface of the aperture. It has been confirmed independently by ESTI (European Solar Test Installation).”

alDen lee sales Director, schott solar asia & Pacific, korea industry. If awareness and realization increase, the usage will go up. Consequently, mass production will start, and the price of solar modules will come down. Thanks to the prime minister’s consideration on the importance of harnessing solar energy in the country. Better late than never, now our sub-continent will hopefully experience the true nature of the cleanest energy. Although, the initial expenditure is more for harnessing solar energy, its operation and maintenance cost is much less than any other renewable technologies, thus adoption of solar technologies is bound to grrow with strategic awareness campaigns and demonstrations.

SOlar PhOTOVOlTaIc We are working on solar heaters. This is a very unique technology for the Indian market. Normally, heaters get scaled because water directly comes in contact with the heating space. Our tube type solar heaters are not affected that way. We are carrying on research and development on CSP (Concentrated Solar Power). We are also working on water purification by using solar energy.”


Globally, India occupies seventh place in solar PV cell manufacturing and ninth place in solar thermal systems production. A country, where several companies are manufacturing solar PV cells and other components for trapping solar energy, exporting their products, is it believable that solar penetration is so less here? But why is it so? First of all we are mostly still following the first generation technology for PV cell manufacturing. Secondly certain components (like silicon wafers) are imported even today, and lastly, considering the nation as a whole we still lack knowhow of the solar

li Qianjin (leo) reGional ManaGer, hiMinsolar co., china

industry 2.0

- technology management for decision-makers | december 2010


manufacturing technology

Replacing Conventional AC Induction Motors

Direct drive technology for controlling commercial building cooling tower fans greatly improves reliability—by eliminating moving parts. This also helps in saving energy and running quieter.

The direct drive technology for controlling commercial building cooling tower fans helps in eliminating the gearbox and drive train transmission losses.



ir cooling towers are commonly used as part of the HVAC (heating, ventilating and air conditioning) systems of medium to large-scale office and industrial buildings. Large fans pull air over a water soaked media to cool the water before it is returned to the chiller unit. The most common technique for driving such fans has been a standard AC induction motor, connected to the fan via a drive shaft and disc coupling arrange-

december 2010 | industry 2.0

ment into a right angle gearbox—which reduces the motor’s speed to the range required for fan circulation. Such arrangements are prone to a number of drawbacks: the gearbox runs at high speed and requires regular inspection and maintenance of the lubrication and seals; misalignments in the power transmission system can cause vibration, wear and noise; and the complex power transmission system introduces significant energy losses.

- technology management for decision-makers

A technology based on a permanent magnet motor that packs the high torque required for cooling tower operations, has been introduced by Baldor. The motor is so compact that it can easily be retrofitted into cooling towers— sitting underneath the fan in the space currently required for the gearbox element of conventional power transmission systems. The new solution, called the VS1 Cooling Tower Drive, provides a direct slow-speed drive for the fans combined with variable

speed control that is optimised for the building cooling application. By eliminating the drive shaft and gearbox, the solution minimises moving parts, greatly improving reliability and power efficiency—as well as reducing system bill-of-materials. According to Baldor, the interior permanent magnet synchronous motor design uses energy efficient technology that, in combination with the elimination of the gearbox and drive train transmission losses, results in a more efficient system compared to conventional fixed speed designs. Additional significant energy savings can be gained by being able to operate the fan at reduced speeds during non-peak load conditions. The direct drive also greatly reduces noise and eliminates the issue of cooling tower water becoming contaminated from leaky gearboxes. The direct drive fan motor is controlled by a Baldor VS1 drive with a specially developed speed control algorithm. Variable speed control of fans can save an enormous amount of energy compared with older fixed speed solutions. The algorithm provides sensorless control of the permanent magnet motor that is optimised to manage the large inertia of the fan, with a low starting current requirement. The motor is of synchronous type. Because of vast improvements in the magnetic and thermal properties of permanent magnet materials in recent years—this technology now represents a viable alternative to conventional AC induction motors, and delivers a significant energy efficiency advantages—even compared with the latest premiumefficiency types of motor. The manufacturer uses laminated frame technology in the design, eliminating the conventional cast iron outer frame of large AC motors and allowing more room

for active (torque producing) magnetic material. This produces a highly torque-dense motor, allowing them to also offer the technology to the cooling tower retrofit market, for installation in the same space currently used for the gearbox. The motor provides continuous constant torque over its entire range from zero up to base speed, and employs optimum pole construction to maximise both efficiency and power factor. A high degree of protection is an important factor for this application, as the operating environment is extremely humid. An epoxy compound insulation applied via vacuum pressure impregnation—a technique derived from a system originally developed for Navy applications—is used for the stator windings. The drive end of the motor is also protected by a metallic, non-contacting, no-wearing, Inpro labyrinth shaft seal in combination with a slinger cover to prevent the ingress of moisture and contamination into the motor.

Before launch, the magnetic motor was trialled and compared with a conventional cooling tower fan drive system, at a university building with identical twin cooling towers housing 5.5 metre (18 feet) fans. One tower was left as originally constructed. The other was retrofitted with the new Baldor permanent magnet motor and variable speed drive. Independently verified power measurements showed a decrease in input power of approximately 13 per cent for the direct drive arrangement—when running at full load— yielding very significant electricity cost savings. “Direct drives represent a winwin technology for commercial building HVAC applications. It makes the drive system a lot simpler for manufacturers of cooling fans, and delivers a range of benefits to the end user in terms of higher reliability, greatly reduced maintenance, lower running costs and less noise,” says Baldor’s Rich Schaefer.

industry 2.0

The new device, provides a direct slow-speed drive for the fans combined with variable speed control that is optimised for the building cooling application.

- technology management for decision-makers | december 2010


materials & processes

Research on optical nonlinearity in carbon nanotubes is in progress in University of Surrey.



ith each new generation of semiconductor devices, the critical dimension of electronic structures shrink, requiring new manufacturing systems and new capabilities, such as the ability to apply thin-films atom-by-atom. The solution lies in nanomanufacturing technology, the combination of an innovative use of materials with the practical concept of high-volume precision manufacturing. This production is a high-level review of nanotechnology emphasizing Applied Materials’ global leadership in providing nanomanufacturing technology solutions for the electronics industry. Nanotechnology is a word used to describe materials and devices

december 2010 | industry 2.0

that are between 1 and 100 nanometres in size. The prefix ‘nano’ means one-billionth, so a nanometre is one-billionth of a metre. To illustrate how small this is, a typical piece of paper is approximately one hundred thousand nanometres thick. Even a tiny human red blood cell is around 2,000 nanometres in diameter. When scientists work on the nanoscale, they are working with the atomic structure of things, sometimes moving one atom at a time. At this scale, atomic structures can take on special properties enabling scientists to improve existing materials and create new ones. The idea of nanotechnology has been attributed to Richard Feynman. In 1959, at a meeting

- technology management for decision-makers

of the American Physical Society, in a talk titled ‘There’s Plenty of Room at the Bottom’, he introduced the idea that the properties of materials and devices at the nanometre range would present future opportunities for products that are cleaner, stronger, lighter and more precise. While the talk by Feynman is generally accepted to be the first use of the concepts in nanotechnology, the term itself was defined by Professor Norio Taniguchi of the Tokyo Science University in a paper published about 15 years later, in 1974. The concept was later popularized by Eric Drexler in the 1986 publication of “Engines of Creation: The Coming Era of Nanotechnology.” And with the manufacturing of sophisticated equipment that has

Applying nAno-mAnufActuring technology

To Improve

The Way people lIve With rapid advancement in nanotechnology, nanomanufacturing is becoming a mainstream technology. This offers several benefits, such as—high reliability, low power requirement and relief from moving parts in many cases. by sonny kunnakkat

the ability to fabricate structures at the nano-scale, this idea that has been around for decades has become a pervasive reality. Today there are many consumer products that are being improved with nanotechnology. Clothing treated with polymers containing nano-sized particles become wrinkle and stain-resistant. Some garments have been designed with nano-sized silver particles incorporated into the thread to absorb odours. Sporting equipment such as golf clubs, golf balls, tennis rackets, and hockey sticks are made stronger and lighter when constructed of materials built with nanotechnology. Even the automotive industry is applying nanotechnology to create scratch-resistant paint

and polishes that prevent buildup on surfaces. Research scientists are working with nanotechnology to find solutions in the medical, environmental, manufacturing, automotive, safety and energy fields. For instance, biotech firms are searching for solutions to medical challenges, such as devices to better target bacteria, viruses and cancers in the human body. As an alternative to burning natural gas, coal and other fossil fuels to power and heat homes, researchers are exploring the use of nanotechnology to create inexpensive solar cells, harnessing the sun as a renewable energy source. Other products, on which scientists are researching now, include wearresistant tyres for automobiles,

highly-sensitive medical sensors that can detect poisonous substances, lighter and stronger materials for building homes and automobiles, and microscopic probes that can measure the smallest of dimensions. Some research in nanotechnology is inspired by nature. For example, a small tropical lizard, the gecko, has the ability to climb on walls and ceilings of almost any surface. The gecko has nanohairs, approximately two hundred nanometres in diameter that grip surfaces. This unique capability may lead to new adhesives. Another example is spider’s silk. Exploration into this ultra-strong, yet extremely light and flexible material will determine whether a synthetic version can be eas-

industry 2.0

- technology management for decision-makers | december 2010


materials & processes



Wafer clean

ily manufactured. If synthetic spider’s silk can be economically produced, clothing, parachutes and rope could be made lighter and stronger. So, nanotechnology has applications in a wide range of consumer products but the most prominent application of nanotechnology is in the semiconductor industry, where nanomanufacturing technology is used to create smaller transistors, allowing more of them to be placed on a single processor. As a result, more powerful and less expensive electronic devices can be created.

