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Editorial

From Industry to Fraternity

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hey came from different corners of the world (yes, we had international participation as well), they came with walls of all kinds limiting their vision; they knew their limitations and were sure that they were real. They believed that success stories are the reality only for someone else and that conferences are places where you get to hear nice things essentially to be forgotten and disowned later and the place of the conference doesn’t matter as you are not supposed to see what the sky looks like on a beautiful spring day!! Well, when defying the norms becomes a habit and going against the tide gives an adrenal rush, thus is born a norm defying communion that delivers its positioning to perfection! LEAP, as an event, was a humbling experience for each person concerned—be it the team of UNIDO, IMTMA or MMT or the stalwarts whom we call speakers or the emerging leaders (our attendees) who actually transformed all the pains of creating this enabling event into pleasure! This industry event turned into a fraternity communion as competitors began to collaborate— sharing ideas and trade secrets. It was beyond business when iconic speakers opened their wealth vaults for everybody to gather the pearls of wisdom, it was truly awe inspiring when a hall full of 140+ people were together in a journey (for others, their success story) as the iconic industry leaders poured their hearts out … it was magical. Nobody had to be told to give a standing ovation; it was given to the most deserved. Statements like ‘we will be among the Top 5 machine tool building nations by 2020 leveraging world-class R&D, infrastructure, systems and people delivering innovative solutions and services to create value for customers…’ were met with cheer and optimism, replacing the often spotted smirk of pessimism to such statements otherwise … we were a fraternity, friends in the same business! LEAP (LEAD EDUCATE APPLY & PROSPER) was and is not an event but an anthem that we learnt and continue to learn & live going forward. This Goa Summit was created & crafted to be a milestone in our lives, a very important happening that will define the future course of our business and our being! Limiting our growth, curbing our aspirations, pointing elsewhere from our problems and deciding that we have reached our limits are some of the aspects that are best unlearned … the faster the better!! LEAP, in true sense of the word, saddled us with the right mix of inspiration and knowledge. We took a sneak peek into the future of the machine tool sector! This has helped all of us to align ourselves with the future. What will be the problems & prospects for the machine tool sector going forward was a great key takeaway! Most importantly, it told us how to be a squirrel and not a dinosaur! Action-packed, ambition-laden & spirit-sprinkled (remember, we were in Goa) LEAP days are presented to all our readers, who (for some unavoidable reasons) missed being a part of this ‘fraternity as it discovered itself’, but the value created should be spread to the bigger fraternity … our readers …together let’s take a LEAP!

MMT Mentor Shailesh Sheth

Corporate Strategy Advisor

Archana Tiwari-Nayudu archana.nayudu@network18publishing.com

February 2013 - MMT

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Contents rEGULAR SECTIONS

Time to take the plunge! Strategy

Leap Report ................................. 34 Rashmi Bansal ............................ 40 Dr Radhakrishnan pillai........ 42

skill development...................... 60 Marketing ...................................... 62 corporate culture .................... 64 growth planning ........................ 66

Journey

Vision

Inspiration

Pg jadeja ....................................... 46 milind kelkar ............................. 54 srinivas shirgurkar ............... 56

PJ Mohanram ................................ Vikram sirur.................................. Deepak Ballani ............................ ms dhakad .....................................

70 72 74 76

Editorial ..................... 17 Sarathi Sutras ......... 23 Vantage point ........... 25 News, Views & Analysis ....................... 26 Products .................... 106 List Of Products ..... 128 List Of Advertisers ... 132

Events

Hannover Messe .......... 102 Blech india 2013 ........ 104

iN cONVERSATION WITH

81

78

Special Focus

& OUTLOOK 95 iNSIGHTS Grinding & Finishing

Metal Forming

Klaus Ludwig

Vice President, HWACHEON Machine Tool Co Ltd

Special focus

Balancing Act .............................. 82

iN cONVERSATION WITH

Application & Process Specific Technology .................. 87

Insights & Outlook Market Analysis .......................

96

Process Perfection ................

98

Facility Visit

Macpower CNC Machine Pvt Ltd ..... 90

80 Akihiro Teramachi

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highlights

President & CEO, THK Co Ltd

Special Focus:

CAD / CAM / PLM

Insights & Outlook:

Electronics and electrical devices

Special Supplement on Green Technologies


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Views and opinions expressed in this magazine are not necessarily those of Network18 Media & Investment Ltd (Network18)*, its publisher and/or editors. We at Network18 do our best to verify the information published but do not take any responsibility for the absolute accuracy of the information. Network18 Ltd does not accept the responsibility for any investment or other decision taken by readers on the basis of information provided herein. Network18 does not take responsibility for returning unsolicited material sent without due postal stamps for return postage. No part of this magazine can be reproduced without the prior written permission of the publisher. Network18 reserves the right to use the information published herein in any manner whatsoever. Printed by Mohan Gajria and published by Lakshmi Narasimhan on behalf of Network18. Executive Editor: Archana Tiwari-Nayudu Printed at Infomedia 18 Ltd, Plot no.3, Sector 7, off Sion-Panvel Road, Nerul, Navi Mumbai 400 706, and published at Network18, ‘A’ Wing, Ruby House, J K Sawant Marg, Dadar (W), Mumbai - 400 028. MODERN MACHINE TOOLS is registered with the Registrar of Newspapers of India under No. MAHENG / 2008 / 24347. Network18 does not take any responsibility for loss or damage incurred or suffered by any subscriber of this magazine as a result of his/her accepting any invitation/offer published in this edition. *Ownership of this magazine stands transferred from Infomedia18 Ltd (Infomedia18) to Network18 Media & Investments Ltd (Network18) in pursuance of the scheme of arrangement between Network18 and Infomedia18 and their respective shareholders and creditors, as approved by the Hon’ble High Court of Delhi and the necessary approval of Ministry of Information and Broadcasting is being obtained.

May 2013 - MMT

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Shailesh Sheth, an eminent authority, shrewd analyser of trends, brilliant strategist and considered by the industry as a ‘Guru’, to us, he manifests as ‘Sarathi’, accomplishing his timely purpose in the ever-evolving world.

Merchant of Dreams

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here is a raging debate about the Korea and Taiwan; add to this the cost of Indian machine tool industry’s transport. Moreover, the weak rupee also offers declining share in India’s an added disadvantage to imports. Despite all consumption of machine tools. this, if Indian machines are not able to compete From a high of 62% in 1990, it is on the price front, then Indian companies have said to have crashed to 30% in 2011–12. If so, to work towards becoming more competitive. this is certainly a matter Third, to compete of concern. But can we effectively in the jump to the conclusion domestic market, Indian A rejoinder from that this happened machine tools need to Sarathi himself: only because declining be competitive in the Who says the Indian machine tool industry’s protective custom duty global markets as well. share is only 30%? Statistics being what they coincided within the Why are our exports are, a large number of players do not report same period? (Custom abysmally low? Why do their production figures for reasons only Duties did go down from we have an ostrich-like known to themselves. If such figures are >65% to 7.5% in that home market view of a captured, India’s share may already mount span). May be it did, global business? If we to 50%!! Are we barking up the wrong tree? may be it did not. Let us cannot or do not export, consider the root causes. we will never be globally competitive. Once First, if we analyse again, the pain points are within us. the nature of imports, we will find that 85% by value of imports Finally, we now live in a global are of machines for gear working, village. WTO and Free Trade horizontal boring, portal- & gantryAgreements are the flavours of the type machines, high-precision day. Going against the winds of machines for aerospace & medical change can only harm the Indian engineering. These do not fall machine tool industry. However, a in the category of machine tools proactive drive towards achieving produced by the Indian machine tool industry. technology leadership and manufacturing The Indian machine tool industry operates in a & business excellence will enable it to reach narrow product range; it competes within itself a healthy 50%++ market share in India. This and not with imports. Thus, the industry will fail should be the agenda for the Indian machine in preparing a cogent case for protection. tool industry—look within, rather than point fingers at others; promote the development Second, most of the imports are from highprocess rather than seek protection. cost countries such as Japan, Germany, South


To sell just a machine or to sell value of the solution using machines – Understand Customer Needs

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readily see value in machine performance, oes it leave you puzzled specifications and features. These are when a machine with ample things that competition can easily bring specifications and features out. Customers see value only in terms fails when it hits the market? of profit/loss—Can your machine reduce Does it puzzle you even more when you cost? How much can it help increase the are not able to decipher the codes to this revenue? technological catastrophe? Was it a flaw in technology or in the adaptability to technology? Was it the cost? Here, one Document the Value you Provide needs to dive deeper With such stringent to realise that the demands to meet customer on ti ep rc flaw is not necessarily needs, it becomes pe The total value in the machine—it imperative to assess has both of the customer might be in the market yourself before going out tangible machine related mechanics. full throttle to face the eed, sp e, iz (s s te u ib market and ask yourself a Today, you don’t attr e in h ac -m on n few naked truths: just sell a machine; power) and n Why should customers ble you have to sell the related intangi , value attached to the buy from me? lability attributes (avai n Do I bring the value machine. Gone are the service, TCO). days of conservative that customers can’t find market economy where anywhere else? the manufacturer Critically assess yourself before dictated the market trends. The industry you face your market because many is seeing a clear shift from the sellers’ customers do not see the difference in to the buyers’ market. The machine the total cost impact between suppliers, manufacturer has to understand customer other than price and the occasional needs and undertake market-oriented difference in service. On the other hand, manufacturing and create a marketmost suppliers fail to show the value they centric manufacturing ethos. Going add in reducing total system costs for forward, only market-driven companies their customers. The purchasing decision will be the order of the day. is often based on who will ‘buy the business’ by promising to do everything at the lowest price. Value Working Methodology Market your strengths. Show your Core Functionality – Machine, Specs customers what they stand to gain from Emotional Value – their investments made with you. Make Aesthetics, Market Perceptions & Feedback them look beyond the machine and see the Added Services – value they can get through your services, Service, Support, Parts Ubiquitous Presence which include everything from emergency – Reach, Influencers, response (time to bring back machine Leadership on line), MTTR to MTBF. Build the ecosystem of services (handling, logistics, finance, consumables, etc.) that are needed by your customer. Get your numbers This does not just stop at manufacturing right, do the arithmetic and prove to them what your customer wants but also what that the value of services adds to their net extra can you provide. Yes, we are talking profit. This way, you can influence the about value-added propositions that would purchase decision away from stand-alone attract customers. However, the challenge machine price only.. here is that customers today do not

By

TKR

TK Ramesh, the CEO of Micromatic Machine Tools Pvt Ltd, is the Marketing Guru of the `1200-crore Ace Micromatic Group. The epitome of business analytics and a veteran in strategy dynamics, he envisions a glorious ‘Brand India’ pennant fluttering over the global machine tool arena in the near future.

ent Our Managem to hear Guru is eager ease send your views. Pl them in at ail.com rameshtkr@gm

May 2013 - MMT

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News, Views & Analysis

Körber Schleifring inaugurates its new technology centre in Bengaluru

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o come closer to the customers and give a first-hand feel of machines, Körber Schleifring opened its new office and technology centre in Bengaluru. The centre was inaugurated by L Krishnan, Managing Director, Taegu Tec India Pvt Ltd, along with Rolf Frei, Consul General, Switzerland. “With this new tech centre, we want to mark a whole new era in India. We have a strategic plan to grow in all the markets worldwide and hence we had to position ourselves in India in the right way,” Christian Dilger, Managing Director, Walter and EWAG. The technology centre is equipped with six precision machines from three

of their brands, namely, Studer, Walter and Ewag. Paul Kossl, Vice President - Sales and Marketing, Schaudt Mikrosa GmbH, said, “This tech centre will help us convince our customers to buy our The centre will give a first-hand experience of machines to customers machines. We have various machines like the Eco Schleifring group will extend additional Grind, which caters to the price-sensitive services of training & application support Asian market. In addition to the already on the machines commissioned in their existing activities of sales and service, the technology centre.

LVD establishes dedicated sales subsidiary in India

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VD Company nv, a leading manufacturer of sheet metalworking equipment for the world market, announced the establishment of LVD Strippit India Pvt Ltd—a dedicated sales subsidiary based in Bangalore, India. The formation of LVD Strippit India Pvt Ltd follows

INDO-MIM wins Pratt & Whitney MCL approval

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engaluru based Indo-MIM has recently won approvals from Pratt & Whitney America’s Materials Control Laboratory (MCL) to perform non-destructive testing and chromic acid anodising. The approvals came after extensive auditing of IndoMIM by Pratt & Whitney America, and are the first such approvals granted within India. Founded in 1997, IndoMIM is the world leader in metal injection moulding. The aerospace products group division in India was started in 2010 to provide an end-toend solution of machining and special process for India’s growing aerospace sector.

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the successful joint venture of Magal Engineering and LVD India in 2008. LVD Strippit India Pvt Ltd capitalises on the extensive market knowledge of each organisation to maximise coverage and ensure strong localised sales and service support for a growing customer base. “Our market presence in India

through the work of Magal Engineering has been strong, but the creation of a dedicated LVD sales and service facility brings greater resources and a broader plan to aggressively support increased business activity in a market with a forecasted growth rate of 6%,” said Carl Dewulf, Managing Director, LVD.

Italian machine tool orders has a negative first quarter

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or the first quarter of 2013, the Italian machine tool order index, processed by the Studies Dept. of UCIMU-SISTEMI PER PRODURRE, shows a 9.8% decrease against the same period of the previous year, with an absolute value of 112.5. In particular, the domestic order index shows a 35.9% decrease compared with the first quarter of 2012; the absolute value, equal to 44.4, is the lowest ever recorded, and is a confirmation of the weakness of the domestic market. As far as exports are concerned, the index of orders shows a 4.6% decrease. The absolute index of 151.6 is still above average, but nevertheless not enough to reassure Italian manufacturers, who are experiencing a gradual decrease

of orders, a downward trend that has now continued for four consecutive quarters. Talking about the current situation, Luigi Galdabini, President, UCIMUSISTEMI PER PRODURRE, said, “The latest results clearly demonstrate that the loss of competitiveness that the political situation is forcing on the whole country is having a strong impact on the industrial sector. The extended uncertainty that we have been experiencing for months is draining all desire of investing from Italian companies. “We ask ourselves,” continued Luigi Galdabini, “if the political world is capable of understanding how adrift it is dragging the real economy of the country.”


News, Views & Analysis

SKF launches spindle simulator software in India

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KF recently launched Spindle Simulator—an advanced simulation software programme for the analysis, design and modelling of spindle systems. “The SKF Spindle Simulator makes an easy link between the user and SKF’s engineering knowledge. Based on the SKF Simulator platform and using the same advanced technology, this software is user friendly, fast to use and accurate. We feel that this product will immensely benefit our customers in India,” said Jean-Michel Poloni - Sales Head, Global Precision Business Unit, SKF Group. The software makes allowance for the effect of the operating speed and temperature on the bearing shaft and housing fits and also the bearing preload. In addition, it analyses the effect of external loads on the shaft and the bearings and delivers highly accurate information about each contact for each rolling element on each bearing.

IMTMA to conduct workshop on system approach to precision manufacturing

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o meet the growing needs of trained manpower at the higher level in the Indian manufacturing sector, IMTMA is organising its flagship programme to impart training for precision component manufacturing. The three-day workshop on ‘System Approach to Precision Manufacturing Grinding Processes’ will be organised from June 3 to 6 in Ghaziabad. This is a part of a series of initiatives by IMTMA to train the manufacturing professionals at all levels—low, mid and high levels. During this three day workshop, participants will learn about the method to look at manufacturing process with a holistic approach. This workshop will be presented by Dr K Subramanian, a world renowned expert in

CERATIZIT grows in India

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ERATIZIT is further expanding its presence in the Asian cutting tool market with the establishment of a new production unit in the industrial area of Uluberia in West Bengal, India. CERATIZIT India, a significant player in the Indian market, has already been manufacturing hard metal products in Bengal for seventeen years. “To meet the increasing demand of cutting tools in Asia, this continuous expansion and strengthening of our activities in the important Indian market is key to our success,” says Thierry Wolter, member of the CERATIZIT Executive Board.