Thickness of a standard piece of paper is 100,000 nm

As the demands on semiconductors and related product solutions are increasing, more powerful, portable and affordable devices are required. While sourcing nano-components for such devices, manufacturers need to look at vendors having advanced technology and precision equipment that enable nanomanufacturing technology based products earn commercial success. There are vendors whose systems enable manufacturers to etch and deposit materials, clean wafers between process steps, planarize the surface of a wafer,

Diameter of a human red blood cell is around 2,000 nm

100,000 nm

2,000 nm



and inspect wafers for defects on the nanoscale. These capabilities empower the manufacturer to develop and introduce new technologies and improve products across a large spectrum. As for example: • Small computers built into televisions, home appliances, automobiles and houses are now bringing greater efficiency and functionality. • Smaller cell phones are coming with better cameras and communication technologies. • PDAs with integrated cell phones are available as communication platforms by providing access information anytime and anywhere. • More efficient photovoltaic cells are bringing down the cost of harnessing the power of our sun, making energy generation more environment-friendly than ever before. Better houses, computers, televisions, and phones, better access to information and greener energy: all these are enabled through nanomanufacturing technology. Then, will it be an exaggeration to say that nanomanufacturing technology is all set to improve the way people live? Sonny Kunnakkat is Engineering Manager for Global Operations and Manufacturing Engineering, Applied Materials India.

Industry 2.0, India’s only magazine for the decision makers and influencers across the manufacturing and supply chain industries, invites your valuable inputs and opinions.

To get real time, in depth focus on the Indian Manufacturing Industry, please- log on to: 36 december 2010 | industry 2.0

technology management for decision makers

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facilities & operations


ean manufacturing (LM) is all about addressing constraints, ensuring value addition at every stage of operation, eliminating wastes (Muda) both seen and hidden by analyzing the value flow of information, materials and continuously enhancing the value of processes – by reducing wastages and improving costs to become highly competitive. Constraints are to be perceived and need to be tackled on time. The contribution to profit comes from successfully overcoming constraints, ensuring value addition at all stages and elimination of wastes.

Origin of ‘lean’ manufacturing

can’t other manufacturers listen to the voice of the customers, and work by pull system? Reliance, Telco, TCS, Wipro, Infosys and Microsoft have ensured that every employee is trained in ‘Lean and Six Sigma’. Each employee has at least two projects for saving. Thus, Indian industries are leading cost savers that are seen in their competence. Many of these organizations have a certified practising quality expert on ‘Lean and Six Sigma’.

LM was introduced to the US with James Womack’s book, “The Machine That Changed the World” in 1990. The book focused on Toyota Production System concepts, and its success over US auto manufacturers. India also started adopting the same immediately.

Indian scenario

If by innovating under Indian circumstances, McDonald is recognized for ‘Lean’, for delivering quality products within 20 minutes that a customer is ready to wait for, the automotive manufacturers can adopt it here—why

Building blocks of LM


LM uses building blocks of standardized work, workplace organization, visual controls, effective plant layout and quality at the source, batch reduction, customer demand-based manufacturing, point-of-use storage, quick changeover, one-piece flow, cellular manufacturing and Takt time. Adopting 5S techniques: Seiri (Classification), Seiton (Organization), Seiso (Cleanliness), Seiketsu (Maintenance) and Shitsuke (Discipline) helps a company start its ‘Lean’ project.

Lean MAnufActuring Lean manufacturing is a philosophy of production that emphasizes on minimization of the amount of all resources, including time, used in various activities of the enterprise—by identifying and eliminating non-valueadding activities (value stream mapping), employing teams of highly flexible and multi-skilled workers, and deploying automated machines. Adoption of ‘Lean and Six Sigma’ is the only way to quench India’s thrust to be in the forefront of the manufacturing world.

Value stream mapping

continuous improvement Pull / Kanban POUS

Cellular / Flow

Quantity at Source

Standardized Work Visual Controls

Quick Changeover

Batch Reduction 5S System


Teams Plant Layout

by s v viswanathan


december 2010 | industry 2.0

- technology management for decision-makers

2. Over processing 3. Waiting time 4. extra transportation 5. Inventory 6. Scrap or rework 7.

Over motions

8. Underutilized manpower

Cultural changes

LM organizations undergo a cultural change that includes scrap reduction, process improvements, tool selection, material selection, set-up reduction, just-in-time, kaizen, world class manufacturing, synchronous manufacturing, inventory management, green management, equipment reliability, process capability, continuous flow, material flow one part at a time, less inventory as raw material, WIP or finished goods, defect reduction, lead time reduction, error proofing, ‘Stop the Line’ quality system, Kanban systems, visual management, in station process control, level production, Takt Time; quick changeover, teamwork, point of use storage and continuous improvement.

Green ‘lean’ methodology

Green ‘lean’ methodologies can be used to reduce waste in the consumption of energy within a manufacturing facility. A minimum of 10 per cent reduction is possible in saving energy costs by plotting energy consumption to predict maintenance schedules and replacement cycles. TPM plays an important role in this.

Applied LM in India

A Gujarat-based company, which has a cluster of suppliers, has done extremely well by adapting JIT (just-in-time). Everyday goods (raw materials) come to their factory from the vendors

Improved Profitability Higher Customer Satisfaction Enhanced Competitiveness


Lean Transformation


5S methodology Shitsuke (Discipline)

Seiketsu (Maintenance)

Seiri (Classification) Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options

Seiton (Organization)

Seiso (Cleanliness)

Experiences from ‘lean’

The most important requirement in ‘lean manufacturing’ is the backing from the top management. The order for the aforesaid company is only increasing irrespective of the recession seen elsewhere. Employee empowerment is quite encouraging there. The practice has made them more active and more involved in taking responsibilities. Enabling designated employees taking decision brings rich dividend in the quality of leadership that is needed for LM. This ensures closeness to the customer, improves service delivery and productivity, fosters innovations and ensures competitive advantages. I was leading an SME where we made 25 inspectors redundant, and better utilized them for other productive purposes. Thus, the turnover improved and exports surged. ‘Trust’ is the valuable lesson I learnt there.

Reduce Defects

Over production

IMPACT of lean transformation

Reduce Delays


for the day’s requirement, and similarly finished goods go to the customers after the day’s production. At times, several trips are made during the day ensuring just the requirement. Their employees are rural folks but highly flexible to do any job. Any sudden surge in the requirement is met by the employees taking work to home. Their families too are earning from the extra jobs and outsourced sub-assemblies. The regular employees are again available next day morning for regular requirement. By adopting simple but effective processes and equipment, including conveyor systems, the company has excelled in India in its segment, and exports to many countries. A simple adoption of 5S and JIT three years back has brought in rich dividend for the company. The sort of discipline and team work that they have, is seldom seen.

Reduce Waste

Typical wastes that do not add value and need elimination

In an MNC, the cycle time of a product, which was 11 months earlier, was first brought down to less than a month, and later to just one week—by adopting ‘lean’ techniques. The MNC is a leader by its right. Imagine the inventory, space and money saved by this, apart from the opportunity cost and goodwill earned.