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manufacturing process technology. The participants will also get handson experience with laboratory style experiments at Micromatic Grinding Tech Ltd. “Engineers at shop floors face various problems. Although they have the basic engineering and management knowledge, the science behind the process is not taught by the industry or by engineering institutes. And grinding being an important process, which culminates the value of all the processes, this knowledge is important. This seminar will impart this science-based knowledge to people so that when engineers face any problem they can approach the issue as a system,” said NK Dhand, Chairman and Managing Director, Micromatic Grinding Technologies Ltd. All this will be coupled with numerous lectures by industry experts.

Blaser Swisslube expands its in-house Technology Centre

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ecently, lubricant company Blaser Swisslube extended its ultramodern Technology Centre, which now occupies about 300m2 of floor space at its Head Office site in Hasle-Rüegsau (Switzerland). Since the last four years, this is where the latest metalworking fluids to be developed are tested and versatile machining operations of customers and partners are recreated in a realistic way. The Technology Centre enables machining specialists from Blaser to provide customers with cutting and grinding fluids that deliver an effective form of added value and help optimise their productivity, economic efficiency as well as the quality of their machining operations. “This enables us to provide our customers with even better levels of support, help them improve their productivity and economic efficiency and optimise the quality of their machining operations,” explains Marc Blaser, CEO, Blaser.


News, Views & Analysis Panel Discussion gets overwhelming response at Tools & Hardware India Expo 2013

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ools and hardware play a crucial role in the machine tool industry. While they find applicability in sectors such as construction, manufacturing, repairing and maintenance of most products, they are often taken for granted. Realising the need to provide this industry the muchneeded push, give it its much deserved recognition and help its integration, CII organised Tools & Hardware India Expo 2013 at Auto Cluster Exhibition Centre, Pune, during April 25– 27, 2013. The exhibition provided participants scope to share knowledge, showcase their latest products and also conduct business meetings … all under one roof. The exhibition started along with a concurrent Tools and Hardware Summit based on the theme ‘Tooling: Key to the Growth of Manufacturing Sector’, which highlighted the importance,

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India Ltd. Panel discussions were also organised on the sidelines of the Expo. One of the panel discussions focused on ‘Importance and Techniques to Machine Maintenance’. The insightful panel discussion was moderated by Archana Tiwari-Nayudu, Editor – MMT, Network 18 Publishing. The panel discussion on ‘Importance and Techniques to Machine According to the panelists, Maintenance’ moderated by Archana Tiwari-Nayudu, Editor MMT, Network 18 Publishing (3rd from left) saw (L-R) PN instead of breakdown & corrective Mehata, Sr VP - Manufacturing Engineering, EagleBurgmann maintenance, companies need to India Pvt Ltd; Pendse PG, DGM - Maintenance Godrej adopt proactive maintenance to Appliances, Godrej & Boyce Mfg Co Ltd; Haresh M Patel, GM ensure operator safety and increase Plant Engineering, Cummins India Ltd, discuss various aspects of machine life. The panelists also maintainence in the manufacturing sector. arrived at the conclusion that challenges and opportunities before the companies should invest a portion of tools and hardware industry. The event their revenue in maintenance activities. was inaugurated by Angala Srinivasan, The panel discussion, which received President – Tools Division, Sandvik Asia, an overwhelming response from the Sanjay Bhondekar, Deputy GM, NSIC industry, was followed by another panel and Rajeev Bhide, Chairman, CII Pune discussion on ‘Enacting flexible labour Zonal Council & MD, ELANTAS Beck laws to create win-win situation’.


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Special Focus Leap Report Application & Process Specific Technology

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ime to Take

he Plunge

Taking a leap is all about having a vision, believing in yourself and finally daring to explore an unknown territory to reach your goal. But all this takes a little hand-holding as well. UNIDO ICAMT, IMTMA and MMT did just that and became the torchbearers of the industry to help it take its LEAP (Lead, Educate, Apply, Prosper). Debarati Basu Das takes you through the mega event that inspired many to dare and take their first step towards success.

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rom fun and frolic to learning and enlightenment, L.E.A.P was the perfect cocktail for the industry to relax, think and rejuvenate itself to move ahead with a new source of energy and dreams. The event, held at Park-Hyatt, Goa, enthralled the industry with action-packed sessions featuring real-life stories of struggle and success; the mantra for growth and inspiration talks that infused the “I Dare, Hence I Can” attitude in the participants. Lead, Educate, Apply, Prosper (LEAP), held between April 12 and 14 and organised by United Nations Industrial Development 34

MMT - May 2013

Organization – International Centre for Advancement in Manufacturing Technology (UNIDO ICAMT), Indian Machine Tool Manufacturers’ Association (IMTMA) and MMT (Modern Machine Tools), became the beacon of inspiration for many. Participants from all corners of the country and abroad including Ludhiana, Rajkot, Hyderabad, Chennai, Pune and Saudi Arabia became one single entity to be enlightened. Shailesh Sheth, Corporate Strategy Advisor, & Senior National Consultant, UNIDO, expressed, “This gathering was unique. It was a constellation of several


Leap Report Application & Process Specific Technology

institutions (IMTMA, UNIDO ICAMT, Network 18) coming together for the common interest of the value of the machine tool sector. This shows what the power of partnership can do and achieve. As we go forward, the world is going to become so complex that doing business is no longer going to be a simple job. No one individual or company will have all the competencies required to handle the emerging scenario. In such an event, it is only partnership that will bail us out. This event was a humble beginning in that direction.” Talking about the little details that we miss out in our fast paced life, M S Dhakad, Programme Director, UNIDO ICAMT, said, “It is a fact that the greatest wealth of the industry lies is in its collective experience. Industrial units face similar challenges in their growth journey. There is rarely a challenge faced by industry that hasn’t been solved by someone else before. However, more often than not, we get so involved in our day-to-day running of the business that we forget to ask, question, deliberate

or even share our challenges with each other. Progress without an understanding of our own strengths and weaknesses is unattainable and sometimes it takes someone with a greater understanding and richer experience (the collective) to really identify these for us. To build this very understanding, LEAP brought together the unique experiences of individuals and organisations that have risen from the ranks to become well-structured successful enterprises.” A journey is always accompanied by roadblocks, potholes and distractions. Deepak Ballani, National Programme Officer, UNIDO ICAMT, spoke about this reality of life by saying, “LEAP has brought together different flavours of entrepreneurship, inspirational stories of leaders, educational sessions and networking—all spiced up in the fun and charm of Goa. It brought the vision and strategy of those entrepreneurs who were once upon a time small, but built their success stories through risks, falls and strategies, which took them to the top position.”

The event was segregated into four parts:

Inspiration:  Speakers like Rashmi Bansal and Dr Radhakrishnan Pillai set the tone of the event with inspirational stories of people who made it big and converted adversities into opportunities.   Journey:  The real-life heroes of the machine tool industry like Shrinivas Shirgurkar, Milind Kelkar and PG Jadega narrated their own journey, which started with empty pockets in garages, which were their first shop floor, and a mind full of dreams and determination. Strategy:  Apart from dream and determination, a

business also needs a firm strategy, a business module and a goal. Eminent people from the industry spoke about the importance of skill development, marketing practices, nurturing a corporate culture and a way to plan growth. Vision: Finally, IMTMA and UNIDO, who have been the backbone of strength to the industry, narrated their vision for the industry and the support that the association will provide in the years to come. The event did not end but began a new journey for 160 participants who went back energised with a new goal, new set of focused strategies and mentors whom they will look up to for inspirations every time they take their next LEAP!!

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leap INSPIRATION

empowering

th ughts It takes just a small spark to ignite a forest fire. At L.E.A.P, we had not one, but two such sparks who ignited the fire that makes one think big, dream bigger and bring together the entities that give wings to growth—well-known authors and motivational speakers Rashmi Bansal and Dr Radhakrishnan Pillai.

Rashmi Bansal Writer, Entrepreneur & Motivational Speaker

The confluence, which had over a hundred odd people who called themselves businessmen with small machine tool units in some far-flung regions of Ludhiana, Rajkot and Hyderabad, woke up to the realisation that they all had a leader in themselves—a leader who can convert a small machine tool setup into an inspirational success story for many; a leader who has the ability to grow and make others grow; a leader who can touch the sky and still remain firmly grounded to reality. These two speakers brought to life simple stories that beautifully conveyed the truth of life. A dosa maker who took inspiration from McDonald’s and became an entrepreneur of a chain of restaurants—a ‘regular guy’ who brought in innovation in a simple business plan and converted his weakness (lack of finance) into his strength (support of people around). While we try to adopt foreign business models, Rashmi Bansal and Dr Radhakrishnan Pillai brought alive the long forgotten book on Arthashastra by Chanakya, which is by far the oldest and most apt book on business management. The speakers, through their tales of motivation, spoke about the most important pearl of wisdom—Think Big, Dream Big, Believe in Yourself and Take the LEAP!!! - Debarati Basu Das

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Dr Radhakrishnan Pillai Writer, Entrepreneur & Motivational Speaker


Inspiration Inspiration Rashmi RashmiBansal Bansal

Do You Have a

Dream? Thousands of years back, Vishnu Sharma wrote the Panchatantra to teach the values of life through stories of crocodiles, monkeys and foxes. I do something similar. I write books on ordinary people who have done extraordinary things. Over the last five years, I have met hundreds of entrepreneurs and heard their amazing journey of how they struggled, failed, got up again and succeeded.

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very one of us has the ability to grow and succeed. In any industry or profession, the amount of imagination that you have in you to create reality out of imagination is what it takes to make it happen. Each one of us need to ask our own self

Rashmi Bansal is a writer, entrepreneur and one of the most sought-after motivational speakers. She is an IIM–A graduate and the author of five bestselling books—Stay Hungry Stay Foolish, Connect the Dots, I Have a Dream, Poor Little Rich Slum and Follow Every Rainbow. Appreciated for her lucid and inimitable writing style, her books talk about entrepreneurship skills at various levels. Collectively, her books have sold over half a million copies and have been translated in numerous languages.

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these questions: Are you happy where you are, doing things that you are doing? Do you want to go to the next level? Do you have the desire to get the unattainable and imagine things that no one else can imagine? The following people raised such questions and moulded luck their way:

Dare to Dream

Prem Ganapathy was an ordinary man. Neither did he have an MBA from Harvard/Stanford (he was a Standard X pass out) nor was he a Marwadi or a Baniya with a background that could make him successful in business. He was just an ordinary guy from Tamil Nadu who came to Mumbai like million others in search of a better future. Somebody promised him a job and he caught a train to Mumbai. But he was left alone at Bandra station. To survive he went to an Udupi restaurant looking for work and was asked to wash dishes. Most people in this situation will feel that this is all that they are destined to do. But Ganapathy was different. He requested his boss to allow him to serve tea to the customers and also went to offices to serve tea. He observed the preferences of each of his customers and gave them tea exactly the way they wanted. Later, he set up his tea shop and did that for a few years. But he wanted to do something more and decided to set up a dosa stall. He set up a small stall in New Bombay, which gained popularity because Prem Ganapathy did not do things the ordinary way. There are thousands of dosa stalls, but what made Ganapathy’s stall unique and successful was his focus on hygiene. From a dishwasher to a dosa maker, he carved his success story, albeit he was not content. At the same time, McDonald’s opened up near his stall. Ganapathy used to go there frequently to observe the way the business was being handled there. This man, without any formal business training, realised one important thing—“Mr Mc Donald has thousands of restaurants all over the world and yet he is not standing there making burgers himself!” He realised that he needs to create his own brand and open many restaurants by standardising his dosa making process. With this inspiration, he started his brand - Dosa Plaza – by following Mc Donald’s business principles. Today, he has 40 restaurants all over India along with franchises in countries such as Dubai and Australia. A man who could have been happy as a tea boy chose to go to the next level. This man was hungry for success.


Rashmi Bansal

Old Wine, New Thought Narendra Murkumbi was my junior at IIM-Ahmedabad. A guy always in chappals and shorts, we never thought he will do something extraordinary or great. Murkumbi did not take the placements after completing his studies at IIM. He decided to become an entrepreneur, which was unusual because students from IIM want to get a good job with a huge pay package and make quick bucks. Instead, Murkumbi started an organic fertilizer business and he did well. He reached a turnover of `5 crore in five years. But one day he told himself that this is not big enough and he wanted to do something on a much bigger scale. So, he shut down his factory and decided to enter a completely new industry—the sugar industry. Sugar is neither a new product nor does it promise a lucrative business opportunity. But he did something that was different from other sugar producers. To begin with, he did not have a lot of money to set up a sugar factory, so he decided to do something unusual. He bought a government-owned unit, which was not functioning

well, and did something that no one had done before. Sometimes people with extensive experience tend to see things from only one perspective. He didn’t have any experience in this field; he was simply experimenting. Murkumbi took an old industry and looked at it in a new way. Sugar production has a byproduct called ethanol, which is generally not made use of. Murkumbi decided to use this ethanol to generate his own electricity to run the entire plant. Thus, he got rid of the electricity bill altogether. He then made all the farmers his shareholders. This way, famers invested money, ensuring that they give their produce to him and no one else. And this strategy worked because doing a business does not mean doing it for your own profit; it is also about sharing your success with the society and community. This helps us grow more and people believe in you and help you move forward. Also, while money is a concern for many businesses, sometimes not having the financial strength is a good thing as it instigates you to be innovative and different.

Be a Leader who Inspires

Sanjeev Bikhchandani, CEO, naukri.com, never knew that he will become one of the most successful Internet entrepreneurs. He left his job to become an entrepreneur and did odd jobs like consultancy. In 1989, he observed that in a magazine, a person first checks the last pages that contain the appointment ads. This led him to think of creating a directory with only appointment ads, but he didn’t know how to do it. Five years later, he got to know more about the Internet at an expo and it clicked instantly—a job directory on the Internet. Because he was the first mover in that field, he was able to get people’s attention. Later, the market crashed but naukri.com remained afloat. This was because Sanjeev was a careful businessman who kept his own reserve. He got a person called Hitesh Oberoi to join the company. An MBA in sales & marketing, Hitesh got involved in Sanjeev’s vision of naukri.com. He created a sales force that went door to door to get company ads and book the ads from naukri.com. Hitesh was Sanjeev’s backbone. Do you have a Hitesh Oberoi with you? Can you create such people in your team who can dream your dream, make it their own and be the backbone of your business? Many say that machine tools is not a cool business, but you need immense love for your business to make it happening. Somewhere, you just have to light that spark and set it on fire. If you really love machine tools, there is no way anyone can stop you from doing something extraordinary. You have to do things differently and use your imagination. We have our limitations, but when you have less, you have the opportunity to do more. May 2013 - MMT

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Inspiration Inspiration Rashmi Bansal Pillai Dr Radhakrishnan

From Good to

Great Leadership The concept of ‘Indianness’ is coming back to India … the self-respect and selfconfidence that we had lost over the years is returning. However, one of the persistent problems in the SME sector is that the next generation is not keen on joining because of the lack of ‘cool’ and ‘wow’ factors in these segments. However, a lot of such issues can be resolved if we start taking pride in your business by taking cues from our own historical past of business management.

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ll of us are leaders here. But there is always a scope to progress from being good leaders to great leaders and become an icon for others to follow. All that we need is strategy. There is so much that we can learn from our ancient past. The only way to understand management better is to go back to the management history of India. Indian history has the greatest strategist Chanakya who strategised great governance. But somehow, our generation does not really know his thoughts or the ways to decode the Arthashashtra, which can be used in the modern way.

Understanding Stages of Life

Dr Radhakrishnan Pillai - Author, Teacher, Management Trainer

He is the author of the bestseller ‘Corporate Chanakya – Successful Management, the Chanakya Way’. Educated in the field of management and consultancy, he also holds an MA degree in Sanskrit and a doctorate degree in Arthashastra. He started a company Atma Darshan, which spreads the knowledge of Chanakya across the globe. He is also the Director of Chanakya Institute of Public Leadership, University of Mumbai, and has also received the Sardar Patel International Award. 42

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All of us need to understand that we are not just managers or owners of our business—we also have to be mentors. In India, we follow the tradition of four stages of life. We begin with Bhramacharya, the student life, followed by Grihastha when we earn money and provide for our children. The next stage is the Vanaprastha when we retire from life and immediately enter Sannyasa. Vanaprastha is about giving back to the society by mentoring and handholding the next generation. Your life’s wisdom needs to be passed on to the progeny and make them ready to take forward the task from where you have left. The problem today is that we are not mentoring people enough. We are instead bossing people. Chakanya hand-held his student Chandragupta Maurya, so that the latter could govern his kingdom well. Chanakya, in this process, documented the strategies, systems and processes so that it can be used years later. If we are not sure about our next generation joining our business, we can take a cue from the Germans. German companies, which are family managed, have a legacy of more than 600 years continuously managing their ownership and dividing their assets for generations together with a foresight. This is what Arthashashtra talks about. Today’s business is not about being national—it is about bing international. It is all about India vs the World. There are many things to learn from your competitors—not as enemies but as teachers. Management is not about ‘managing men’, but about ‘managing the minds of men’.


Dr Radhakrishnan Pillai Application & Process Specific Technology

Modern Athashashtra

Chanakya’s Arthashashtra talks about good management, strategising and leadership. All we have to do is look at it from a modern perspective and apply the strategies in a modern set-up. Chanakya wanted all leaders to develop the first and most essential skill called Aanveekshikee, which is the science of thinking strategically. The most important resource that a human being has is the mind. However, this is also the most underutilised resource. Chanakya developed a systematic way of thinking. One can handle finance and accounts but how you handle your own mind is what matters. Thinking low is the biggest crime in the world and Indians have to start thinking big. The world today is looking at India as leaders but Indians are yet to believe in their own mettle. We have to change this attitude as it is curbing our growth.

Look Back and Learn

Our own history has references of great innovations. Today, we study global innovations and imitate them. However, if we can look into our own history, which has a rich resource of invention and innovation of thousands of years, we will realise that we can be way forward. Today, we talk about Boeing and Airbus, but our own Vimanshashtra, which was conceived over 3000 years ago, has references of an entire city’s population being transferred from one place to another—documented with empirical data. Much has been already done in terms of technological development in the past that while reading the history, I sometimes wonder as to who is more modern—We in the 21st century or They who lived thousands of years ago? It is not about being successful. It is all about being significant. Give a different dimension to your business. It will bring about a new dimension to the industry and to the country as well.

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utras of Business Management from Chanakya’s Arthashashtra 1. Consult and Then Start n “All undertakings should be preceded by consultation. Holding a consultation with only one, he may not be able to reach a decision in difficult matters. With more councilors, it is difficult to reach decisions and maintain secrecy.” (1.15.2,35,40) n “Therefore sit and counsel with those who are matured in intellect.” ( 1.15.20-21) n Dr Radhakrishnan Pillai (RP): Leaders have to understand that opinion makers are many but advisors are few. Learn to identify the set of advisors. 2. Listen to Everyone’s Opinions n “He should despise none, (but) should listen to the opinion of everyone. A wise man should make use of the sensible words of even a child.” (1.15.22) n RP: Every word of advice from top management to shop floor personnel is important. You should simply be able to identify the right ones. 3. Energy n “If the king is energetic, his subjects will be equally energetic. If he is slack (and lazy in performing his duties) the subjects will also be lazy, thereby eating into his wealth. Besides, a lazy king will easily fall into the hands of the enemies. Hence, the king should himself always be energetic.” (1.19.1-5) n RP: We need leaders who are energetic and pass on the same level of energy to their team. Leaders are the ones who create more leaders and pass on the legacy. 4. Attitude of a Leader n “In the happiness of the subjects lies the benefit of the king and in what is beneficial to the subjects is his own benefit. What is dear to himself is not beneficial to the king, but what is dear to the subjects is beneficial to him.” (1.19.34) n RP: Spend time with your customers and understand their needs.

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Inspiration leap Rashmi Bansal Journey

Yes, I Can! Every big success story begins with a question—‘Can I?’ This is followed by a long journey full of ordeal, failures and roadblocks. But the stories that create history are the ones full of dreams, determination and belief. These stories end with an answer—‘I Can!!’ At L.E.A.P, we brought the heroes of some of these success stories who started small, but created history in the world of machine tool industry. As Shailesh Sheth describes, “The pleasures and pangs of growing is a very special feeling. If there is a sense of achievement along with earning of freedom, there is also an anxiety to perform and more responsibilities to attend to along with ever increasing expectations. The more you grow, the more is expected and the less is perceived to be attained. The world loves success stories, but very few know the slog, the sweat and the setbacks that form the foundation of these awe-inspiring and envious shinning realities around us.” The pages to follow have the stories of such personalities of the industry who have become the torch bearers of hope for many young entrepreneurs who lose hope when they stumble upon the roadblocks of life and are left disheartened by the endless struggle that refuses to bear any fruits. These torch bearers will share their stories when once upon a time they were small and all they had to invest was a pocket full of dreams. They will share their stories full of doubts & determination, anxieties & courage, disappointments & confidence. These are stories that we will go back to, time and again, whenever we face adversities and remind ourselves—‘Yes, I Can!’

Srinivas Shirgurkar MD, Ace Designers Ltd

PG Jadeja CMD, Jyoti CNC Automation Ltd

- Debarati Basu Das

Milind Kelkar MD, Grindmaster Machines

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Journey Jyoti CNC Automation Ltd

Passion, Perseverance & Pride

- PG Jadeja, CMD, Jyoti CNC Automation Ltd

Everyone in my family is highly educated except me. I somehow came into business not by choice, but by circumstances. It was my father’s faith who allowed me to leave school that changed my life forever.

The Choice I quit studies in 1985 when I was in the 12th standard. I was a chess player and an opportunity to play at a national level, but my final exams clashed with the dates of the chess competition. Surprisingly, without any argument, my father allowed me to opt for the tournament. That year was the best time of my life. I was later selected to go abroad for further coaching, for which I needed `25,000. My father gave me `10,000 in the first week, followed by `5,000 the week later. Another `5,000 came to me the week after. This annoyed me and I asked my father why he was giving money in installments instead of giving me the full amount in a single go. Till that time, I had never thought about where money came from. My father replied saying that the first `10,000 was a loan from his PF. The two sets of `5,000 were loan from a credit society and a community bank. And for the remaining money, he had asked for loans from all his friends and assured me that before I leave, I will have the full amount in my hand. This was the turning point of my life. I left the game and started focusing on doing something in life.

The Turning Point Our school had a subject on workshop technology where I had learnt about lathe machines. I approached my friend’s father and got my first machine of `10,000 on a barter system—I was to repay his dues by working for him. That is how I started my career. I started a small job shop in 1989 with the help of Pradhan Mantri Rojgar Yojna. I had to do something with my life and I became an engineer in a job shop. In three years, I repaid the loan and started making gear boxes. In every market, there are a few people running a monopoly and we have no option but to silently adhere to their wrongdoings. At that time, in Rajkot, there was a monopoly run by a few people making critical components. My boss one day asked me to check upon one such person who had taken advance but hadn’t supplied the components yet. I went there and got to know that the person was trying to cheat us. I thrashed him and came back to office. But to my surprise, instead of awarding, he rebuked me because I had spoilt relations with the only person in Rajkot who could make those components. I thought about the matter and decided to make those components myself.

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Application & Process Jyoti CNC Specific Automation Technology Ltd

Stages of Learning

I used to make headstock assembly, nortun gearboxes and gear heads and tried to supply them to all the machine tool builders in Rajkot. I tried for six months but no one bought it from me. Then I decided to design my own lathe. I am not an engineer neither do I have any degree from any engineer shop. Even amidst all adversities, we were very technosavvy. Till 1991, I had a cycle for commutation. But then, instead of buying a scooter, I bought a computer worth `1.6 lakh because such designs could be made with AutoCAD. That was my beginning—my first phase of learning about manufacturing practices. When I made the first machine, Parmar Mechanic Works bought nine machines from me but asked me to make some changes installing high speed spindle, etc. I didn’t know how to do it but with guidance, I began building a special purpose machine.

Exploring Opportunities

I wanted to venture outside Rajkot. I toured Bangalore, Coimbatore and Chennai for business. In that trip, I went to one such dealer in Chennai who had invited me with an enquiry. He made wait for three hours and when I asked him why I was made to wait without any reason, the person said, “When I go to Rajkot, thousands of machine tool manufacturers like you hover around me for business. Tell me your contact details and I will decide what to do.” I left that place saying that I didn’t want to do business with people like him. That day I made it a point that we will not deal with dealers but will market the products ourselves. We met customers and tried to understand their need for SPMs. The second turnover of my life came in 1998 when IMTMA organised a technical awareness seminar in Rajkot called ‘First time CNC’. At the end of the day, I invited the Kirloskars who were presenting at the event and signed an order for control system with them. I also told them that I wanted to visit their factory and see how they function. After seeing them, my confidence level rose that even we could do something similar.

Sailing through Adversities

We were not taken seriously and were branded as novices from Rajkot. We wanted to change this attitude among people and decided to participate in IMTEX in 2001. Our strategic decision was to create a buzz so that people would start taking us seriously. At that time, our turnover was `1.7 crore and for IMTEX, we spent `2.5 crore. We had built a liner motor machine for the first time. It was similar to something that I had seen during a trip to EMO, Paris, sponsored by Seimens. There, I saw DMG’s linear motor machine and I thought that we can make it too. At IMEX that year, we got the award for the best innovation. We did create a buzz and since were no longer known as Rajkot novices. Later, through UNIDO, I got an opportunity to participate in EMO. This was a big challenge. UNIDO had acquired 200 sqmt for all Indian machine tool manufacturers and it planned to support us for 15 sqmt while the rest had to be paid by the exhibitor. At that time, we had just become a Private Limited Company and we fell in the SSI category. I wanted a bigger space so I applied in two different names. I got 30 sqmt although I wanted 100 sqmt. If we created a buzz at IMTEX, EMO had to be bigger. But to my luck, no one applied in the SSI zone and I got the entire 100 sqmt to myself. We have participated in 2003, 2005 and 2007. We never got a single order but we constantly kept participating there to make our presence felt.

Choosing a Direction

At the same time, I also participated in IMTMA’s Vision Programme in Aurangabad. This gave me a direction. All this while, we were going with the flow but did not have a vision. Since that workshop, I became serious about having a purpose in business. I came back and made a group of 10 people who constantly delved upon questions—Why are we here? What is our purpose? What is our goal? At that time, UNIDO had sent Shailesh Sheth to our company for guidance. He helped us with a strategy. And we formed a vision statement in 2004 when we had a turnover of `7 crore. Our vision was that by 2010–11, we wanted to be the leading tool company in India in terms of technology, quality and cost. Ace Designers was the benchmark for us and we wanted to become a `1000-crore company. We are where we are today through various adversities, risks and challenges and learnings. Our next vision is to be among the top 10 companies globally.

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MMT May - 13 Ad Name: Clariant Pg No. 49


MMT May - 13 Ad Name:Tungaloy Pg No.50


MMT May - 13 Ad Name: Tungaloy- Pg No. 51


MMT May - 13 Ad Name:ermaksan Pg No. 52


Journey Grindmaster Machines

- Milind Kelkar, MD, Grindmaster Machines Our journey was not devoid of roadblocks and challenges. But we had a vision in our minds that we followed. Today, we have the world’s widest range of metal finishing, grinding and polishing solutions. Unlike the overall machine tool industry, which imports 65% of the country’s demand, in our sphere of business, we do not allow more than 5–10% imports. Our idea is - ‘Made in India, Made by Indians, Made for Indians’. And we have been fairly successful in this although we had our share of ups and downs.

In the Beginning

Me and my wife, Mohini Kelkar, are production engineers from VJTI. It was the liking for machine tools that brought us together in college. When we finished college, I joined Tata Motors and she joined another company and was into designing automax. But there was always an urge to start something on my own. Once I had attended an interview with Bajaj Auto wherein they had called young engineers who wanted to start an ancillary unit for Bajaj. There I got a hint of what was in store for ancillaries and realised that I would never want to become an ancillary. Then came an opportunity from a close friend who manufactured Nirlep nonstick cookware. They were facing technological and trade union issues in Aurangabad. In his company, typically, a worker would produce 50 frying pans by 10:30 am and sit idle thereafter saying that his quota of work for the day was over. My friend asked for my help and we brought out our drawing boards and designed a machine that had a mechanism to rotate a part and then mechanically follow the profile of a frying pan and set it up against the buff. We designed this machine and made a prototype in eight days. Thus was born the semi automatic buffing machine for Nirlep. From 50 pieces in half a day, this machine had the production capacity of 480 pieces per worker within seven working hours. All this was done was to make the union agree that they will tend the machine for seven hours and produce whatever the machine produces. Productivity jumped and this became an incentive for us to look at polishing as a business.

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Grindmaster Machines

Opening up to Opportunities

Even with scarce resources, we knew that we have to look around and know what is happening in the world instead of being shackled by what is happening in India. We went to the Hannover fair and for a young engineer with just four years of experience, it was an eye opener. Our aim was to build indigenous polishing machines and bring them to India in the next five years. In 1993, we tied up with a company in Singapore that sold one of our very simple machines. In 1996, we decided that we should now look beyond and try our hand at the final finishing of precision parts used in the automobile and motor industry. We studied the latest trends in the world and produced our first micro finishing attachment, which could produce a finish of 0.008 microns—at par with Germans. At IMTEX 2001, we brought this attachment for display and were awarded one of the best designs of the year award. It was a big leap. Many such incidents followed and we reached American, European, Chinese and various other markets by battling adversities and building opportunities.

Proving Step by Step

We started from a rented garage with savings of just `27,000 from our job. Till 1987, we were involved in odd jobs. We once made a seed filter for a very famous seed company. This company showed us a one-page leaflet of a foreign machine that filtered cotton seeds with holes from seeds without holes. This required huge design talent. We made a prototype from that one-page leaflet and in 1988, we commissioned three machines. In that phase, although we did a lot of things, a question struck us— What are we all about? We then decided to focus and concentrate on one single subject of polishing and its offshoots—buffing, deburring and microfinishing. We started from scratch and our first fully automatic machine was designed for Hawkins. This company follows the principals of ethics and quality. Working with them helped us enhance our machine building skills. Initially, we followed engineering textbooks to design machines but soon realised that the product designs had to be different. In 1991 came another opportunity from a bicycle company that manufactured huge quantity of bicycles and cycle rims. They had imported a machine from Italy that made one rim every six seconds. But given the import prices, they could not afford to buy another one. So, they were looking for a company to build it. When they approached us, all we had to offer them was our enthusiasm because even our building was not big enough to accommodate the machine that they wanted. We started our first expansion and built a larger building in 1992. But even before this building was completed, we completed this machine with a temporary roof over our head. This experience gave us immense confidence that we can produce large and complex machines.