Adoption of LM has versatile benefits. In fact, in this era of cut throat competition, LM is the only way to stay in the market. There is no doubt that LM has given the great breather to the Indian companies during the recent recession, and has ensured their stay and success. S V Viswanathan is the Hon. Sec. of ASQ Mumbai LMC, and Director of 3V Consultants.

industry 2.0

- technology management for decision-makers | december 2010


Capitalizing On the

emerging OppOrtunity

Lack of space, high cost of land and inadequate provision for car paking during city planning are leading to a huge potential for Automated Car Parking (ACP) Systems in Indian cities. Companies focusing on lifts, elevators and travelators can tap the ACP System market in India in an organized manner.


december 2010 | industry 2.0

- technology management for decision-makers

Picture Courtesy:

supply chain & logistics


lanning parking lots in cities is one of the biggest challenges for builders, town planners and end users in India, due to limited availability of space. Lack of parking space in cities can be attributed to increasing vehicle sales, increasing population and ignoring future needs while undertaking town planning. The market for Automated Car Parking (ACP) Systems in India is unorganized, but is fairly new and still developing. It is also a niche segment, bolstered by forecast GDP growth at 9 per cent. Absence of a regulatory body to control the quality of the ACP systems, lack of skilled labour to assemble it, and high initial investment are the challenges prevailing in this space. The main advantage of the ACP System is its eco-friendly nature (more space per car), increased safety for cars, which in due course would address parking and traffic woes in cities. However, factors such as poor after-sales services; and technical snags (such as frequent breakdowns, system failures, sensors failures, signal transfer errors, system hang-up due to erratic power cuts and voltage fluctuations) during the period of operation, limits market growth. The access and retrieval times, height and dimensional constraints, throughput rate within and around a building on nearby roads, are the factors that govern the design of a Parking System. Indian market participants are presently importing the System, transferring the technology, or forming joint ventures with market participants of developed markets like Germany, Korea and China. The system can be designed to accommodate minimum two cars to maximum 1,300 cars of the small car segment; and even vehicles like SUVs and MUVs. The average retrieval time for a car ranges from one minute to less than two minutes, depending on the level of automation used in the system. The cost of constructing an Equivalent Car Space (ECS) includes the cost of designing the system, the cost of structural members, mechanical drives and control system, and the installation cost, which can be squeezed into the basic model of INR 80,000 per ECS, and can be scaled to a high-end model of INR 10,00,000 per ECS. The ACP System yields a quick ROI compared to a Conventional Parking System, with inherent intangible benefits such as a safe and systematic parking system. Looking at the numerous opportunities with the prevailing degree of fragmentation in regions, Indian and multinational companies focusing on lifts/elevators/travelators can tap the ACP System market in an organized manner. The equipment, technology, and the level of automation associated with lifts/elevators are on a platform that is similar to the ACP System. Commenting on the ACP market, Narayanan Alagappan, Senior Research Analyst, Environment and Building Technologies Practice, Frost & Sullivan, says, “Creating a consortium of ACP System suppliers and lift/elevator manufacturers will witness synergies between them in identifying opportunity avenues, leverage on their strengths and weaknesses, plan counter measures for industry threats, and bank on their brand image in the market. The consortium can set standards and accelerate the market for the Automated Parking System in India. Turning these challenges into opportunities is a smart way to capture the market for the Automated Car Parking (ACP) System in India.”

In August this year, the City of Copenhagen installed the first fully-automated parking garage in Denmark. Before opening the facility to the public, approximately 50 local drivers were chosen to

Insight into Copenhagen’s first fully-automated parking garage participate in a test run during the spring. Some drivers initially viewed the system with some skepticism, but the enthusiasm and excitement of the test drivers grew immediately upon their first automated parking experience.

A view of Dubai’s first automated, multi-storey garage

industry 2.0

The first automated, multi-storey garage in the Middle East opened its doors to the public in Dubai as a key complementary feature of the Ibn Battuta Gate Complex, in August 2009. The garage provides high-speed automated parking for 765 cars to a mixed-use property development that includes 40,000 square metres of office space as well as residential apartments and a five star hotel.

- technology management for decision-makers | december 2010


information technology

Plantwide Optimization More Effectively Driving

With a view to enhancing users’ efficiency and productivity, Rockwell Automation, the industrial automation and information company, has added some new capabilities to their Automation Integrated Architecture Solutions.

Rockwell PanelView 6 Plus


ockwell’s latest offerings within the Rockwell Automation Integrated Architecture system are targeted at providing efficient and effective drive for plantwide optimization. EtherNet/IP, the industrial network, helps enable plantwide control, visualization and decision support, with the ability to manage discrete, process, safety, motion and drive applications on a single network. The convergence of plantfloor to the business enterprise via EtherNet/IP provides greater access to manufacturing data for making more accurate and informed decisions, while optimizing internal assets and resources, and utilizing a standard protocol. ODVA recently


december 2010 | industry 2.0

extended the EtherNet/IP specifications to include CIP Motion technology, delivering the speed, sophistication and precision demanded by motion control applications. Rockwell Automation has introduced new variable frequency and servo drive solutions with Integrated Motion on EtherNet/ IP technology:the Allen-Bradley Kinetix 6500 servo drive and the enhanced Allen-Bradley PowerFlex 755 AC drive. According to the company, when used with the Allen-Bradley ControlLogix programmable automation controller, these products provide performance, closed- and open-loop drive control using EtherNet/IP. This development means you no longer need a dedicated motion network. Now, users can high-performance drives, I/O, smart actuators and any other EtherNet/IP-connected device on a common network, helping simplify machine design, operation and maintenance. The company’s visualization hardware and software give users access to a common environment that delivers the real-time information needed to make better busi-

- technology management for decision-makers

ness decisions. The Allen-Bradley PanelView Plus 6 human-machine interface will now provide users with 512 MB of RAM/Flash memory and Windows CE 6.0 operating system—standard on the new terminal which removes the runtime memory limits for significantly faster refresh rates and more on-device storage. In addition, the FactoryTalk View ME 6.0 software provides the PanelView Plus 6 with time-saving design enhancements, including tag browsing, cloning and access to a multilanguage font library, and creates a consistent interface across multiple platforms, including Microsoft Windows CE, XP and Vista solutions. These enhanced capabilities are available in the 7-inch, 10-inch, 12-inch and 15-inch display sizes. Rockwell has also unveiled enhancements to FactoryTalk View Machine Edition that supports the PanelView Plus 6 launch. In addition, Site Edition now includes redundancy for alarms and events to improve functionality for high availability needs and to provide users with more immediate access to real-time and stored data.

Now, FactoryTalk ViewPoint provides access to real-time plant floor operations data simply by logging onto an Internet browser. As a Web-enabled HMI application, it extends the access to FactoryTalk View displays and dashboards to users anywhere for improved realtime decision making. The latest FactoryTalk Historian software offers extended machine-level data collection, expanded data storage and improved connectivity. Rockwell Automation now delivers high-performance for the midrange system. In the past year, the company introduced two programmable automation controllers in the CompactLogix form factor, the Kinetix 300 EtherNet/IP indexing servo drive and the PanelView Plus Compact. This year, the company plans to expand its scaled offerings by enhancing the capabilities of CompactLogix controllers, Kinetix servo drives and its visualization family—improving efficiency in both the design environment and the sustainability of the system once installed. These controller additions are ideal for applications with less than 200 I/O points and up to 16 axes of motion to help OEMs cost-effectively meet tomorrow’s machine requirements. The company continues to expand its Integrated Architecture system to help meet high availability demands more easily and cost-effectively. The expansion includes Allen-Bradley ControlLogix L7 family of controllers, which offers significant improvements in performance and provides faster cross-loading for redundant systems. In addition, fault-tolerant I/O provides SIL 2-rated redundant input and output modules including analog outputs that support redundant Ethernet adapters, all with no additional programming required. As part of the company’s end-toend, scalable high availability solution, Rockwell Automation offers ControlLogix redundancy firmware

version 19.50, for applications with redundancy requirements, version 19.50 supports for Ethernet I/O, Ethernet device level ring topology, 1715 redundant I/O with redundant Ethernet adapters, and builds upon RSLogix 5000 v17 features. The new ControlLogix 5573 and 5575 controllers have enhanced memory and processing capabilities that help improve production rates, boost overall equipment effectiveness and provide more timely data for improved decisionmaking capabilities. Controllers interface seamlessly with motion drives through EtherNet/IP and SERCOS network interfaces and are capable of supporting as many as 100 axes. This further simplifies the synchronization of complex motion applications. Last year, Rockwell Automation introduced an industrial layer 3 switch with Cisco technology. The Allen-Bradley Stratix 8300 switch extends the popular industrial switch family to provide VLAN and subnet routing capability using Cisco technology. Like the AllenBradley Stratix 8000 switch, the Stratix 8300 switch uses the Cisco Catalyst operating system, feature set and user interface. This helps engineers and IT professionals achieve secure, seamless integration of Ethernet applications while incorporating software and programming tools familiar to IT. In addition to external switches, Rockwell Automation is designing products with embedded Ethernet switch technology. Ethernet

embedded technology helps enable machine builders to use a devicelevel ring topology that produces a single, fault-tolerant network. Now the Rockwell Automation migration solutions program helps reduce many of the costs, risks and complexities involved with PLC, visualization and software migration projects. The tools help users migrate from Allen-Bradley PLC-5 and SLC 500 controllers, PanelView Standard and RSView32. In addition, users can progress from within the Integrated Architecture family, such as from Allen-Bradley ControlLogix 5560 controllers to ControlLogix 5570 controllers or PanelView Plus to PanelView Plus 6 operator interfaces. Also, Rockwell Automation offers a tool that helps users convert from a Modicon PLC to ControlLogix system without replacing the wiring. The latest mechatronics design portfolio from Rockwell Automation offers machine builders improved optimization and collaboration for complex machine designs. Updated Motion Analyzer 5.0 software, used by machine builders to help select the best-suited drive-motor-actuator combination for their application, now provides an enhanced interface with SolidWorks 3D CAD software. In addition, the latest version offers an intuitive workflow and user interface and more industry standard indexes. All of these enhancements help machine builders better analyze, optimize, simulate and select their motion profile.