Giving Back

Throughout our journey, there were some fundamentals that we had to take care of. We started small. Mrs Kelkar used to be on the drawing board while I ferried around to get parts. We had just one helper to assemble the machine. But when we started growing, we had to build our policy. Our basic policy was ‘to take everyone and grow together with the company’. On a rainy day of July 1987, when we were just 11 people, one of my senior workmen came and told me that workers were having a meeting at Siddharth Garden—a place where union members met and enticed new employees to join their union. I am not against the concept of trade union but I realised that in the interest of the company and the workers, if we cared enough for them and have empathy for them, they would not need an external leader. I called them to my office and told them that they will not find a better leader than me. My people believed in me and still do. In 30 years of operation, we have had no labour union or labour issues. But for that, we did another thing behind the back of those 11 people. I and Mrs Kelkar called and told some of the family members of the workers that we will provide them an annual supply of food grains as per their requirements. We told the taken aback ladies that their husbands are likely to get a union leader whose passion was to go on strikes. Since I didn’t want their families to suffer, I told them that I will look after the fundamental needs of the families. This turned the table and I gained their trust and faith. We still follow this system. The only difference is that today, all the food grains are sent in truck loads instead of giving it to 11 people. This and several such initiatives ensured that we never had any labour problems. Today 90% of my workmen, who have put in at least five years in our company, live in their own houses constructed by them. It is important to share our success and take everyone along with us in the path of growth.

Compiled by Debarati Basu Das

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Journey Ace Designers Ltd

Building Business on the Bricks of Strategy,

Ethics & Value

We called ourselves the ‘Three Aces’ who began our dream journey from a garage. The journey wasn’t easy, but we believed in our designing capabilities and promised ourselves to do business with complete ethics and morals. This is how, today, we have a turnover of `1,200 crore in an endeavour that began with zero investment.

- Shrinivas Shirgurkar, MD, Ace Designers Ltd

The Dream AV Sathe, B Machado and I worked together in Central Machine Tool Institute (CMTI), which is now known as Central Manufacturing Technology Institute. As engineers at CMTI, we got a huge opportunity in fundamental machine tool designing. As a government institution, we had a lot of time and opportunity to study, learn and innovate. Between the three of us, we must have built about 60 different machines for defence, ISRO, etc. But back in 1975, there were some labour problems and the three of us decided to start our own company called Ace Designs Ltd. We started this company in 1979 with zero personal investment and operated from a garage. A company called Parmar Mechanic Works from Surendranagar, Gujarat, gave us `15,000 to start off with. We did not have money, but we had knowledge & competence, could design any machine tool and easily duplicate imported machines.

Roadblocks

We started a design consulting company offering design service to the machine tool industry and in the first two years, we made over 24 different designs for various companies. But not a single machine hit the market. This was the most frustrating phase of our journey. However, we realised that merely designing on paper does not make a successful product. A holistic effort is required to make a product successful in the market. Hence, we gradually started manufacturing special purpose machine tools required by the Engine Valve industry. 56

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Ace Designers Ltd

The First Leap

The copy turning machine itself had a wide application and we made bearing ring turnings for auto loading systems. From 1986, we also started exporting bearing ring turning machines worldwide and came to be known as turning machine manufacturers. We took some of these machines to IMTEX, which helped us gain further popularity in the market. In 1987, we won the national award for being the best small-scale company in India.

Shop Floor Practices

Constructing a Vision

I got the chance to read a book on strategy and when we realised that we needed a clear strategy and a vision for the company to be competitive in the market. The three of us sat together to question our vision and we decided that we want to become large-scale producers of machine tools. At that time, HMT used to make 120 different types of machines. But that was not what we wanted to do. Instead, we wanted to make one kind of machine but take it to global standards. And thus began our real journey. We designed, produced, invested and built our marketing strategy around this vision of being large-scale manufacturers. We gradually realised that there was an equal amount of opportunities in the field of machining centres and set up a separate company. While Ace Designers focused on turning centres, the new company—AMS—focused on machining centres.

Strategising Success

Once into business, the next challenge was to create a demand. We applied the basic economics principle that every product is price arrested. Strategic pricing can create volume demand. So, we strategically priced our products and brought down the price from `15 lakh to `13.5 lakh. While the initial demand was 50–60 machines a year, within a year after our strategic pricing, our demand rose to 800 machines. Our learning here was that strategies and actions need to align with objectives.

Creating an Ecosystem

Once the volumes went up, we realised that we had to build an eco system and hence we launched Pragati Automation, which made turrets and ATC. Auto CNC was developed for component manufacturing which used our machines to produce parts for us and also for others. Ace Multi Axes focused on heavy component manufacturing. Sphoorti Machine Tools took up manufacturing of turret discs and tooling. To add value to customers by manufacturing intelligent software for the industry, we came up with Pioneer Computing Technology. At that point of time, getting gears was a big challenge. So, we set up Pragati Transmission—an ultra modern manufacturing unit for gears. For this, we outsourced our marketing to our own group who focused on our own products and we came up with Micromatic Machine Tools. With this, we had our complete ecosystem built.

Running a company or business needs certain principles. During our journey, we created our own Bible of Business Principles. n Ethics and Values: Right from Day 1, we promised ourselves to run our business ethically and we were passionate about ethics and values. Over the years, we have met the moral standards and acknowledge our responsibility towards all our stakeholders—customers, suppliers, employees, society, community and environment. n Do not Create Unaccounted Money: We do not evade taxes, we have no over or under invoicing, we have never paid money to get an order and never indulged in illegal dealings. Our principle was ‘to not lose a good night’s sleep for any of our actions’. n The benefits that we derived from this were huge. n As we created an ecosystem, we developed absolute trust among share holders/partners and customers n Credibility and clarity with customers n Growth through profits, investment Today, we have over 2,500 people in our organisation. With transparent HR principles, our employees trust us and we share a portion of the profits with all our employees. With the profits made, the bonus last year was 75% of the salary. We are generally responsive to people’s requirements and the result of all this is that we have had no union so far in any of our group companies.

Business Excellence

We have a business excellence model in place and we are perhaps the only machine tool company practicing this model and are recognised by the CII. The model is a holistic guide to run a business. It talks in detail about leadership, strategy, people management, partnership & resources and process improvement to fully satisfy and generate value for customers. We are also making future investments. An ultramodern foundry with an investment of `110 crore will be operational in May this year. We have also invested around `250 crore for expansion. We are building capacity to make 10,000 machines in two stages and are working on a detailed plan to realise the group’s vision to be among the Global Top 10. As we grow, the challenges increase. But we have to scale up our competencies in all aspects of business; only then will we be able to tap the opportunities.

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Leap Strategy

Making the

right move

There is a latent hero inside each one of us, but success stories are all about unleashing the leader within. It is not enough to be successful; it is critical to create value for others as well. For this, we need a plan, a strategy to define our goals and missions and give us a direction to follow.

Indradev Babu

MD, Uday Computer Aided Manufacturing Ltd (UCAM)

Year after year, various companies have struggled and failed because of the lack of direction and proper foundation. A company’s aim to make profit cannot be ensured by mindless manufacturing. Any organising needs a structure to grow on. These structures can be defined as the four pillars of an organisation and they can be classified as Skill Development, Marketing, Corporate Culture and Growth Plan.

Here is the strategy to play from all four fronts. - Debarati Basu Das

Executive Director & CEO, Electronica Machine Tools Ltd

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CEO, Micromatic Machine Tools P Ltd

An organisation needs people with skills; it needs to develop a culture that will sustain and nurture the talents. A company needs a concrete plan to chalk out the vision and mission. And last but not the least, it needs marketing skills to take the company to the world. At L.E.A.P, these four pillars were discussed in detail to bring in a sense of direction for many SMEs and MSMEs to follow.

Deepak Shrivastava

TK Ramesh

Ranjan Choudhury Principal - Programme Development, National Skill Development Corporation


Strategy Skill Development

Addressing National Talent Crunch

An element which is often NOT taken seriously is human talent. We invest in infrastructure to get the best of capital equipment and technology. However, investing in human resource is something that needs to be looked at closely with immense planning. Human resource is an aspect of the industry that is not available on demand all the time.

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ne needs to understand the ecosystem of vocational training in India. As with any issue, there is a supply side and a demand side to this problem. There will be over 10 lakh young people joining the job market every month for the next two decades. According to a recent World Bank Report, of the 550 million people under the age of 25 years, only 11% are enrolled in tertiary institutions as compared to the world average of 23%. Most of the people who will enter the job market will come without the requisite skills and mindset for productive employment. We come to think of skill development and vocational training as an economic necessity but it is also a social imperative.

The Issue

The problem that the industry is facing in terms of talent is on the account of very high attrition rates in schools. Only about 10% of the children who enter school actually complete higher secondary. Moreover, less than 5% of them go through some form of vocational training. According to NASSCOM, based on their technical skills, English fluency, teamwork and presentation skills, only one in four engineering graduates in India is employable. And of the 4-lakh-odd engineering graduates who graduate each year, only about 20% of them are good enough for India Inc. However, the good part is that much of the opportunity available today is skill based. If knowledge or academics is an issue, skill can be acquired in a short time frame. 60

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The Initiative

Till about 1991, when India got liberalised, the supply and demand sides of talent were more or less equally balanced. But when we changed gears, the need for human resources multiplied dramatically, and there was a major talent crunch. The government had to address the issue and the National Skills Policy, 2009, was put in place wherein a consorted design and framework of a road map addressed the issue of talent as soon as possible. The entire issue rested on two pillars— the government and the industry. Vocational training till then has always been led by the government. But for the first time, it was felt that private players also have to be involved in creating talent because they were going to be the prime consumers of this skilled manpower. Hence, government initiatives were scaled up and made more apt to meet industry requirements.Thus, NSDC began as a public-private partnership, created by the Ministry of Finance, where 51% stake was held by private partners and only 49%

A Strategised Effort

Till recently, there has been a Chinese wall between training establishments and employers with neither side talking to each other. Trainers complain that employers do not explain the kind of competence and skill set required. On the other hand, employers feel that what comes out of the educational training institutes does not match the skill set they require. To address the issue, we came up with Sector Skill Councils. These are industry-led bodies whose own mandate is to identify the skill sets of each job role that is required in their own sector and establish standards for each of them. They have to make sure that the curriculum content is developed in such a way that the youth gets trained for specific job roles and has the competencies needed by companies. As a positive move, a Sector Skill Council for capital goods has been formed. Here, the prime mover has been the department of heavy industry. We have commissioned a skill gap study for the different job profiles of capital goods.

Skill Development stake was with the Government of India. The initial funding of `1000 crore was received from the Government of India and was parked with NSDF for the use of NSDC. Currently, the total funding is `2000 crore. Our target is skilling/upskilling 150 million people by 2022 by fostering private sector initiatives. NSDC’s focus was to move from a knowledge-based system to a competency-based paradigm. Our mandate and responsibility were in two parts: Quantity aspect: To create a skilled workforce of 150 million people by 2022 Build an ecosystem: Creating capacity in isolation is a recipe for disaster Till now, we have about 80 entrepreneurs who decided to work with us to create capacity. We need to understand that the youth is spread all over the country and so is the need for talent. We are consciously seeking to set up capacity in order to train in every region and we will be there in every district in the next 2–3 years.

Ranjan Choudhury, Principal Programme Development, National Skill Development Corporation

He is an MBA from Delhi University. He is an entrepreneur and prior to NSDC, he was associated with the Godfrey Phillips Group heading their vocational programme initiative. He has extensive experience in vocational training. In his current role, his focus is to foster NSDC partnerships and set up large-scale sustainable training projects with private sectors.

Challenges in the Skill Space

We can classify the challenges in three parts: Quantity g g g

Large numbers to be targeted Dispersed locations Small batch sizes Non-permanent roles Advocacy for aspiration quotient

g g

Taking one teacher to many Getting industry acceptance of assessment Relevant industry recognised curriculum Recognition of prior learning

g g

Quality g g

Cost

Lowering cost Maximising delivery of one’s capacity Here, the value proposition at both ends needs to be looked at. Students have to be justified for taking up vocational training. Vocational training is not aspirational. Given a choice, every child would want to opt for an academic course with a formal degree rather that vocational. In the entire skill development programme, the effort has to be geared to match the needs of the industry. It is pointless to give an excellent person who does not match up to the industry’s skill set required. Since this is about a paradigm shift and a quantum leap, our job is not just to be a funding agency. One has to think innovatively to get to the next level of skill development. g g

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Strategy Marketing

Marketing is a concept that is different for different people in different industries. In fact, the definition varies in the same industry as well. Marketing of a consumer product is very different from an industrial product. In the machine tool industry, let’s see what meaning does marketing hold...

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their goals. In marketing, we need to make the customer’s dream, our dream, and help them realise their goals. If we look from this perspective, we will be able to understand the meaning of marketing. This will help us set a direction for ourselves and we will be in tune with our customers and travel with them to collectively achieve their goal, which now, is our goal as well.

arketing for some simply means brochures or having a wider presence. For a few others, it may mean presence in exhibitions. But this is not all. For the machine tool sector, marketing is all about closely looking at customers and assuring them that our products are going to help them meet

Why is Marketing Imperative?

The current situation is that we are moving from little choice to no choice to abundance of choice. Today, we have more machines trying to chase customers. Hence, we are moving from a seller’s market to a buyer’s market. We are in a market-oriented manufacturing set-up and in such situations, only market-driven companies are the order of the day. Manufacturers today have to make products relevant for the industry. Only then can manufacturing companies survive. Today, the world is a global village. Every company is trying to be an international player. Today, anything that happens anywhere in the world not only affects our business but also affects the business of the people who are our customers. One has to keep eyes and ears open to the global market. The fundamental requirement now is to be close to the market.

Machine Tool Marketing Misnomers g g g g

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The best product always wins Technology alone attracts customers Selling a product instead of solving a problem Confusing marketing with selling


Marketing

Are you Selling or Marketing?

We still wrongly believe that a good product with a new technology can sell like hot cakes in the market. The best product always does not win and technology alone cannot attract customers. We need to bring about a mental shift in our marketing strategies. From a machine tool perspective, there are several things that boost marketing and one of them is to think differently. If we need to do better in the market, we need to look at things from an outward viewpoint. Mostly, we confuse ourselves with the terms ‘marketing’ and ‘selling’. They are usually used interchangeably like changing designations from Sales Executive to Marketing Executive. But the roles are different. Marketing is an artistic science with a theoretical base and needs to be looked at holistically

to incorporate it into our day-to-day product development and company working requirements. The machine tool industry does not have impulsive buying. While marketing, you need to interview customers and understand their needs before presenting your product. For instance, your customer might just want a drilling machine, but his/her need would be to achieve a particular drilling specification. Always ask yourself how you would add value to your customer’s goal. In capital equipment, any buying decision depends on two things—Reduce cost, Increase revenue. Customers do not readily see value in specification, features or performance; they are more interested in knowing whether your machine will help them reduce cost and increase revenue.