industry 2.0

AllenBradley Compact GuardLogix

- technology management for decision-makers | december 2010


information technology

“We are becoming a trusted advisor to our customers” Highly demanding market pressure on the Indian manufacturing companies, their multiple establishments at different locations and severe competition in the globalized scenario are making implementation of Product Lifecycle Management (PLM) Solutions imperative. As far as product development technologies are concerned, Parametric Technology Corporation (PTC), has been continually redefining the ways with new visions. In an exclusive interview, Robert Kocis, Divisional Vice President, Worldwide Channel Sales, PTC, delivers insights on the PLM solutions, their capabilities and growing market demand to P.K. Chatterjee. Excerpts...

Robert Kocis Divisional Vice President Worldwide Channel Sales PTC

How is the PLM adoption rate growing worldwide? Our license revenue around PLM is growing at a very fast rate, fastest in the company’s history. We are closing major deals around the world now. We are seeing more and more companies standardize across their enterprise on PTC technology around the PLM process. There are several good examples. (Say) Continental has selected Windchill, PTC’s PLM (Product Lifecycle Management) solution, as its global standard for product development in its Automotive Group. Continental is among the leading automotive suppliers worldwide. It was a significant deal for us. What are the new trends in India from the PLM application point of view? In India, we are seeing the trend—that earlier PLM was mostly used for data management in the design departments—like engineers used to handle it for


december 2010 | industry 2.0

- technology management for decision-makers

their CAD management. But now, as Indian manufacturing companies are trying to become export oriented, PLM is being used more for enterprise application. They first start with collaboration, (say) if NRB or Sona Steering wants to do business with Continental—then they do the design collaboration across the web. As MRP (Manufacturing Resource Planning) was for ERP (Enterprise Resource Planning), PDM is the earlier generation for PLM. Now, the third generation of Product Life Cycle Management is the enterprise solution. I mean, earlier the software was used for PDM, now it is being used for enterprise solutions. As Indian companies need to focus on better quality, quality management like APQP process and the Six Sigma process are now in demand here. These templates—the APQP and the Six Sigma software—are built-in to our Windchill software. Then again there are—project management and manufacturing process planning—all these applications in PLM are getting popular in India. As, now all the companies need to be more environment-friendly, green project development is coming in the PLM in India. These are the new trends from the application point of view.

Modus Operandi In India How is the emerging scenario making PLM solutions a necessity? Earlier in India, the design team used to finish the design, and throw the drawing to the manufacturing department—even if the manufacturing department was down, and there was a huge communication gap. The departments were working in silos, like ‘okay our job of making design is over and now let us dump it’. Now because of the competition, after the Indian economy has opened up, there is huge pressure. Customers are expecting newer products very fast, (say) motorcycle or television—you are expecting a new model every year. So, there is a huge pressure on companies to come out with new products very fast, and not only to sell them in the Indian markets but also to export markets. Because of this pressure, the CEOs of the companies are pressurizing departments to work together in collaboration. Take the example of NRB Bearings, which is one of our big customers in SME space in India, they have a design office in Thane, which is close to Mumbai, then they have set-ups in Aurangabad, in Jalgaon and in Hyderabad. Now, if their Managing Director Ms. Zaveri wants to decide how to engage her design engineers, or which bearing to make at which factory or what is the workload of her engineers, she needs to collaborate and see what is happening or how the projects are running. She sits in her office in front of a dashboard with Windchill, just plugs in and clicks it and she knows what is the status of the project. Our Windchill technology is quite superior, it is totally web-centric and the architecture is so good that it allows collaboration very easily. Even with a very low Internet speed, you can collaborate. How do you categorize the Indian customers? In India, we have three types of customers—the direct customers, the mid-market customers and the SME customers. For our PTC business, companies having less than US$100 million turnover are our SME customers. In India, we have about 2,000 SME customers. How are the PLM solutions helping Indian SMEs in their growth ventures? As I was telling earlier, the Indian companies are now trying to export a lot. Let me take an example of an SME company called Multipack. The company is making machinery for packaging. For all the popular biscuits in India, you need a packaging machine to do the packaging. Formerly, big brands used to buy these machines from either Taiwan or Germany or China, which were more expensive—and the time to deliver was also quite long.


e intend to deliver real business value to our customers, so, what we are doing is— we go out and interview our customers, work very closely with them to understand what their challenges are, so that we are able to create a road map that connects their business challenges to how we can effectively improve their product development process. We have created such value road maps for our customers and it is a very popular practice. Lot of these customers keep these road maps in their offices to help remind them of the steps that they need to follow to understand the issues and the values. So, the approach that we are using is more of being a consultant. We map solutions for our customers after understanding their needs. We look at the value that we can create for them, then we talk about our technology and show how it fits into their needs. So, as the customer’s needs grow, you may Rafiq Somani have a customer who may be in need today Area Vice President and specially in India where we see in the PTC, India newspapers that in the next five years it will be one of the highest growth rate countries in the world. These companies may no longer need us in five years. Maybe they are big companies, global companies. So the challenge is today maybe in one form but in five years they may be in another form. So the great thing about our technology is we do allow them to grow with the technology. So in five years the technology will continue to expand and they can just continue to add on and be able to address their needs in future.

Now, this Baroda-based Multi Pack Systems has 50 licenses of Pro Engineer, and they also have PLM. They are using our software to cut down the design cycle time drastically, and their packaging machinery is getting better and better every time. To be successful in the market, you know, you have to reduce the design cycle time, and you should be able to give the delivery of the machine within a less time than Taiwan, China or Germany—at a lower cost and at the same or better quality. So, the cost, time and quality, these three parameters are very important. Now, Multi Pack is able to sell these machines to Indian customers. Moreover, they are also able to export to China and Germany. This kind of phenomena are repeating—I mean, today SME customers are trying to not only supply their products to Indian OEMs, they also hold ambitions to export. Thus, our products are helping all the SME customers reduce their cycle time, improve their product quality and lower their cost. How do your solutions exactly help in maintaining quality standards? I will go back to the machinery example again. You see, when a machine part fails, what happens

industry 2.0

- technology management for decision-makers | december 2010


information technology

Windchill Product View

is—‘why it failed?’—that data comes back to the design department. So, there is a chain management required in design. There is a process you have to follow as to how the design development is done. Windchill or our PLM solution has built-in modules for quality, (like say) automotive companies worldwide use APQP processes or standards. APQP is a worldwide automotive quality process on ‘how to do the chain management’. Suppose a car fails on the Ghats (hills) of Lonavala, then—‘why it failed’, that data has to come back to the design department. Based on that, they make changes in the design of the car’s engine or transmission system or tire etc. Not only the change impacts the design department, but also it affects the manufacturing—because (say) the moulds have to be changed, and so on. If the designs have come from the AVL or Ricardo in Europe then the car company has to coordinate with them. So, a lot of people get involved. All these are managed in a sequential way in APQP or Six Sigma. That is why automotive companies follow APQP or Six Sigma processes, and these quality templates are built-in to our software. This is how exactly our software help the manufacturers. How do you distribute your solutions to SMEs who are spread all over the country? Basically we have a two-fold strategy. We have some partners who are national partners. They are in big cities like Delhi, Mumbai, Pune, Chennai and Hyderabad. They are the national partners having offices in metros. As you know India is a growing country and it has Sholapur, Kolhapur, Faridabad, Gurgoan, Ranchi, Jamshedpur—like these tier two and tier three cities, we or our big partners cannot have offices at all these locations. Thus, we have distributors there— who in turn maintain a lot of sub-level resellers under them. What are you doing to popularize your solutions among SMEs? We are investing in training our partners in applica-