Market Value, not Cost

If your customers need to relate to your products, you need to show them how doing business with you will add value to their products, their business and their goals. Typically, there are four main streams of value: Revenue: Tell them that your machine increases revenue by: g Reducing turnaround time g Reducing unit output cost g Increasing efficiency in output Asset: Assure that your machine will come with: g Just-in-time delivery g Space reduction equipment g Inventory management Process: Show that doing business with you means: g Simpler process g Easy-to-do business g Lesser paper work Service: There is no product that can survive without a service environment. It could be in terms of: g Technical support g Training g Validation certification g Warranty g 24/7 service g Supplier coordination At Ace Micromatic, while selling a machine, we provide a service guarantee within two hours of customers’ call. We have had 24,000 calls a year with on-time service delivery. These are the things that need to be adhered to in external marketing.

TK Ramesh, CEO, Micromatic Machine Tools P Ltd

He has over 30 years of experience in marketing & management of capital equipment marketing in domestic & international markets. He was a member of Bangalore Management Association & an executive committee member of IMTMA. He was also the panel chairman of Information & Market Assistance Center of Peenya Infrastructure Corridor Up-gradation Program

Look Within

There is another aspect of marketing called internal marketing, which is equally important. It is one thing to promise, but something else to deliver. This is a kind of marketing practice that we need to execute inside our organisation. It is customer-centric and needs to place customers at the centre of your business. When organisations promise something to customers, customers have some expectations in their minds. The delivery mechanisms of these expectations do not happen between organisation and customer but it happens from people to people. This is why it is important to place customers at the centre of your business and ensure that your people have the right talents aligned with the vision of the company. This methodology of proper communication, listening to customers and their needs will lead you to convert the vision into actual reality. It is a process of transferring a vision from one set of people to another. When you are marketing your products, have the right people with the right vision and communication skills to ensure the best customer experience. Find the right people, train them, empower them and reward them for their efforts. Alignment of a vision based on theory, communication methodology and clubbing it with a higher purpose (not just to make profit) is the kind of marketing that we need to execute inside the company. This way, our marketing strategy will look genuine to our customers. This genuineness creates a connect between the organsiation and customer for a lifetime.

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Strategy Corporate Culture

Corporate culture is the belief and behaviour of how a company’s employees and management interact and handle the business environment outside. It is imperative for every employee because it is the only way to learn the ethics to implement new ideas with all the innovations essential to impact a company’s success.

An Ultimate Corporate Asset

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ulture, which is created through careful design and implementation right at the start, exists in every organisation. It is also formed through the natural development of a company’s growth. Organisations with strong, adaptive culture enjoy labour cost advantage, great customer loyalty and cordial relationship amongst employees. Research indicates that a company outperforms its counterpart when its culture fits its business environment and adapts itself to changes. A strong corporate culture, which is compatible with the environment, will give better results compared to a weaker corporate culture. But a strong corporate culture that is not in tune with the environment will hinder the company more than a weak corporate culture ever could. Companies that have experienced only short-term success in a way have not had time to introduce changes in their corporate culture. With time, the same culture that once suited the environment and facilitated growth can become a hindrance.

The Role

Our corporate culture plays a big role in determining how successful you will be in the business in future. Introspect the work culture of the organisation and if you are not happy with your current culture, there are things you should start doing right now. It is very important because employees at all levels in an organisation notice and validate the elements of culture. They even observe and judge every management decision to hire, reward, promote and fire colleagues. Their reactions often come through in comments, the underlying theme of which is the strength and appropriateness of the organisation’s culture. This strength goes stronger and forms a strong foundation of belief for future actions and implementation of critical decisions made by the management.

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Corporate Culture

Formulating Corporate Culture

A strong organisational culture is always supported by strong ethics imbibed by people in the organisation. Culture is something in which you invest for and values are anything you are worth of. An organisation’s values are not formed through simple talks but through actions and team learning. They are much more than slogans and empty promises. Practicing and observing ethical behaviour is given huge importance within the organisation. Some organisations even choose to part ways with those who do not work according to the values and behaviour that other employees embrace. Companies with a strong culture, very clearly and prominently, display their ethical values, right at the entrance and all across. Now, let us have a look at a typical owner-driven enterprise where the owner always feels that whatever decision he takes is always with good intention and in the interest of the organisation. According to him, his decisions are always good. However, his decisions are mostly based on feedback channels through his employees. This feedback is most of the time manipulated to please the owner. A few observations concerning the weaknesses in typical owner-driven enterprises are: Decision-making: Decisions are mostly based on emotions and intentions and not on data and facts based. Scarcity of new ideas: Innovation and improvement ideas just do not flow across the organisation. Informal environment: Emotional bonds between the owner and employees are, at times, a hindrance to growth. Professional approach: Absence of a professional approach leads to weak business processes. Missing long-term planning: This is normally nonexistent; everybody is occupied with fulfilling short-term goals. Weak adoption of outside business environment changes: There exists a fire fighting approach, weak organisational culture and indiscipline in working environment. Inadequate management reviews: Defining of performance parameters is insufficient. So, corrective actions thereof are also less effective. Insufficient customer focus: The Internet is shifting power to customer and making him powerful, well informed and impatient than ever before. Weak customer handling and time delays in handling customer complaints creates customer dissatisfaction. Absence of effective problem-solving tools and a more personality-driven approach than a processdriven approach results in unacceptable delays and inadequate solutions.

Deepak Shrivastava Executive Director & CEO, Electronica Machine Tools Ltd

He has over three decades of experience and is the recipient of CIO 2007 award by International Data Group. He is an Executive Committee Member and also the Chairman, Western Region, IMTMA. He is a panel member of C-MAT—core advisory group for R&D in machine tool sector; GoI and a member of Development Council for Machine Tool, Ministry of Heavy Industry, GoI. Begin a Corporate Revolution n n n

Challenge the status quo Lead as if you have no power Develop the ability to deselect less important ones Identify the intangibles that enhance your competitive edge Look for symbols, rituals or other tools you could us to bring out the required values and practices n Tell true organisational stories that demonstrate attainable objectives in the past n n

Incorporate a Change

A strong corporate culture has always driven a business model. A business model should always be backed up by a good corporate culture with very clearly defined vision and mission for the next three to five years at least. Vision is always backed up by values, ethics, expectations, goals and work environment. It has to be deployed to each and every layer of the organisation by systematically following the policy deployment approach. Vision should set strategic goals, tactical objectives and action plans for the employees to follow. Culture can be finely trimmed, manipulated and altered depending upon the leadership and members existing in the organisation along with total compatibility with business environment. It is a leadership quality that is critical in maintaining organisational purpose, values and vision. A leader can be the owner or a professional from outside, but he/she must set the examples by living the elements of culture, values, behaviour and actions. A good business model should be inclusive. All elements and agencies that run businesses should be connected with powerful business processes and should be backed up by popular and powerful process tools like effective ERP for material accounting and good performance monitoring system for employees. Material accounting and people monitoring are the most important building blocks of a good corporate culture. It is necessary that these processes be properly understood and gradually implemented.

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Strategy Growth Planning

Every organisation grows. But how well are they growing is the real question. Today, the Indian industry is held together by SMEs and MSMEs. The growth of SMEs in India has been unique. It is said that SME segment will be India’s growth engine. We just need the right plan for growing...

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ne needs to constantly think whether one is just planning or planning for growth? There needs to be a clear strategy for growth. We need to set a target, work back, work out all threats and look for opportunities. However, in most cases, this strategy is missing. Many companies simply wait for problems to occur so that they can face them, learn and then grow. This process does not lead to optimisation of growth prospects. Even during downturn, many machine tool companies are planning

Fate of Indian SMEs

Most Indian SME grew without any form of detailed planning or any clearly laid down business plan. On the other hand, few Indian SMEs have a formal strategic planning process, while some just lay the Vision and Mission statements. However, a detailed plan is what accelerates growth in the right direction. A company derives its strategic plan from its Vision and Mission. Every company who has made it big has had, at some point of time, spelt out a strategy. Once you have your strategy in place, your determination to achieve your goal comes out clearly. Strategy is very critical for the growth of any company, but it is even more important for SMEs. Many companies grow, but good growth is sustained growth.

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their growth. Over the last financial year, majority of the companies have had some percentage of downturn and this financial year also seems uncertain. But several companies have already laid down their strategies to grow even in such a situation. Even in Italy, wherein several companies were hit by the major downturn, many others survived. This has been possible only because these companies saw beyond the downturn and had a proper strategy in place not just to avoid the economic unrest but also to find means to grow.

The Process

Once you have determined where you are and where you want to be, there are different approaches of how you want to fill in the gaps: n Intensification: Improve your productivity and efficiency for growth n Reallocation: Relocate your resources such as machines or human resources n Extension: Extend your range of products and volumes n Diversification: Bring new verticals of products In any growth plan, there are two types of interlinked activities—primary and support. The primary activities are marketing and sales, operations, material management, logistics and services. But these are managed by support activities such as building infrastructure, human resources, management and technology development. You have to plan your support activities and they are not readily available.


Growth Planning

Step by Step Approach

Growth can occur even during bad economic conditions. You first have to lay out your vision and mission statement very carefully and then come up with subsequent strategic options and narrow down your strategic plans. Implementation of a documented plan makes it easy to monitor it as well. All this, if constantly followed, leads to growth.

A Business Plan needs to be comprehensive and should be able to: n Answer – “Where are we going?” n Document future on paper n Clarify opportunities and threats n Provide a framework for decision-making n Help to make proper decisions But above all, a business plan must be able to get your teams at all levels to think about the future of the business and shape their current decisions accordingly. The compilation of a growth plan needs a CEO or a leader who is bold & steadfast, has risk-taking aptitude, is able to overcome obstacles, is hard working, is creative and

constantly innovating. The leader needs to play with the market, human resources, finance and have technology-based knowledge about the process. Above all, a CEO needs to support and mentor his team. UCAM, as a company, was born in 1986 as a CNC job shop with me as the only employee. I had a burning desire to start something on my own. I have met several adversities and downfalls to reach this position. We then chose to diversify and started manufacturing CNC Rotary Indexing Tables. We struggled to survive and it was only after the year 2000 that we started to grow. With a proper plan in place and a vision to chase, our fate changed and we started to make real profit and grow. We need to simply understand that unless we grow, we will wither away. There are obstacles in any kind of business but a clear focus and vision will certainly lead to growth. Today, our country depends on SMEs for its growth and we need to support the industry. So, let’s have a plan and let’s grow!!

Indradev Babu MD, Uday Computer Aided Manufacturing Ltd (UCAM)

He obtained his Mechanical Engineering Degree from Mysore University. He has a rich experience of 36 years in his field and aims to make UCAM one of the Top 5 companies of the world in its segment. He is an Executive Committee Member of IMTMA and has been the president of Bangalore Machine Tool Manufacturers Network.

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leap Vision

Seeing Vs. Envisioning An organisation without a set goal is like a boat without a compass. Having a defined vision is the first right step that you take towards your dream. Most companies start their journey without any clarity on what they want to do and achieve. Their only short-term mission is to make enough profit to sail comfortably through the next financial year. But in such a journey, many entrepreneurs find themselves clueless and miss-directed in their path and they finally encounter failure.

MS Dhakad

Programme Director, UNIDO ICAMT

Various industry associations such as IMTMA and UNIDO have, over the years, worked towards bringing various organisations together in the same boat, so that the industry can sail collectively with one mission, towards one goal. While the Indian industry today is striving to stand on its own feet, the associations have been creating a vision for the industry to become a global name. At L.E.A.P, IMTMA and UNIDO found a platform to bring the industry closer and share their vision so that they all can walk towards the same dream together. They spoke about the road travelled so far and the journey that lies ahead. They shared their expert foresight on the challenges that might come and the way these adversities should be tackled. They spoke about the loopholes in the industry, which hinder growth, and the steps that need to be taken to fill these gaps. They shared the dreams that they have and the path that needs to be taken to reach the goals. They promised a shelter that the associations will offer the industry in difficult times.

Deepak Ballani

National Programme Officer, UNIDO ICAMT

In the end, in unison, they all dreamt one Dream—To be the No. 1 machine tool industry in the world! - Debarati Basu Das

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Vikram Sirur

President, Indian Machine Tool Manufacturers’ Association (IMTMA) & Executive Chairman, Miven Machine Tools Ltd

PJ Mohanram Senior Adviser - Technology, IMTMA


Vision India 2020

While the industry is moving ahead globally, people in the Indian machine tool industry are still looking backwards. We need to change our approach and look ahead at the prospects that the future holds. Here is a look at the opportunities that lie ahead for this industry.

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e, at Indian Machine Tool Manufacturers’ Association (IMTMA), have collectively documented our Vision for the Indian machine tool industry. By the year 2020, our vision is to be among the Top 5 machine tool building nations leveraging world-class R&D, infrastructure, systems and people delivering innovative solutions and services to create value for customers. Today, we rank 12th among the nations producing machines of reasonable quality and are the 7th largest nation in terms of consumption. This means that our users are far ahead of us. We consume a lot more than we produce—we hold only a 35% market share, while two-third is imported. If we want to be among the Top 5 machine building nations by 2020, not only do we have to cover the existing gap but we also have to anticipate what others will do. For all this, we have to look forward.

The Vision

In the process of making our vision statement, we conducted an in-depth study of the growth of the machine tool industry in India. Today, we produce over 14,201 metal cutting machines in terms of volume. On the other hand, some of the large companies in China produce more than 100,000 machines each. Hence, they are about 15 times our size. They are not just No. 1 consumers but are also No. 1 producers of machine tools in the world today. On a global volume of about US$85 billion, the Indian space is less than US$1 billion. We do not hold even 1% of the global market, which means that there is around 99% of the world market to tap.

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India 2020

What we can be A Decade Later

To get a glimpse of what we can be in the next 10 years, we have made a few assumptions. The market has been growing at 15% and if we assume that we will have a 15% growth in the future, this is how we will be placed: If our consumption today is `11,175 crore, by 2016–17, we expect to reach `21,666 crore. Hence, by 2020, we will have a consumption of `36,000 crore. If we want to hold a 30% market share, then it is imperative that we grow at a

minimum rate of 15%. However, we need a bigger ambition. Hence, we assume that we can achieve the growth of 25% (this is not an unattainable target. The industry during 2007–08, 2009–10 and 2010–11 grew at 30%. However, in realistic terms, we are targeting 25% on a year-on-year basis). This way, our production can be around `10,000–12,000 crore by the year 2016–17 and can expect to hit a production of `23,000 crore by 2020.

Projection by Numbers

In the production of metal cutting machines, we are going to make approximately 14,201 machines in 2012–13 following the growth pattern. We will double it by 2016–17 to 23,668 and eventually expect to make 40,000 machines by 2020. Today, in the organised sector, we make 1,882 machines. We plan to make more than 5,388 forming machines by 2020. This only shows the magnitude of work that all of us have to put in the industry to reach this target. For this to happen, we need to look at capacity expansion and incorporate new technology. Indian industry and its machines cater to the mid-range. We are still not in the heavy duty, high-precision range or in the multi-tasking machine range. This is the main cause of our dependence on imports. We have to advance our technology and for this, we have to move from basic products to CNCs. Many companies still produce conventional machines. Although there is a huge market for these machines as well but eventually, to keep pace with the global demands, most companies will think of migrating to CNC. Today, these high-end machines are also being made affordable; hence, price will not be a criterion to stop companies from investing in CNCs. With the downturn, most companies have seen a slide of 30% in the market. But there are also companies who have grown. This means that with the right strategy, there is a possibility of growth in the most adverse situations. Does the slide in the auto industry necessarily mean that the machine tool industry will meet the same fate? India is a country with a population of 1.2 billion. There is a constant need for consumer durables, vehicles, medical equipment and a host of other necessities. Farm mechanisation is the future and this gives scope to the machine tool industry. Even if we start making 10% of what we import, the machine tool industry can stop importing. This is only a glimpse of the scope of growth for the industry to produce more. The machine tool industry holds the key to the country’s ambitious GDP growth of 25%.

This means that we are looking at substantial expansion of the industry in terms of value and volume to keep pace with the industry. Hence, if we do not grow at 25%, we are going to slide down in business. If we achieve this target, we will have a 55% market share by 2016– 17 and a 64% market share by 2020. To achieve this, there are three essentials: • Increase production • Raise market share • Explore export opportunities

PJ Mohanram, Senior Adviser - Technology, IMTMA

He obtained his ME degree in machine design from IISc and subsequently joined the design department of Hindustan Machine Tools Ltd. He was associated with the development of India’s first CNC machine tools, horizontal machining centre, robotics and flexible manufacturing system. At IMTMA, he prepared the Vision Document & Perspective Plan 2010–2020 and the Technology Roadmap for the machine tool industry.

Cluster Initiative

There is a need to work together. We have to attack QCD—Quality, Cost and Delivery. A few things that need to be done in cluster initiatives are: n Consolidate your product technology by reducing weak points in product quality issues n Establish products to match with industry leaders. First achieve the national benchmark and then move ahead to achieve global standards n Bring price competitive products: look at design, processes and inputs n Expand the volume by judicious new investment n Focus and strengthen your hold in the mid-value segment by building credibility and meeting delivery expectations n Meet the technology gap—Identify existing and potential needs of the user sector and develop machines accordingly If we take a systematic and collective initiative, there is no way that our target to meet Vision 2020 can be hindered. Let us go forward with our outlook towards the future.

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Vision Cluster Development

Carving Success

through

Cluster initiatives When you don’t come across any problem, you can be sure that you are travelling on the wrong path” - Swami Vivekananda

Several success stories from entrepreneurs over the decades have repeatedly proved that the fire in the belly to defy the impossible is all that it takes to attain success. IMTMA, with UNIDO as its facilitator, is continuously trying to create a platform of many such success stories in the Indian industry in future. IMTMA has been at the core of the cluster initiative and has promoted several cluster development programmes in the country through which the machine tool fraternity has also benefitted.

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he brains behind the successful initiative are the CEOs and Senior Executives of the member companies of IMTMA, who meet once every two years in a programme known as the ‘Vision Program’. It was during the Vision Program in the year 2000 at Udaipur that the idea of cluster formation for the development of the machine tool Industry was born, and the first machine tool cluster was formed in Bangalore in the year 2002 with support from UNIDO. Since then, several machine tool clusters were formed such as in Ludhiana and Rajkot, again through the assistance of UNIDO ICAMT, in order to push forth this initiative further. At the Madurai 2005 Vision Program, we drew up a Vision Statement, which though ambitious, was still achievable. But owing to the several ups and downs in the economy, and consequentially in the machine tool industry, the achievement fell short of expectations. Hence, at the last Kolkata Vision 2013 Program held in November, it was decided to revisit the earlier Vision Statement and to redraft the same as it is seen on the screen.

‘Vision 2020’

We will be in the Top 5 Machine Tool Building Nations by 2020 Leveraging World-class R&D, Infrastructure, Systems and People Delivering Innovative Solutions and Services to Create ‘Value for Customers. 72

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Cluster Development

The Approach

The road map, as set out, is a step by step approach, which involves Cluster Development Officers (CDOs) who are totally dedicated to this purpose, undertake the hardcore task of working with the Clusters at every level and are full-time IMTMA appointees. Many of my colleagues from Bangalore will remember the tremendous work done by Jeetendra Kalra from UNIDO who undertook the stupendous task of developing the Bangalore Machine Tool Cluster in the 1990s and early part of the last decade. We wish to employ such dedicated CDOs who will act as Local Resource People. The CDO will have support from the domain expert, who will guide the programmes with assistance from the Gurus. This domain expert will provide his/her inputs to the cluster members from time to time with the assistance of the CDOs. On the top of this, the IMTMA will appoint a mentor group consisting of experts who have achieved levels 4 & 5 and can share their expertise with the clusters. Lastly, the Executive Committee will be monitoring the programme and its progress. While this programme is drawn up by a group of experts, we would want the industry to come up with suggestions on this road map to success.

The Vision

We are all aware of a few facts—India produces only about 35–40% of its domestic needs of machine tools. We are also aware that in the area of small, compact and basic CNCs, we have a much larger share than the imports despite onslaughts from Taiwan, Korea, Japan and recently, China. Our machines meet the basic requirements of the user industry at affordable costs with effective and efficient aftersales-service facility, especially by major players. But is this going to help us achieve our Vision of being a 70% provider to machine tools in the domestic market? Or are we going to stick only to small and basic machines, thus allowing outsiders to supply higher-end machines where technology and consequently reliability plays an important role? These questions were predominant in the minds of the visionaries who met in Kolkata. This made us decide to again take up the cluster movement in a more structured manner to provide a thrust to Indian machine tool manufacturers to grade themselves in the higher planes. We wish to dovetail our effort with LEAP’s concept of ‘Lead, Educate, Apply and Prosper’, thereby achieving the Vision 2020 defined in Kolkata. The Vision Statement that evolved was drawn up after an intense 3-day debate and deliberations, and it takes a holistic look at what the Indian machine tool industry can achieve by 2020. As a follow-up to this statement, a small group of IMTMA EC Office Bearers and our Gurus—Shailesh Sheth and R Srinivasan (both past Presidents)—have taken a look at the various action plans that emerged at the Vision Programs. The group identified the action areas that could be planned for the industry, both within and by the industry. For instance, creating awareness about the industry market potential by 2020 and converting the existing chaotic working conditions in the SME sector. The idea was for the industry to grow in a structured manner wherein individual visions of machine tool manufacturers are aligned with the IMTMA Vision 2020. One such initiative, which is being launched shortly, is the initiative through the Cluster Stream. This approach has five levels of learning in different programmes. Included among the five levels of learning are Awareness Programme, the Foundation Programme and Basics of Competitiveness. These three levels mark the road map for competitiveness through the Cluster Programme. Level 4 concerns Attaining Manufacturing Excellence and level 5 includes Attaining the Ultimate Business Excellence. We are aware of the German and Japanese Business Excellence Models. The Vision of IMTMA is that by 2020, a majority of our members will have their own Business Excellence Models firmly in place so that our dream of being a ‘Leading Player in the World’ is achieved.

Vikram Sirur President of Indian Machine Tool Manufacturers’ Association (IMTMA) & Executive Chairman of Miven Machine Tools Ltd

He completed his BE (Chemical) from Regional Engineering College, Durgapur, and joined his family business with a rich tradition of over 120 years in the industry. He has been associated with several industry bodies like CII- Hubli Chapter; Indian Institute of Material Management, Local Chapter; National Council of Applied Economic Research, New Delhi; North Karnataka Management Association, etc.

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Vision UNIDO ICAMT Road Map

Ensuring Growth

Sustainability

UNIDO’s vision is to leave behind a strong, well-structured and enabling environment that can sustain its efforts and continue to benefit the industry. UNIDO ICAMT’s vision is to determine the sustainability of these benefits to the industry and its replicability within the industry.

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ver the years, UNIDO ICAMT has been making a conscious effort to ensure the sustainability of its actions towards technology upgradation, productivity enhancement, nurturing of skills and capacity development, both at the national

policy level as well as at the national, regional and local industry levels. At the national level, UNIDO ICAMT seeks to strengthen capacities for the creation and continuous improvement of a business environment through a combination of advisory and capacity building services.  UNIDO also supports the creation and strengthening

of the institutional infrastructure required for the formulation and implementation of industrial policies and strategies. Working with policymakers to identify constraints in the market environment and finding ways to address them, UNIDO strives to enhance productivity and competitiveness from a market development perspective.

Creating Sustainability

At the industry level, sustainability is ensured by: … Enhancing functional and technical capacities of industry associations and industry clusters … By training partner institutions personnel on the entire process of the diagnostic study to the implementation, ICAMT ensures that its activities are sustainable. … It assists industry associations to further develop partnerships with government institutions, other industry associations across the world and expert bodies … It builds the capacity of the association to upgrade its research development and testing facilities … Representatives of industry associations are kept on board for technology missions and study tours … Through its network building activities, formations of clusters and consortiums, ICAMT also aims to increase the capacity of SMEs to collectively react to crisis and turning points in business

ICAMT – Way Forward Deepak Ballani, National Programme Officer, UNIDO ICAMT

He is an engineer by qualification. Before joining UNIDO in 1999, he has worked with Tata Consultancy Services on many prestigious projects related to the manufacturing industry. During his tenure in UNIDO, Ballani has been responsible for developing and implementing ambitious initiatives for the development of the manufacturing sector. 74

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Needless to say, ICAMT’s vision is to target the manufacturing industry at large. We are already developing projects for the Bicycle, Stone and Food Processing industries. ICAMT will make available its tools and methodologies along with the learnings from these three projects. In the age of globalisation, gaining access to export markets is particularly important for SMEs. Keeping in mind the mandate of UNIDO towards trade capacity building, ICAMT will continue its efforts towards fostering international cooperation and giving the industry the exposure and expertise for technology transfer. Lastly, ICAMT’s vision is also to ensure that its activities are environmentally sustainable. Industry being one of the main contributors of greenhouse gases, it is our endeavour to ensure that we encourage green manufacturing technologies.


Vision UNIDO ICAMT Interventions

taking the

Big LEAP

What UNIDO ICAMT envisioned as a collective experience for the industry has been made possible through LEAP. The journey of UNIDO ICAMT so far has included contributing to the manufacturing industry and positively impacting & inspiring the activities of all companies, big and small. Here is an overview of the progress.

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nlike large companies, most SMEs require continuous guidance and handholding. They cannot individually access the technologies for availing the benefits of technological developments in order to remain competitive. Small enterprises operate on rather low volumes and therefore require technology-led interventions to assist their development and growth. ICAMT is currently implementing three projects in the manufacturing sector—Machine Tool, Plastics and Foundry. Most initiatives within the Machine Tool as well as the Plastic projects are at advanced stages of implementation, while the Foundry project has started to gather momentum. UNIDO ICAMT has conducted a diagnostic study of all companies

and has brought to light deficiencies and identified gaps in technology, skills, processes in a coherent manner. This is the first time that SMEs have received a systemic study for their companies and must have realised how lack of expert guidance, obsolete inefficient machines and technically unskilled workforce was giving them less productivity, high-cost products and inferior quality. UNIDO ICAMT is focused on providing structured exposure, training, expertise and tailor-made solutions to SMEs, leading to appropriate investments for production, including enhancement of firm level productivity, diffusion of new and relevant technologies, skill development programmes, etc. The continuity of implementation of all on-going & planned activities is in line with the demand and needs of the industry.

Ladder of Success

One of UNIDO’s greatest impacts has been in fostering international cooperation, exposure to international best practices through technology mission and group participations. Foreign factory owners are not allowed to enter their premises, but such visits have been possible under the United Nations banner. Several B2B meetings organised in the US, South Korea and Turkey have led to the facilitation of technology transfer and joint ventures between cluster companies and foreign partners. International expertise from institutes such as Steinbeis Centre for Technology Transfer, Senior Expertan Services (SES) and PUM has been roped in for independent technical assistance, capacity enhancement, marketing and development of new technologies. Some of the areas included are assembly skills, multiple maintenance technical training for electrical and mechanical maintenance, basics of programmable logic controllers in machine tools and similar interventions in plastics in areas of multilayer flexible packaging, materials compounds in engineering plastics, etc. Plant capacity utilisation increased from 43% to 80% in a unit due to international expertise provided by UNIDO ICAMT in making the necessary modification in the equipment used to manufacture HDPE and PP sheets. 76

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UNIDO ICAMT Interventions

Unending Support

UNIDO has made the implementation aggressive and easily accessible by placing competent experts, consistently available to the industry. This has resulted in 14 new products manufactured under the project. These are 3-Axis CNC Stitching Machine, Micro Alignment Assembly Press, Centreless Tube Polishing Machine, High Speed Press Stamping line, Two Point 600 Ton Forging Press, Plate Straightening Machine, Hydraulic Iron Worker, Hot Forging Presses at 500 tons, Programmable Automatic Gantry Pourer, Automatic Fettling Line, Vision Inspection Line, ROTOMILL, Electrical Upsetting Machine and Hot Forging Press. The development of key performance indicators for facilitating the objective monitoring of the benefits received under the programme deserves appreciation as this is the best method of logically tracking the progress periodically.

UNIDO ICAMT has drawn attention to measuring the Overall Equipment Effectiveness (OEE) at the shop floor for its units in the plastic industry. Such an intervention that formalises the measure of capacity utilisation in a unit has been instrumental in raising productivity and improving energy efficiency in the units. Twenty-one units in Bhubaneswar, Delhi NCR, Ahmedabad and Mumbai have been trained and now provide quarterly OEE data. Energy audits have been completed for 18 units in the Chennai cluster. Suggested measures under this programme are likely to reduce the energy consumption by 15–20%. Similar audits are ongoing in Mumbai and planned for Bhubaneswar, Delhi and Ahmedabad. UNIDO ICAMT is instrumental in setting up testing facilities for biodegradable plastics at CIPET. A series of awareness programmes are also planned pan India to increase awareness within the manufacturers and users at large.

UNIDO ICAMT Success Stories

= FOUR M Technologies (p) Ltd, Hyderabad

– Exceptional turnover growth through new products—Micro Aligning Press, CNC Hydro Slotting Machine and Hydraulic Work Benches for metro rails = Involute Automation (p) Ltd, Hyderabad – Facilitated establishment of Involute-Steinbeis Institute of Manufacturing Technology and developed Automatic Gantry Pourer and Automatic fettling machines = Vijay Machine Tools (p) Ltd, Hyderabad – Development of an in-house design department, development of 3-axes Stitching Machine (import substitution) and Electronic Mechanical Mast = Sadhu Engineering Works Pvt Ltd, Ludhiana – Exceptional turnover growth through upgradation and development of Hot Forging Press. = ETA Technology (p) Ltd, Bangalore – Expansion of operations with the potential to reach US$18 million in the turnover and development of Electrical Upsetting Machine and Friction Welding Press. = Abhijat Equipments (p) Ltd, Pune – Turnover & exports have doubled in last three years through better marketing practices implemented = Ultra Precision Spindles (p) Ltd, Pune – Facilitated Joint Venture with SETCO, USA and greater market penetration = Institute of Applied Research, Pune – Implementation of superior aesthetic principles on existing machines and High Energy Ball Mill under development

MS Dhakad, Programme Director, UNIDO ICAMT

He is an IFS officer from the Madhya Pradesh cadre and has served as the Director, DIPP, Ministry of Commerce and Industry, from 2006 to 2009 where he was in charge of the administration/establishment of Intellectual Property affairs in the country. He also looked after the affairs of National Productivity Council, Quality Council of India and handles all policy and functional programmes of UNIDO in India.

Igniting a Dream Every company has to begin as a small entity. But that does not mean that you have to remain small. One has to continuously evolve from the SME sector and enter the territory of bigger companies and become an MNC or OEM. The SME sector is an overcrowded arena, while the territory of big companies is relatively empty as the number of bigger companies required in India is unlimited. It is only when you leave this SME segment to graduate ahead that you will make space for budding entrepreneurs who want to enter the market and avail the opportunities that you once had. It is time to pass on the opportunities to young entrepreneurs while you move on to take upon bigger roles and responsibilities of the industry. Take the LEAP!!