december 2010 | industry 2.0

- technology management for decision-makers

tion engineering—to enable them to show the product—to make them knowledgeable to do process assessment in the SMEs. So, that they (partners) can show them what is really the return on their (SMEs’) investments. We are also investing on training our partners on how to implement the technology. We have a team of people here to train our partners on pre-sell works, and also on implementation of the technology. I think, those investments are helping us. You know, today the price points are important – but the customer has to realize the value of the solution too. At some point the customer has to get value out of the technology he buys. Look at the quality point again—our partners are showing the SMEs—how much actually they can save in terms of time and cost (saving). So, by enabling our partners to deliver, we are hopefully enabling our small and medium customers to realize the value of our product. How do you help the users in solving their implementation problems? We started building on a world wide partner system about seven years ago. At that time, maybe seven to eight per cent of our total company’s revenue generation came through our channel partners. Today, it is approaching 30 per cent. There is a very important part of our strategy— not only to have resell partners but also to have implementation partners, (I mean) people who can implement our technology to all types of companies. Globally, we have around 500 partners. Now, one important point—that I think differentiates us from our competitors is—we make a lot of investments on our partners. For example, in India, we help our partners run marketing events, so that they can showcase our technology to the engineers and manufacturing communities, explain them how to use the applications. We want to showcase our technology all across India, and the marketing events are partially or in some cases 100 per cent funded by PTC. We also help partners hire the right people to service customers. We have programmes in place to help them hire qualified engineers, and we invest in those engineers in making sure they are trained properly. I think it is a unique proposition that we give to the market. So, those are a few of the programmes that we run to extend help to our customers, through our partners here, to build an ecosystem. Also, our own people are here to better service the customers. We always take the best care—so that our customers get the maximum value out of our products.

innovation & success

Developing Cars Faster Product lifecycle management (PLM) solutions speed vehicle design and enable lower prices.

PLM’s information management capabilities address the issue of many platforms, local variants and export destinations.


aruti Udyog Ltd. (now known as Maruti Suzuki India Ltd.), a subsidiary of Suzuki Motor Corporation of Japan, is a well known name in the Indian passenger car market. The company’s ll base platforms encompass 300 variants for 100 export destinations.

The need for PLM

Among the company’s product development challenges, the need for shorter cycle times is always at the top. Management wants to be able to launch new models faster and reduce the time required for minor changes and development of product variants. Another challenge is co-development. Maruti’s goal is to collaborate closely with its global teams and suppliers on the development of new platforms and product freshening. Other challenges include streamlining the process of vehicle localization and enhancing quality and reliability.


december 2010 | industry 2.0

These challenges pointed directly to a Product Lifecycle Management (PLM) solution with capabilities for information management, process management, knowledge capture and support for global collaboration; a PLM solution directly addressing Maruti’s business challenges. For example, PLM’s information management capabilities address the issue of the many platforms, local variants and export destinations. Process management permits concurrent development and faster change management and provides a platform for other process improvements for faster vehicle development. Knowledge capture increases innovation and also reduces costs by increasing part re-use.

Implementation profile

Maruti selected the Siemens PLM Software solution. Their PLM implementation includes Teamcenter, NX and Tecnomatix software. C V Raman, General Manager, Engineering Division, Maruti, says, “ Siemens leverages the business value by offering a complete PLM solution.” Teamcenter provides a wide range of functionality for release management, including bills of material management and change management. The software also handles the vehicle localization process, coordinates the part approval process and integrates design and engineering information with Maruti’s ERP system. In addition, it provides the infrastructure for global collaboration. It does this by permitting real-time data sharing with suppliers in India and the global Suzuki team. NX supports vehicle design by providing advanced tools for styling, product design and digital

- technology management for decision-makers

mockup. Its system-based modeling solution (WAVE) simplifies the creation of product variants. The software is also used for tool design and the development of machining programs. Tecnomatix automates manufacturing process planning (final assembly and body-in-white) and allows assembly feasibility studies, ergonomic analyses, welding cell simulations and so on.

PLM delivers results

Since implementing the PLM solution, Engineering Change Notice (ECN) time at Maruti has decreased by 50 per cent. The number of ECN errors has also been cut in half. Cost reduction, which had been occurring to some extent before the PLM implementation, is even more effective now—an improvement of 54 per cent. With 3D parametric models now representing all elements of a vehicle, design reviews include digital mockups, which people find much easier to understand than drawings. On a recent program, digital design reviews revealed 36 issues that previously would not have been detected until the prototype stage, resulting in program delays. With the Siemens PLM implementation, such delays are now avoided. Factory simulation functionality has had equally beneficial results. Digital 3D plant layouts reduce errors and have cut personnel costs for accommodating new product introductions. In addition, Maruti has seen a 50 per cent reduction in assembly or build issues. From the business perspective—vehicles get to market sooner. The company has experienced a reduction in design-tolaunch time of 25 per cent. From customers’ perspective, the move to the PLM solution is seen in lower prices.

innovation & success

Achieving Breakthrough Productivity Improvement While Lean Manufacturing or Toyota Production System is a proven methodology for waste elimination and productivity improvement, its true potential is yet to be exploited by the Indian industries.

Picture Courtesy: Innovaré Systems

by n c narayanan

A view of Innovaré Systems’ manufacturing facility in Coventry, London. The production line incorporates lean manufacturing principles, plus a unique set-up that ensures a rapid production cycle which is geared to clients’ individual build programmes.



BC (P) Ltd. (name changed) is a leading supplier of appliances to one of the leading consumer products brand in India. Their production line was relatively old, and set up as per the batch manufacturing process as found in many Indian manufacturing set up. The throughput of the process was on an average 250 units per day at the start of the ‘lean’ initiative, and despite repeated efforts—it could not be improved even after adding resources. There was always a big gap between demand and supply, and invariably in the peak season both the companies were losing market share due to this capacity issues. Before ‘lean’ manufacturing system implementation, it was believed that—double the invest-

december 2010 | industry 2.0

ment is required if the demand of 500 units a day needs to be supplied. The traditional manufacturing set up was jumbled up with lots of non-value added activities of material and people movements. It also had a huge inventory—which is the characteristics of traditional batch processing.

Project brief

The efficiency of any manufacturing system is judged with the following key performance indicators: • Throughput per shift • Lead time—time taken from RM (raw material) to FG (finished goods) • Inventory • Process cycle efficiency—ratio of value added time to ‘lead time’ The initial value stream map revealed that the process had excessive waste, and the expected lead time of the process was 2200

minutes. This was way over the desired lead time and the process cycle efficiency was 1.5 per cent (process cycle efficiency is the ratio of value added time to the total lead time for manufacturing). This reveals that 98.5 per cent of the time the material is waiting in between the operations. The initial ‘lean’ assessment highlighted the following wastes in the process: • Assembly operations working in a discontinuous manner • Operators moving out of the line to collect material from stores • WIP (work in progress) accumulation due to operator moving away from the assembly line • Poor ergonomics • No on line packing • Excessive tilting and turning of the product • Operators assembling sitting on floor

Root causes and solutions Causes


Assembly line is not working continuously, as materials are fetched by the same operator doing the assembly operations.

Assembly operations separated from the material supply activity.

Batching of work

Stations re-arranged in such a way that single piece flow will be possible.

Operators tagged as specialized in certain activity.

Online training of operators arranged to improve the flexibility of manpower deployment.

- technology management for decision-makers

Advertiser index

Work cell layout Con-Con



Tank Module

1000/day Assembly Module FG RM FG Kitting Module

RM Stores


A1 Mitsubishi ...............................................3

A2 B1


Schneider Electric ....................................5

B2 C1 C2 D1


Exxon Mobil .................................... IFC, 51

FG Supermarket


Premium Transmission .............................7

200/Lorry 5 Lorries Delivery JCI

KMT .........................................................9

C6 Comsol ..................................................11

• Excessive touching of the product • Manual lifting of product (low level of handling using jigs/conveyors) • No coordination between different departments and manufacturing lines

Post implementation of solutions, the throughput of the line has doubled from 250 to 500 per day. The WIP (work in progress) was brought down from 35 to 16 nos. (54 per cent reduction). Other intangible benefits include: • Proof of concept accepted by people concerned • Housekeeping (5S) • Online packing • Less handling of the product • Reduction in deterioration due to storage

facturing system implementation is changing the mind-set of the people. It is all the more challenging in micro, small and medium sized industries. The challenges are: • Convincing the top management who owns the company • Enrolling the senior managers and supervisors • Changing the habits of the operators who are used to the batch processing, and believe that it is the best way • Changing the processes in the support functions—such as production. Material planning and purchasing, which have to align with the pull system in manufacturing • Sustaining the gains without sliding back to old habits.


NC Narayanan is the Founder & Managing Director


The major challenge in ‘lean’ manu-

Indiamart ..............................................15

CHEP .....................................................19

S&T Enginners ......................................27

Elcon .....................................................37

Dsonic ...................................................59

Taegutec ...............................................IBC


of SSA Business Solutions.

industry 2.0

- technology management for decision-makers | december 2010


management & strategy

Addressing Information Overload On The Factory Floor Manufacturers are looking for ways to optimize business processes to survive today’s uncertain times. Having the best tools on the factory floor can become a significant point of competitive differentiation by enhancing the probability of survival.

data into ‘actionable information’. For example, pharmaceutical giant Pfizer implemented a policy shift in which business units were required to take more responsibility for factory costs and margin performance. In order to successfully implement this change, Pfizer needed to give its executives information to analyze production performance, identify trends and help capitalize on emerging opportunities. To do this, Pfizer invested in new performance management software to assist managers with financial and cost analysis to help with critical margin decisions, like expanding production in growing markets, or cutting costs in others.

by surya bhardwaj

Picture Courtesy:

Weighing the options

Information overload causes companies to incur significant costs as they store and collect reams of data needed to identify embedded trends, while at the same time producing manual reports to meet quality standards, regulatory requirements and general reporting goals.



ince the first computers were introduced on the factory floor in the late 1960s, manufacturing automation has undergone an unrecognizable transformation. Today, automated processes create mountains of valuable data, but all too often, only a small percentage is ‘actionable’. With the amount of data being produced doubling every two years, this challenge is only compounded as manufacturers struggle to keep up with the onslaught of information being pushed into their organization. Information overload causes companies to incur significant costs as they store and collect

december 2010 | industry 2.0

reams of data needed to identify embedded trends, while at the same time producing manual reports to meet quality standards, regulatory requirements and general reporting goals. Increasing scrutiny towards new and tighter reporting requirements from such standards as FDA/CFR, GxP, ERES, Green House Gas (GHG), carbon footprints, lead content and safety standards, further escalates the need for firms to find new ways to process data. To meet these challenges and unlock the value from the mountains of data being generated, firms of all sizes are resorting to analytical engines to contextualize

- technology management for decision-makers

With the acknowledged overload of plant data from numerous points and enterprise systems, in conjunction with the increased demands to achieve reporting and statutory requirements, factories need to seriously address their data collection, audit trail and records retention processes. Ongoing excellence and continuous improvement programmes such as 6-Sigma, all base their focus on root-cause and drill down analysis. With emphasis on cost and margins, factories need to understand every dollar spent in the supply chain, especially in today’s economy. New analytics tools and technologies such as Business Intelligence (BI), Enterprise Manufacturing Intelligence (EMI) and Manufacturing Operations Centers (MOCs) are now being released into the market to bring traditional manufacturing operations into the modern-age.

This allows for information to be consolidated, contextualized and ‘pushed-out’ into the supply chain to maximize new collaborative relationships with partners and suppliers. Firms are faced with a myriad of often confusing offerings with new features and functions. Companies looking to invest in new analytics tools and technologies should consider the following criteria when making their evaluation: • Role based dashboards: This is designed to deliver performance measures by responsibility. This means the line workers would see their unit production requirements for the lot or shift – while plant managers would have expanded and consolidated views for a more plant-wide approach. • Unified plant repository: Having a single source of truth upon which to make critical decisions is a paramount aspect of manufacturing operations. New open and extensible data models allow for the capture of all the process variables at all stages of the supply hierarchy and expanded ecosystem such as enterprise, plant, supply, equipment or device level. • Bi-directional integration with devices and sensors: In order to have the best view of the factory floor, production and utility equipment needs to be integrated with the highest-level control systems to validate flow, quality and output. Having access to this high-resolution data directly from the source allows the modern factory to capture and process errors in real time as needed before a larger error occurs. • Contextualization: This converts raw data into useful business information. By applying context to time series data with additional out-of the box or standard rules to the data stream, plant personnel can better track the sale of product and their sup-

Role-based dashboards are designed to deliver performance measures by responsibility. ply chain as it flows through the process. Taking remedial actions at the time of incident can save production lots from excessive rework for example as factories strive to meet product quality and delivery commitments. • Robust integration infrastructure: Linkage with legacy shop floor applications and MES (Manufacturing Execution Systems) is critical for the information to move from one application to another. Having a suitable toolkit or flexible integration platform lends for greater convenience when mapping code from one file to another. • Embedded best practice workflows: These can also drive next steps and follow-on actions, such as if a certain quantity or lot were completed, as an alert to the next station. Supervisors have drill down capability to determine root-cause reviews for issues when they surface. These screens can also be fully configured and customized to meet the needs of specific plants or industries. One example of a company taking advantage of new analytical tools and technologies is Foster’s Group Limited, a global multibeverage company delivering a diverse portfolio of premium beer, wine, spirits, cider and nonalcoholic beverages. The Group was seeking to increase its global market share through strategic acquisitions and strong business

performance. To successfully achieve this, they required a system that would enhance their internal controls and deliver a more consistent reporting process. Using Oracle’s Hyperion Financial Data Quality Management, Foster’s created a system that enabled the company to minimize data integrity risks and standardize reporting processes.


To achieve a higher-level image of not only the plant or the enterprise, but also the product movement through the supply chain at every step in the process, factories require more sophisticated analytical tools to gain a complete picture of their ecosystem. New intelligence software are being released into the market to allow firms to do just this and in the process, give manufacturers better control of their vital resources while enabling more informed decision making. As a result, manufacturers will benefit from real-time intelligence, unified plant repositories and integration of shop floor equipment and plant systems. In short, having the right technologies in place to manage this critical flow of data is no longer an option, but instead, it will increasingly become the key to success. Surya Bhardwaj is the Vice President, India Applications, Oracle India.

industry 2.0

- technology management for decision-makers | december 2010


management & strategy


he wait is now over. The Nano has been launched. The perception of India as a creator of innovative products and solutions in the world has been notched up. Tata Motors, with its capable people led by Chairman, Ratan Tata, has proved its sceptics wrong. The company has delivered a car for Rs. 1,00,000 (approximately USD 2500), which meets all safety and emission requirements. This marks a new wave in the world of automobiles just as Ford Model T did in the early 20th century. Many Indian companies will get motivated to

in the UK defines innovation as “the successful exploitation of ideas”. At BMGI, we define strategic innovation as the ability of an organization to create customer value by effectively delivering the ‘Job-to-beDone’ through the transformation of creative ideas and thereby growing the business. In the case of the Nano, the ‘Job-to-be-Done’ was to provide safe transportation to individuals at low cost. Tata Motors then used the power of innovation to create a product that is priced at less than 50 per cent of what is available today. Creating and delivering new innovations for many

Companies such as Kodak, Motorola, and Xerox have come back from the dead in such attempts only to see themselves struggling yet again after a few years. The key challenge is not one big or one new idea every few years. It is about churning out new ideas year after year as part of the operating culture to stay ahead in the marketplace. Companies such as 3M, Apple, Toyota, Intel and others have been able to exactly do this. They have been able to empower people to generate and implement new ideas at regular intervals to ensure their competitive edge in the market place.

Innovation fuels growth in business. Building an innovation culture requires managements to be able to balance the longterm with the short-term and make more radical investments in periods of short-term success.

Setting the direction

Culture Of Innovation Building A

take on similar challenges and lead their markets with new innovations in years to come. But how does a company build a culture of innovation? What does it take to make such creative disruptions as part of an operating culture?

companies depend on their ability to define the ‘Job-to-be-Done’ for their customers.

What is innovation?

Building an innovation culture

The American Heritage Dictionary defines innovation as “the act of introducing something new”. The Department of Trade and Industry


december 2010 | industry 2.0

by naresh shahani

Several companies are able to bring out small innovations at different periods of their existence to bring new life to their businesses.

- technology management for decision-makers

Innovation fuels growth in business. It is therefore critical that for promoting innovation, organizations must articulate and communicate their BHAGS (Big Hairy Audacious Goals) clearly. This will provide the people within the organization the context and motivation to work towards innovation. The entire Tata Group has over the last few years set ambitious global targets for itself that none in the group would have even imagined a decade ago. Without such clear direction, it would not have been possible for Tata Steel to acquire Corus or for that matter for Tata Motors to develop the Nano. Setting a clear direction for the overall business and revisiting it time and again are essential to drive the motivation for innovation.

Risk-taking ability

Taking risk is not new to business. Risks of innovation are beyond just the financial. Four years ago, when Ratan Tata set the goal of developing and delivering a car for under Rs. 1,00,000 (USD 2500), he took a huge personal risk and also raised the stakes within the business in terms of their engineering capabilities. The willingness of organizations to take on resource risks (sometimes huge financial risks), personal risk (of the leader), business reputation risks (staking the business)—all these motivate innovation teams to think out of the ordinary and make radical departures from current beliefs and practices. Over a time these risks only increase. At the recent Mac-

Characteristics that foster innovative culture… • • • • • •

Setting the Direction Risk-taking Ability Ability to Abandon Projects Balanced Portfolio Methodology and Tools Short-term versus Long-term

World show Steve Jobs introduced the MacAir Laptop. It fell short of expectations as the company has built a reputation of bringing to the market radical new innovations at rapid frequency.