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In conversation with Klaus Ludwig Q The current market scenario

in Asia

Although there is economic slowdown seen in the European market, 2012 was the best year for us, especially in markets such as Germany, the UK and Eastern Europe, where we did healthy business. Of course, in such a situation, you have to hold your own in the market. Coming back to Asia, India is one of the biggest markets for us. Although the Indian industry is facing certain challenges in terms of infrastructure and power supply, we still feel that India is a very potential markets and we shall continue to maintain our focus here. In the global scenario, the US is catching up again, and this gives us lot of opportunities within America.

Expanding India’s Horizon

“To stay ahead in competition, you need to invest in R&D and come up with breakthrough solutions. We invest extra effort in R&D activities with the intent to be a leader not in size but in solution and quality,” says Klaus Ludwig, Vice President, HWACHEON Machine Tool Co Ltd, while conversing with Nishant Kashyap, during his visit to India at IMTEX 2013. Q The kind of demand in India

India has a wide range of specific demands, ranging from low- to high-end technology, in large volumes. Companies in India are more and more adopting the latest technologies. I also feel that there is immense scope for sophisticated machines in India such as 5-axis machine, high-end CNC machines and so on. This is actually a typical trend that every developing country will go through and since a few years, this has been clearly the case in India as well.

Q Your products in India

Whenever a company buys a machine, it usually upgrades it in a few years. Thus, sooner or later, companies will reach to the 78

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level where they will consider our machines’ quality and standard, and I feel that many manufacturers in India have reached this level without any doubt. There are markets for every kind of product, be it low-, medium- or high-range, we have solutions for medium- to high-end products.

Q Your journey in India so far

Q Emerging sectors in the near

future

In India, we highly focus on the huge water pump industry, which has created a lot of business opportunities for us. The aerospace industry is there, yes, but not on a very big scale. On the other hand, I feel that the oil & gas sector is creating more demand for the machine tool industry.

We first set up our base in India in 2006 by appointing a dealer who would sell and market our machines. Following this, we set up our office in Pune and increased our sales activities. We have had a fruitful journey in India and have sold about 100–150 machines a year; however, our target is clearly to sell 200–250 machines per year. We are also in the advanced planning stage of establishing a technology centre in India.

Q Difference between Chinese

and Indian markets

I can say that India is more important than China for us. This is due to the fact that we entered the Chinese market simply too late


Klaus Ludwig and would need huge resources to establish a business base there, which is justifiable. We would like to rather focus strongly on the Indian market where we have established solid foundations already. Doing business in India is straightforward, easy, more regulated, thus making it more sensible for us to do business in India. Many Korean companies such as Samsung, LG and Hyundai have had a highly successful journey in India. For example, Hyundai is our single biggest customer worldwide and many of our machines run in its Chennai factory. So, we have to be very close to our customers to serve them in a better way.

UP CLOSE

&personal

What is your philosophy of life? Always listen, learn, gain experience everyday and stay honest.

manufacturing industry

Earlier, Asia was considered as a cheap goods manufacturing destination but the situation has changed now. The domestic markets are increasing, which will increase demand for the latest and higher technology. For instance, the domestic demand in India is increasing, which is attracting big manufacturing giants to India and which, in turn, will increase the technology and quality levels.

up with breakthrough and different solutions. We invest about 7–10% of our revenue in R&D with the intent to be the leaders not in size but in solution and quality. In our company, all the parts are made and designed in-house. We have nine (9) factories in Korea that produce about 4,500 machines per year for Korea as well as the global market. We currently export almost 40% of our products with a growing trend.

Q Technology gap between

India and developed countries

I would say that India still has to catch up, although it has become strong in recent times. Apart from this, Indian engineers are highly skilled, have good knowledge with the right attitude towards work and the right understanding of the subject. Indian engineers have excellent will power to learn and grow; in our Asia service centre, almost all engineers are from India.

Q Importance of R&D

investment

We focus strongly on R&D as we feel that to stay ahead in competition, you have to invest in R&D and come

Q Support from the government

What you do when you are not working? I love riding motorbikes and fast cars. I like speed and the new designs and technologies related to it. Apart from this, I also like reading books; science fiction is one of my favourite subjects. I like watching action movies and I’m interested in the history of World War II and the subsequent development of Germany and industry.

Q Your thoughts on the Asian

engineering manpower. Companies are finding it increasingly difficult to increase their capacity because they are unable to find efficient operators—an area wherein the government should provide support.

Q Korea’s emergence as a

Q New technocrats entering

this business

We can see many new technocrats entering this business, but the volume for each is too low. They need to invest hugely to innovate and come up with breakthrough technologies and build-up good service support, which is mainly the reason behind them closing down soon. Many of these new companies disappear within a few years. The governments should ensure appropriate education support and put certain training programs in place to create more skilled

To my understanding, there has not been any support as such from the government; however, we, as the leading technology company in Korea for machine tools, are closely working with government bodies to develop new technologies on a case to case basis. We are also cooperating with the Korean government to establish & provide training to young engineers. In this respect, every year, a competition, wherein engineers from Korea test their skills against each other, is held. Hwacheon is providing machines for this competition.

powerful manufacturing industry in recent years

If you look about 40 years back, the industry was full of western companies. Over the years, Korea has learnt the importance of innovation. Hwacheon, for example, has never blindly imitated a product but has rather focused on its own innovations. We see the products, observe them and make them better or different, which is the reason that we have been accepted worldwide. The Korean manufacturing industry has become very powerful and we are investing substantially in R&D.

Q Trade relations between India

and Korea

There is definitely a very close relation between these two countries. But, I would like to see a trade agreement between India and Korea in the future. This is because the costs of importing machines for our customers in India are high. nishant.kashyap@network18publishing.com

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in conversation with Akihiro Teramachi are many requirements as the manufacturing industry is growing rapidly here. Sensing this demand, many companies are gearing up to produce high-precision products. In terms of local requirement, we found that a gap still exists and small companies do not show faith in high-end products. In my view, if they adopt these products, it will affect their business positively. India is a country with a strong manufacturing base, which serves as a good opportunity for companies to set up their base in India.

Q Your expansion plans

Q Opportunities and

challenges in Indian market

One of our immediate plans in India is to have 2–3 branches in cities like Chennai, Delhi, Mumbai, Pune, etc. in the coming years. We have to do extensive business in the country and recruit more people. Finally, we aim to have 30–40 branches in India. Even in Japan, which is a very small country, we have about 30 branches. In terms of production, we have 12 manufacturing facilities in Japan. Apart from automotive, which accounts for 20% of our turnover, we have a product range for the entire sector. We have been receiving requests from some automotive companies to have a

Building a Strong Bridge…

He is confident about the trade relation between India and Japan and is planning a big expansion in India … Akihiro Teramachi, President & CEO, THK Co Ltd, in conversation with Nishant Kashyap, talks about the potential of the Indian market and challenges that a company faces in India. Q Your strategy in India

We started our business in India in the 1980s by selling some products to Indian customers as well as by appointing dealers to assist us in the country. In 1997, we increased our presence further in India through establishing THK liaison office in Bangalore. Through the dealers, we supported and distributed products to Indian customers and fulfilled their requirements. And in 2012, we successfully established THK India Pvt Ltd, our Indian subsidiary. We have to expand our business 10 times. Although we do not have a concrete plan with respect to the timeline of achieving this, we are confident that we will be able to achieve it soon with our capability and technology.

Q Indian market in terms of

demand trend and business outlook

India is a huge market, and there 80

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A company should always analyse the potential—this holds true not only for India but also for other countries. I feel that many companies from Japan, especially automotive companies, have set up their base in India; you should have presence in the country to serve it closely. There are a lot of opportunities for Japanese companies in India. One good point in India is that the requirement is fairly clear, which helps a company plan its strategy in a better way. The challenge here is underdeveloped infrastructure. In India, infrastructure is the biggest source of concern, and there is a lot of scope for better infrastructure. To become a developed nation, the country needs better infrastructure that will help companies enhance their capability in India. Also, the current challenge for Japanese companies is the high fluctuation of Japanese Yen.

production facility in India. So, probably in future, we will have a manufacturing plant in India as well. If everything goes well, probably by 2015, we will have a production facility functioning here in India.

Q Trade relations between India

and Japan

Japan does not have many countries under the FTA agreement. Now that Japan has come to a basic agreement with India, this will spell good news for both the countries. I also expect that this discussion will further enhance the business relations between the two countries. I am confident that relations between the two countries will continue to be strong. I would say let’s make a collaborative effort towards better and strong relations. nishant.kashyap@network18publishing.com


Special Focus

Metal forming 82

Balancing Act

Forming a Growth Momentum

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Application & Process Specific Technology

Forming Avenues

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Photo By: Nachiket Gujar

Special Focus Balancing Act

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n the last two decades, the metal forming industry has advanced rapidly with the evolution and adoption of smart technology and automation. Currently, there is a high demand for products with high productivity and flexibility. Manufacturers are veering towards numerical control systems like CNC machines and machining centres for punching, cutting, bending, etc. as they are more productive and provide better efficiency. While the industry is growing in some of the geographies and sectors, the global downturn has also created a lot of buzz around the manufacturing industry. This is the time when every company related to metal forming is looking for something new—new technology solutions, markets and new geographies. The entire Indian industry had returned to its shell and is refraining from making any major investments, as it is skeptical of what the global ‘economic slowdown’ has in store. However, the economic slowdown has motivated the industry to work in new ways that can be advantageous for them. 82

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Forming a

Growth Momentum

Fast growing industry segments like automotive and infrastructure have fuelled the growth opportunities of the metal forming industry. Today, its application is far and wide in the industry. The overall industrial growth in the recent past has given a new dimension to this sector. Nishant Kashyap takes a look at the latest industry trends and strategies that companies are adopting to encounter the current economic slowdown. Current Scenario

Currently, all Indian manufacturers are busy catering to the increasing demand. In the last few years, the Indian industry has witnessed a steep growth rate, which is why Indian companies are in their comfort zone. Indian companies can tackle global competition in India itself. And if we can compete with foreign companies, we should be able to compete with global giants in their own country

as well. It is another thing that we have a huge domestic demand, which is much more than the domestic capacity. That is the reason why India players are not being pushed to pursue opportunities beyond Indian boundaries. According to Roberto Costantino, General Manager, Prima Machine Services India Pvt Ltd, “India is growing and there is still a lot that needs to be done; infrastructure is getting better every day. The


Balancing Act European world being saturated, every western country is looking for business opportunities here in India. This a great opportunity for Indian companies to make most of the current situation.”

Machines & Technology

Development of new machines and applications plays a vital role in the growth of any industry. In metal forming, various developments have taken place over the years, be it in cutting, bending or punching. With the customer requirements on product quality and quantity increasing, many companies are gradually shifting to automated machines from conventional ones. With respect to the automotive industry, there is a high level of automation for cutting, pressing, forming and welding using automated hydraulic presses and robotics for welding. This increases productivity and reduces the chance of defects. In the Indian aerospace industry, sheet metalworking starts with simple fabrication like brake forming and hydroforming of aluminium and steel. According to industry experts, new metal forming technologies like punching and plasma/laser/waterjet cutting are fast replacing/integrating the operations carried out on conventional machines for drilling, tapping, screwing (possible on punch press), threading (replaced by thread rolling), sawing, bevelling and milling (many applications replaced by plasma and laser). Small firms are also opting for automated machines despite the higher cost factor compared to conventional ones. In the long run, these automated machines deliver the best for them. These machines improve the accuracy of the process and enable the manufacture of quality products.

Focus on R&D

Innovative and sophisticated solutions will never go waste, even if you have invested huge money in the development of that product. Such products will always give you huge return on investment.

When market is slow and customers are not willing for investment, there is no point in investing money and time in marketing; rather, a company should focus on innovations, development of new products and solutions. In this way, when the market bounces back, you will have new and innovative solutions to dominate the market. In this situation, companies also want to have all kinds of products in

When market is slow and customers are not willing for investment, there is no point in investing money and time in marketing; rather, a company should focus on innovations, development of new products and solutions. their basket—products for multiple sectors ranging from cost-effective to high-end technology. Global companies have realised that to do successful business in emerging markets, they have to come up with cost-effective solutions and should cater to SMEs.

Emerging Sectors

Automotive is single biggest and traditional customer of metal forming equipment, but the current slowdown has affected this industry the most. This is the time when companies should look for alternatives. The company that focuses most on the automotive industry faces recession woes, but the one that deals in diverse industry segments gets orders from other alternatives. In this situation, companies are looking for other industries such as infrastructure,

energy, aerospace, railways, etc. A company should have diverse industry focus so that when nothing is certain, there is an alternative to hold back. Focusing on the sectors also depends on particular geographies such as in India and China; for instance, in India, the infrastructure sector is going through a massive development phase. There is lot of demand coming from the infrastructure sector, be it for construction equipment or turbines for energy production. Apart from infrastructure, railways in both the countries have created demand for the metal foming industry.

New Geographies

As the European economy is uncertain, everyone is looking towards emerging geographies, where the consumption is high even during the economic uncertainty. BRIICS countries—Brazil, Russia, India, Indonesia, China and South Africa—are the driving forces of the manufacturing industry today. All the companies that did not focus much on some of these countries are now looking at them as lucrative investment destinations. Apart from these countries, some South Eastern countries such as Thailand, Malaysia, Singapore and Taiwan are also creating huge demand for metal forming companies. Almost all the big and medium companies have set up their base in these countries in terms of production facility, sales support and technology centre. Apart from these emerging geographies, the US market is creating a lot of opportunities after the economic slowdown in 2008–09 and there has been a lot of interest in new machines and technologies. The sudden bounce back has forced companies to invest heavily in the US market.

Opportunities Galore

The rising cost of imported machinery has created immense opportunities for Indian manufacturers. Indian consumers are dependent on imports, but the rising cost of imported machinery has forced May 2013 - MMT

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Balancing Act companies to import second-hand machines, which customers know is not their long-term interest. But at the moment, companies do not have any option. Once Indian manufacturers begin to provide new technology equipment at reasonable prices, it will open up new market segments and competitions, which will offer customers affordable technology. As a result, there would be a steep decline in the consumption of secondhand equipment. This, in turn, would not only provide domestic equipment manufacturers with several opportunities, but would also reduce the overall dependence on imports. According to Costantino, “India is a vast tertiary, and there are several types of business activities ranging from a small job shop to big MNCs and the need for better productivity in India is constant. All this makes India a lucrative destination for us to do business.”

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A Giant Leap

India is a fast growing country and has witnessed significant growth over the last few years with the manufacturing sector rapidly developing. Industries such as automotive and infrastructure have led the growth. The machine tool sector, being the facilitator of these industries in terms of machines and tools, has also witnessed significant growth coupled with the growth of its user industry. The reflection of growth can also be seen in the metal forming sector. MK Narasinga Rao, MD, LVD-Strippit India Pvt Ltd, says, “The Indian metal forming industry is moving forward, and the industry is more concerned about the latest sheet metal technologies. According to me, the industry will grow at a decent rate and infrastructure will play a vital role in growth of sheet metal in the coming years. Energy sector, earth moving and yellow goods will demand more and more sheet metal.”

Today, almost all large machinery manufacturing houses—textile machinery, plastic processing machines, printing machines, packaging machines, pharmaceutical machines, chemical plants, distilleries/breweries projects, etc. are building main frames and majority parts from sheet metal. They are also investing heavily in CNC sheet metal working machines. The market size has expanded more than 10 times in the past few years.