Ability to abandon projects

To successfully innovate requires emotional energy. While working on innovation projects, teams get very emotional on the work that they are involved in. They invest endless time and energy to make things happen. Passions run high. Therefore, managing such groups is very critical. The ability of an organization to nurture projects effectively at various stages of creation, make tough decisions and manage the consequences is essential for building a successful innovation culture. It is therefore not surprising that at

innovative companies—the ratio of success to abandonment of projects may be as high as 1:10.

Balanced portfolio

Not all innovation in business needs to be radical, however, the more radical the innovation the more are the risks involved. Just as adding new product feature in a novel way, for example the FM radio to the mobile phone, can be considered an innovation, so can be a new method of delivery of service to the customer. An example of the latter is Citibank’s Suvidha account in India. Innovation needs to be balanced across a continuum on business from incremental at one end to radical at the other. Further, not all innovation has to be product-based. Much is written about the success of the iPod as an innovative product. A key factor, that has been responsible for the soaring success of the iPod, has been a business model innovation called iTunes. The infrastructure in the organization should work to promote, recognize and create a balanced portfolio of projects across the continuum to ensure greater participation, managed risks and ensure long-term growth of the business.

Methodology and tools

Is there a method to the madness? Can innovation be taught? Or is innovation only the responsibility of the creative people in business? At BMGI, we believe that like improvement, innovation has a methodology and there are tools and techniques that can be used to enable everyone in the organization participate on innovation projects. True, some people are more creative than others and are able to generate radical ideas, however there are different expertises required to get new ideas to the market. We also need the logical thinkers who are perceptive to distinguish good ideas from others and are able to take these good

ideas and convert them into a value for the customer. All this would require the company adopting a disciplined approach to innovation.

Short-term versus long-term

Many innovation projects are investments in the longer-term and very often do not augur well on the company’s short-term performance. After all, the likely investment of over USD 1 billion on the Nano car project is a huge capital cost over the short-term and has only longterm benefits. It is quite unlikely that the investment will pay off within three years. This is not the first time that Tata Motors has taken a long-term view. In 1997, it bet on the Indica, their first foray into the passenger car market. Several investors and industry analysts downgraded the company. It is quite interesting that this time around, the same investors and industry analysts have given the company a strong positive rating. In his second stint at Apple, Steve Jobs took some time to establish the cycle of innovation going. Over the last three to four years, the company has rewarded shareowners handsomely in terms of market capitalization alone. Building an innovation culture requires managements to be able to balance the long-term with the short-term and make more radical investments in periods of shortterm success. Each of the above characteristics is important to build an innovation culture in business. It is quite likely that innovative ideas—small and radical will drive future growth in business and enhance your organization’s competitiveness. Is your organization ready to make the necessary investments to build and foster an innovative culture? As leaders of businesses, are you ready for it? Naresh Shahani is the Managing Director of Breakthrough Management Group India.

industry 2.0

- technology management for decision-makers | december 2010


product update AC Compressors


anfoss Industries’ R-410A variable speed scroll compressors are useful for commercial air conditioning and heat pumps: the Apexx VSH series compressors. According to the company, compared to conventional systems, these compressors allow for users to realize energy savings of more than 20 per cent. The manufacturer also informs, while compressors in traditional commercial system designs are sized for most efficient operation under peak load conditions, these compressors are able to deliver excess capacity under the part-load conditions that exist 85 per cent or more of the time without the unloading capability. The penalty is significant and costly energy waste. In contrast, the Danfoss VSD compressor is designed to maintain high isentropic efficiency at part load by precisely and continuously matching the load by operating from 30 Hz to 90 Hz. The balanced, continuous operation of a VSD compressor means less cycling and system stress resulting in higher reliability, and longer lifetime. Danfoss Industries Tel: +91-44-6650 1555 E-mail: Website:

AC Motor Drives


elta’s C2000 Series AC Motor Drives are now available in the market. These drives are usable in textile, printing & packaging, food & beverage and material handling machines. According to the company, use of FOC control as its core technology, the high performance C2000 AC Motor Drive takes drive technology to the next level. Its features include versatile driving controls, a modular design and suitability for a wide variety of applications, easy maintenance and self diagnosis. The manufacturer informs, these drives provide customers with high-efficiency as well as the most economical solution for competing in the global market. Delta Electronics (India) Tel: +91-124-4874900 E-mail: Website:

Rotary Air Blowers


verest has introduced a new range of Aqua Series Twin Lobe Rotary Air Blowers to meet the electroplating and aquaculture requirements which demand 100 per cent oil free air. These blowers are dry machines where lubricating chambers are physically isolated from main gas chamber ensuring 100 per cent oil free air delivery. For its easy operation and maintenance, inlet and discharge connections are modified with suction top and discharge horizontal space reducing cumbersome piping. These blowers have advantage over centrifugal and regenerative type blowers—as these are more power efficient, and can handle high flow rates and are insensitive to water


december 2010 | industry 2.0

Semi Conductor Fuses

S depth variations. They deliver a constant flow rate irrespective of back pressures—thereby maintaining dissolved oxygen levels.

anRex Power Ultra Rapid Fuse-Links are used in various applications for protection of Power Semiconductor Devices (Thyristors, Diodes, Transistors, Mosfets, Triacs etc.) in the following industries: Loco rectifier panels (electric traction) in Railways, Metallurgy (copper, aluminium etc.), Iron & steel, Mining, Power stations (energy production), Uninterruptable power supply systems, Regulators (AC drives/ inverters, DC drives/converters), Cement, Paper, CNC machine tools/ engineering, Fertilizers & petrochemical, Synthetic yarn, Textile, Sugar, Bearing, Shipping, Docks, Material handling, Metal processing (Rolling mills, Foundries, Furnaces etc.), Telephone exchanges, Aerospace, Automobile, Plastic processing and many other industries.

Everest Pressure & Vacuum Systems Tel: +91-11-45457777 E-mail: Website:

Sanrex Power Unlimited Tel: +91-11-22443951 E-mail: Website:

- technology management for decision-makers

Compact AC Capacitors

Hinge Switches



DK-EPC, a group company of the TDK Corporation, presents a new series of EPCOS MKP AC capacitors with a capacitance range from 2 to 75 µF and radial terminals for PCB mounting. The B3279 series of output filter capacitors features types for voltages up to 400 V AC and can be used in a wide range of output filter modules. Higher capacitance values can be realized by placing several capacitors in parallel in the PCB assembly, thus allowing filter designers and manufacturers to design power converters even up to 500 kW with modular systems. Compared to other AC filtering solutions, the B3279 series offer smaller size with higher capacitance values, higher current density per capacitance and volume, and operation at temperatures up to 105 ºC. According to the manufacturer, power electronic designers are implementing more and more complex switching algorithms for pulsewidth modulation (PWM) to gain efficiency and power quality. Such designs, however, introduce higher frequencies and harmonics into systems, which must be properly filtered by using LC and LCL filters at the output of the frequency converters. Applications for the new series are, in particular, in star-connected LCL circuits of three-phase power converters (DC/AC or AC/AC) for drives. Further applications include inverters for solar power as well as UPS systems and discrete filters. The capacitors can also be used in single-phase systems. The company informs that the B3279 series complements the existing B3292 E/F series of X2 capacitors for 305 V AC, which was designed for input AC filters and discrete EMC filters.

anner Engineering Corp. introduces SI-HG63 Series Hinge Safety Interlock Switches for safeguarding of hazards. SI-HG63 hinge switches are used in place of the standard hinges on swinging guards, gates or doors. They offer two normally closed safety contacts and one normally open auxiliary contact for greater application flexibility. When the SI-HG63 hinge switch is activated, these normally closed safety contacts are forced open by a nonresilient mechanical means (not reliant on springs), interrupting the electrical circuit and sending a stop signal to the machine control. SI-HG63 hinge switches are also repositionable, with a safety switching point that is easily adjustable throughout the hinge’s full 0-270° range of motion. The switches are built to withstand harsh plant environments, with each safety switch body integrated into a highly robust PBT housing and integrated on to a stainless steel hinge. They are rated IEC IP67 and deliver superior performance and improved protection against defeat over actuator-style safety switches.

EPCOS AG Fax: +49-89- 636-22471 E-mail: Website:

Banner Engineering, India Tel: 91-20-66405624 Email: Web:

Strobe Lights


Air Actuators


ontiTech AG offers elastomer products for industrial pneumatics, and for isolating systems and machines from vibration. Their product list includes air actuators for pneumatic tasks in machine, apparatus and plant engineering as well as single and double-convolution air springs for vibration-free machine suspension. These air actuators are used in many industries. In applications where severe external caking and contamination is a problem, these air actuators provide a wear-free, costefficient solution. Since air actuators

nilux offers their Unilux LOL-5 stroboscopic inspection light. The company informs that it is a combination of power and safety. According to them, Indian label and packaging printers and converters like the LOL-5 for its power, brightness, portability and safety. Generally, strobes are heavy to carry and require 220-volt power. Their very long power cords present a safety problem, as plant personnel may stumble over them. The light can operate on a single battery charge for an entire shift, depending on how it is used. The strobe has an output of 645 Lux at 6,000 flashes per minute, while generally other lights deliver closer to 250 Lux at the same flash rate. The LED strobes’ softer light eliminates the need for operators to dial down inspection-light intensity or use frosted glass to avoid harsh reflections when working with foils, metalized substrates and other labels or packaging with highly reflective coatings on high-speed lines. get by without mechanically operated parts like pistons, piston rods and Unilux, Inc. friction gaskets, they are not subject Tel: 201-712-1266 (Worldwide) to wear, and are free of friction. This Fax: 201-712-1366 gives them an edge over conventional Website: cylinders. The products find use in the woodworking and textile machinery industries, in conveyor systems as well as in offshore applications, in punch and forming presses, in sawmill machines and in the foodstuffs, construction and paper industries. ContiTech India Tel: +91-130-2366087 / 088 Website:

industry 2.0

- technology management for decision-makers | december 2010


product update Light Helmet

Laser Cutting Machine



ith the HPS 4300, Dräger introduces its new half-shell helmet for fire departments. The HPS 4300 is the lightest helmet that fulfills the requirements of the new fire department standard EN 443:2008 Type A. The manufacturer informs that it protects against heat and impact while offering a high level of wearing comfort. A helmet can only offer full protection when it fits correctly. The HPS 4300 can be individually adjusted to the head size of the wearer, using an adjustable wheel. The wearer can tighten or loosen the head retaining ring with just one hand – without removing the helmet. The head retaining ring is padded – providing additional protection. Diagonally attached neck straps, which are secured to the helmet shell at four points, also ensure an exceptional fit. Even with intense movement, the head protection does not slip out of place. The hairnet and helmet adjustment system incorporating the head straps ensures sufficient air circulation between head and helmet shell. Draeger Medical India Tel: +91 22 4084 3838 Fax:+91 22 4084 3898 Website:

OFIN presents the FL 010 C, the new compact version of its fiber laser series. According to the manufacturer, the series has been specially developed for direct integration into existing machine concepts. With an output power of 1,000 W, the FL 010 C is available as a single-mode laser with a 20 µm fiber and a beam quality of 0.4 mm x mrad or as a multi-mode laser with a 50 µm fiber. Due to its modular and robust design, this laser meets the highest possible industrial demands. This model is also offered with 500 and 750 W output power, which covers the complete range of applications for processing thin materials. ROFIN-SINAR Laser Tel.: +49-(40)-73363-4380 E-mail: c.brettschneider(at)

Generator Sets


Filters For Mobile TV


DK-EPC, a group company of the TDK Corporation, presents a low-profile band rejection filter from EPCOS for mobile TV under the Japanese ISDB-T set of digital TV standard. According to the company, in a miniature 1411 SMD package (1.4 x 1.1 x 0.4 mm³) the new B8740 features one of the world’s lowest package height. This allows manufacturers to integrate the filter into compact mobile phones that must support an increasing number of services and functions, including mobile telephony and broadcast services. The manufacturer informs that the product has excellent electrical characteristics. The B8740 offers a high selectivity of the channels used. The usable bandwidth for TV reception is 300 MHz in the passband between 470 and 770 MHz. In this range, the new filter achieves a low maximum insertion loss of 2.7 dB. Its group delay ripple is 6 ns. The rejection frequencies are 824 to 840 MHz and 898 to 925 MHz. With these characteristics the B8740 is very well suited for undisturbed mobile TV reception, conveys the manufacturing company.

fter the Cat C18 ACERT Package Generator Sets, Caterpillar Marine Power Systems has introduced an additional option to expand the capability for global customers. This new option meets current industry demand for a factory supplied Marine Classification Society (MCS) Alarm and Protection (A&P) system. The company informs, with the new A&P option, the C18 ACERT Package Generator Set is fully certifiable when it leaves the factory. Torsional vibration calculations, alarm installations, and mechanical additions are all completed prior to

shipment. No major package alterations are required at shipyards in order to meet most MCS requirements. According to the company, “In addition to covering all MCS A&P requirements, the package also offers a state of the art controller with functions and features aimed at improving customer experience.” The heart of the C18 ACERT Package Generator Set is powered by an inline 6, four-stroke, 18.1-liter diesel engine, which is electronically governed, turbocharged and after-cooled. Caterpillar Marine Power Systems Tel: +1 (309) 675-1000 Website:

EPCOS AG Fax: +49 89 636-22471 E-mail:


december 2010 | industry 2.0

- technology management for decision-makers

product update High Pressure Pumps

Inspection System



agna Energy & Hydro Systems offers hot and cold water high pressure pumps. The company designs and manufactures as per the custom requirement for industrial heavy duty high pressure waterjet cleaning system for power and process industries. Customers can choose from a wide selection of commercial and industrial heavy duty high pressure washing equipment for automotive commercial and industrial uses. The pumps may be used in Power plants, Paper industry, Cement industry, Food processing units, Textile processing units, Meat processing units, Sea food industry, Bakery units, Poultry hatcheries, Leather tanneries, Fruits canning industry, Chemical industry, Tea & coffee processing industry, Sugar industry, Hotel industry, Hospitals, Ceramic tile industry, Refineries, Fertilizers, Granite

industry, Breweries, Iron & steel Industry, Milk dairies, Bulk drug manufacturing industries, Confectionaries, Common effluent treatment plants and many other areas. Magna Energy & Hydro Systems Tel: +91-44-42668164 E-mail: Website:

MOSFET For Power Management


nternational Rectifier (IR), a company in power management technology, has introduced a family of 25 V and 30 V devices featuring IR’s latest HEXFET MOSFET silicon in a new performance PQFN 3x3 package that delivers a high density solution for DC-DC converters in telecom, netcom and high-end desktop and notebook computer applications. According to the manufacturer, as a result of improved manufacturing technology, IR’s new performance PQFN 3x3 package enables up to 60 per cent higher load current capability than standard PQFN 3x3 devices in the new compact footprint—while overall package resistance is significantly reduced to deliver extremely low on-state resistance [RDS(on)]. In addition to the low RDS(on), the new performance PQFN package offers enhanced thermal conductivity. Arrow Electronics India Tel: 91- 80-4135 3800 E-Mail:

ognex Corporation has announced its next generation OmniView 360° inspection system, now with colour and 5 megapixel high resolution cameras. The company informs that OmniView allows detailed inspection and verification of unoriented wine and juice bottles, canned goods, pharmaceutical vials and other cylindrical packages right on the production line. Using the latest Windows 7, 64-bit PCs, OmniView inspects products at up to 1200 parts per minute without disrupting bottling and packaging lines. According to the manufacturer, the product can help minimize product recalls and protect brand image by ensuring product quality, help control process by identifying defects early and track parts through the supply chain by reading labels and codes. It uses four cameras positioned around the conveyor to capture views of all sides of a product. These are mapped into a 3D model using proprietary Cognex vision technology, and then inspected using Cognex’s VisionPro software library. An additional fifth camera can be used to confirm that the lid or cap matches the label on the front of the package. Cognex Sensors India Fax: +91-80-4022 4033 Website:

Orbital Hydraulic Motors


anfoss has launched a new OMS Orbital Hydraulic Motor with disk valve. According to the company, it is a type of high torque, low speed hydraulic motors, with high efficiency and long life. The BM motor has a wide speed range, high starting torque and rotating stable at high speed. It is compact and light, and can be connected to the working machine directly— adaptable to all kinds of low speed heavy load facilities. These hydraulic motors are usable in plastic industry, mining and construction machinery. Danfoss Industries Tel: +91-44-6650 1555 E-mail: Website:

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december 2010 | industry 2.0

- technology management for decision-makers

R.N.I. No. MAH ENG/2001/4796 Tech/MH/MR/SOUTH-127/2006-08

Industry 2.0 December 2010  

Capitalizing On Solar Power--Focus On Sustainability And Low-Maintenance Cost Will Drive The Market For Future Energy Solutions

Industry 2.0 December 2010  

Capitalizing On Solar Power--Focus On Sustainability And Low-Maintenance Cost Will Drive The Market For Future Energy Solutions