Looking Ahead

The sheet metal industry is considered to have an additional in-house advantage. As the industry matures and the demand for sheet metal products increases, the capability for sheet metal forming will be acquired through various means like acquisitions, joint ventures, transfer of technology and training professionals, among others. nishant.kashyap@network18publishing.com


MMT May - 13 Ad Name: THK Pg No. 85


MMT May - 13 Ad Name: Hyundai Pg No. 86


Special Focus Application & Process Specific Technology

Forming With the constant upgrade in manufacturing technologies at various levels, how can metal forming—which creates the base for manufacturing—lag behind in this process? This segment of the industry is constantly evolving to improve the quality, time and manufacturing process of metal forming. Debarati Basu Das brings to you some of the latest trends and technologies mushrooming in this segment.

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ver the years, the entire manufacturing set-up has undergone a constant change—be it in the material, the precision or the endurance of the material. The boost in the production of automotive and aerospace parts & components directly assures the development and upgrade in the metal forming process. As the volumes rise, the metal forming industry can find lucrative business in industries such as heavyduty truck manufacturing, motor vehicle parts manufacturing, automobile manufacturing, industrial machinery manufacturing and aerospace manufacturing. However, this industry has to undergo the test of time, precision and quality. Here is a look at some of the trends in metal forming technologies.

Forming Lightweight Structures

Industries such as automotive and aerospace are exploring all possible ways to reduce vehicle weight in order to lower fuel consumption without compromising the safety of passengers and by adhering to various market demands. In an automotive manufacturing process, most of the parts in an automobile or aircraft have to go through metal forming methods. Majority of these parts are made of sheet metal, including the external auto body parts and are manufactured through forming route. The structures need to be lightweight yet strong. Hence, this has led to the use of various kinds of alloys and the advent of newer materials has only led to increasing the challenges in the forming process. New-age forming processes

are trying to eliminate challenges such as wrinkling and springback while maintaining tight tolerances even after numerous welding operations.

Saving Time

One of the most important features of manufacturing is cost reduction. New-age hydraulic presses are trying to cut down on time by incorporating numerous operations in a single manufacturing activity. Solutions like triple-action hydraulic presses feature several cylinders, which can perform multiple operations in a single set-up of operations such as aerospace components. The three actions include the main punch, cushion and blank-holder platen. The presses help eliminate additional tooling requirements while enabling May 2013 - MMT

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Application & Process Specific Technology manufacturers to produce uniform components in a single go instead of forming various parts simultaneously with different tools. Such presses provide complete control over the various RAM movements in the most efficient cycle possible, for a better finished part. Depending on the application, the press can be custom designed to meet specific requirements.

Automating Adaptability

With constantly changing technology, today, hydraulic presses are faster and more reliable. Furthermore, coupling them with programmable logic controllers and other electronically based controls has improved speed and flexibility. Hydraulic presses are now widely used in advanced computerintegrated manufacturing systems. Despite the trend towards automation, a majority of jobs are still manually done to justify job sizes and expense of automation. Manufacturers are also reluctant to make large investments in automatic feeding, given the rapidly changing market. However, hydraulic presses offer competitive advantages in this type of work. Hydraulic presses eliminate the difficult, time-consuming stroke-setting task as they maintain full tonnage throughout the entire length of a stroke, there is no need to determine the exact location of maximum tonnage. Given such advantages, on hand-fed jobs, the floor-to-floor or bench-to-bench time is often the same for mechanical and hydraulic presses. As a result, their faster set-ups and increased uptime make hydraulic presses more productive than mechanical presses. New-age hydraulic presses today feature a range of advantages such as full tonnage throughout stroke, lower operating costs, control flexibility, versatility in job performance, noise reduction and compactness, thus making it a safe investment.

Tailor Welded Blank Forming

Tailor Welded Blanks (TWBs) are blanks with two or more sheets of 88

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different thicknesses, materials or coatings welded in a single plane before forming. For instance, aluminum TWBs are used commonly in the automotive sector, for which they are formed into sheet components for hoods, floor & door inner panels and side frame rails. This process has emerging applications in the aerospace industry, such as replacing riveted skin-stringer joints in aerospace structures with laser welded joints. TWBs are preferred in automobile and aerospace manufacture because of their light weight, which contributes to lower fuel consumption. They are also preferred for being costeffective with better quality, stiffness and tolerances in the process. This method is flexible for component design and ensures corrosion resistance and quality. Automakers use tailor welded blanks to make cars safer, lighter and environmentally more efficient.

Deep Drawing

Deep drawing technology is one of the most challenging sheet metal processes in manufacturing. In this manufacturing process, the sheet metal is progressively formed into a three-dimensional shape through the mechanical action of a die forming the metal around a punch. A process is considered deep drawn when the depth of the drawn part exceeds its diameter. Deep drawing can produce precise and intricate symmetrical and asymmetrical parts. The sizes, shapes, thickness and deep drawn metal used to produce sheet metal deep drawn parts cover a diverse range of variables. Many different metals such as cold rolled steel, stainless steel, copper, brass and aluminum can be deep drawn. A deep draw process produces high-strength, lightweight parts more cost-effectively than other methods. Among other advantages, deep draw offers rapid press cycle times resulting in fewer operations required to finish a part. This process can attain larger length-to-diameter ratios and has the ability to create complex geometries unattainable through other processes. Deep draw can prove to be cost-

effective at high volumes with reduced processing. Reduced tooling costs make deep draw a more cost-effective option than the die stamping method.

Additive Manufacturing

Additive manufacturing, especially 3D printing, has been the buzzword of newage technology lately. Surrounded by debates over the cost, performance and industry acceptability, this technology is still far from becoming a shop floor reality in India. However, for the metal forming industry, 3D printing may be the next leap. With mass acceptability, this technology can actually prove to be cost-effective. With additive manufacturing, metal formers will have the ability to create a wide range of parts and products economically, either as customised solutions or as mass produce. Although the technology has been slow in getting adapted by the market, it certainly has the potential to provide high-precision, low-cost solutions.

Chipless Metal Forming

This method provides unbeatable advantages in producing cylindrical, conical and stepped tubes & poles and has advantages such as high flexibility, low investment & tooling costs with drastic weight saving potential. Cold forging is one of the most widely used chipless forming processes, which often require no machining other than drilling. The commonly accepted definition is the forming or forging of a bulk material at room temperature with no heating of the initial slug or inter-stages. The process produces greater dimensional accuracy than hot forming without producing scales. These are just some of the ways in which the metal forming technology is undergoing a change. Over time, the industry will become more adaptive to new technologies that provide low-cost, highquality solutions to the rising manufacturing complexities of the market. debarati.basu@network18publishing.com


Industry Focus Facility Visit

Towards Technology Transformation… Driven by the mission to enrich people’s lives and contribute to the society by developing and providing high-performance machine tools, Macpower CNC Machine Pvt Ltd, as a machine tool maker, has already planned its future expansion. In a visit to the company’s state-of-the-art facility, Nishant Kashyap understands the company’s shop floor excellence and technical capability.

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ituated in the machine tool hub of Rajkot, Gujarat, Macpower CNC Machines Pvt Ltd is a well-known company in the Indian market with over two decades of experience. The company believes in providing excellent technology and even better after sales service. All models are designed and manufactured inside the company in order to guarantee accuracy and control of the end products. For Macpower CNC, continuous improvement in design, production processes and incorporating state-of-the-art technologies are crucial when it comes to offering premium quality equipment in order to become a reference on the international scale. The company believes in not just delivering 90

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machines but rather solutions to its customers.

History

In the year 1985, Macpower entered the global world of machine tools and was engaged in the manufacturing of CNC turning, vertical machining centres and turn mill centres. The company was founded by Rupesh Mehta, currently the president of the company, who has an extremely rich experience in the machine tool industry. Talking about his journey, Mehta says, “We started our machine tool business with lathe machines on a very small scale. Over the years, gradually but steadily, we made progress on the way to success and achieved the landmark of 12,000 machines running successfully all over

India as well as abroad in the year 2004.” Over the years, Macpower CNC has developed a highly strong technical ability and has adapted the latest and most efficient production and management practices. Right from the beginning, Macpower CNC has had an extremely strong R&D approach, which benefited the company to lay a strong technical foundation. This capability enabled the company to offer customised solutions to its customers. With its technical capability, the company recently won the prestigious FIE foundation award for ‘Excellence in Design’ for Model Turn O’Mill – 200 in IMTEX 2013. Macpower is registered to ISO 9001 (Design), a universally accepted quality assurance designation, by TUV Suddeutschland India Pvt Ltd (Germany) in December 2001.


Facility Visit The Facility

Situated in an area of 20,000 sq mt, Macpower is very well-equipped with the latest infrastructure & equipment and skilled intellectual capital to support the manufacturing of hightechnology driven machines that can withstand any amount of pressure. “We have active participation in all the leading associations acting on the national and local levels, such as IMTMA and UNIDO to name a few,” says Mehta. The facility is equipped with design room, machine shop, preassembly, final assembly and dispatch, electrical and electronics assembly, QA and QC room, paint shop and sheet & metal shop. The buildings are designed with the help of modern architectural designs and best utilise the natural resources to minimise energy consumption. Nearly half of the area is covered with trees and gardens keeping in view the company’s commitment towards Mother Nature. Macpower offers a wide range of CNC turning centres to suit different types of requirements and a range of vertical machining centres to achieve more sophisticated machining. Talking about the facility, Mehta says, “We have a state-of-the-art design facility that features modern design stations and the latest design software. Also, we perform all the machining job work in-house in order to maintain the accuracy standards of the machines. To achieve the best results, we have a highly accurate mother machinery to cater to different types of machining requirements.”

Products & Services

Macpower has a product range for the entire segment starting from low and mid range to high-end users. The company specialises in turning centres and vertical machining centres that cater to industries such as aviation, aerospace, automobile, petroleum, construction, fire fighting, defence, metal, etc. The company has a series of machines such as GX Series, VX Series, MONO Series, LX Series, TURN O’ MILL Series and

The company believes in innovation and puts extra effort on R&D

VMC Series. Recently, its TURN O’ MILL series won the FIE foundation award for ‘Excellence in Design’ in the recently concluded IMTEX. To back this, the company has a wide sales and support channel with branches in almost every big city in India. Talking about the sales and service, Mehta says, “A customer achieving high throughput using CNC machines would always want prompt after sales service. We, at Macpower CNC, understand this very well and that is why we have trained our service team members placed across the nation to cater to customers as quickly as they can. We provide regular training to the sales, service & managerial staff to maintain and upgrade them with the latest methodology, which will further help the company to maintain its edge.” With more than 23 sales & service centres across India and approximately 400 experienced & energetic employees, the company is capable of producing 2,000 machines per year.

Accreditations & Practices Adopted  ISO 9001:2008  ISO 14001  CE  5S  TPM

Expansion Plans

To reach out to the customer and showcase its capability, Macpower CNC regularly participates in local as well as international exhibitions. Participation in international exhibitions has enhanced the company’s reach in the global market. Apart from local exhibitions such as IMTEX, AMTEX, ACMEE, Engg Expo, etc., the company also participates in international exhibitions such as EMO, MAKTEK EURASIA and Metalex. After gaining incredible acceptance in the local market, the company is now looking for a foothold in the overseas market. Macpower is already doing business in Thailand, Europe and Turkey, but the company is in the advanced stages of enhancing its business globally. “As an ongoing process of development, at MACPOWER, we want to focus on the R&D centre, continuous improvement as part of technology upgrade in current products, implementation of 5S, Lean and related techniques for process upgrade and broadening avenues of future business by holistically entering tenders & exports. We will continue to satisfy our customers and will serve as their partners in their growth strategy,” avers Mehta. nishant.kashyap@network18publishing.com

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Insights & Outlook

Grinding & finishing 96

Market Analysis

Giving the Right Finish

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Process Perfection

Turning the Wheel of Fortune

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Insights & Outlook Market Analysis

Giving the The grinding and finishing process is used in almost all types of manufacturing operations. As the Indian market becomes quality conscious, the demand for precise finishing technology is increasing. Nishant Kashyap analyses the current situation of the grinding and finishing industry and the changes that the Indian industry is set to observe in the near future.

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s the grinding technology has evolved over the years, manufacturers have been finding ways to reduce cycle time, increase the quality of grinding, cut down the manufacturing cost and optimise the process itself. Core industries in India are witnessing significant growth compared to that in the last few years. Various innovative and effective techniques are being implemented by manufacturers to cut costs and stay competitive while ensuring quality and excellent finish of products at the same time. It is here that the grinding industry plays an important role.

Setting up a System

Grinding is not an isolated process as it involves a proper amalgamation of various parameters. Right from the grinding tool and dressing tool to coolants and proper clamping, a careful selection of each aspect of the process is what sets up a proper system. The upgrade in these aspects has invariably brought about changes in the grinding quality as well. For instance, clamping systems have undergone a revolution from automatic clampings to hydraulic systems to between the centre clamping. The parameters of how best to hold the component have redefined the accuracies 96

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of the grinding process. Functionally and aesthetically, grinding plays a crucial role in manufacturing; particularly in today’s world, wherein things revolve around lighter yet stronger concepts, good grinding is even more significant.

Propelling Growth

Today, customers have become more demanding. They expect high-precision products at a low cost, which has forced manufacturers to constantly improve the performance of machines. Adopting the most advanced technology for grinding is essential to stay competitive in the market. The economic growth of China and India has induced demand for grinding machine manufacturers. There are many companies in India that have a good standing in the global market. India also has a big role to play in

The challenges thrown by the manufacturing industry are many, but to continue marching ahead, the grinding industry has to come up with significant efforts to keep this process unparalleled.

the global market because of the size, competent labour, good technology and raw material availability in India. With China becoming the biggest producer and India set to become the second largest producer very soon, many global giant will surely want to enter the country; it will also force already existing companies to enhance their capacity. India has many steel projects and capacity expansion projects, which provide a great opportunity for grinder manufacturers to grow in the field of metalworking. Grinding machine manufacturers are looking at exploring the huge market potential at this point. Witnessing the boom in the manufacturing sector, grinding machine manufacturing is the right place to be in.

New Avenues

Taking into consideration that grinding is one of the oldest and most tried & tested operations, this process has always generated confidence to cull out the desired accuracies as compared to other operations such as milling. This process, in its continuously refined avatar, is now being used in new industry applications. Apart from aerospace and defence applications, applications that require high-precision dies and electronic industries applications are


Courtesy: Pferd India

Market Analysis

using grinding in a big way. The earth moving industry is also a recent area of application for the Indian industry where grinding operation is widely used in making excavators, bulldozers, etc. Grinding has become a must in any application that uses hydraulics, such as in valves, spools and piston cylinders. Steel mills, especially sheet steel mills, need high-quality roll grinders. With many new steel plants coming up in India over the next decade, the demand for heavy-duty, large yet precision grinders would be huge. Others segments such as manufacturing of pump parts, textile machinery, hypodermic needles, knives & cutters, bearing parts and small tools are

avenues where precision grinding can make a mark. The challenges thrown by the manufacturing industry are many, but to continue marching ahead, the grinding industry has to come up with significant efforts to keep this process unparalleled.

Promising Future

The image of India as a manufacturing hub has created huge opportunities for the Indian industry. Since grinding is a widely used method of precision machining, India seems to be the preferred destination for grinding machine and equipment manufacturers. Driven by the domestic demand and cost efficiency of India, the business

outlook for this industry is expected to grow considerably. The challenge for the grinding industry is to meet the international standards and yet stay competitive. This can be achieved by more investments in R&D, absorption of technology, research activities with academia, etc. Over a period of time, as the market becomes more mature with increasing volumes, cooperation between industries will increase, which will help grinding equipment manufacturers understand the industry requirements and provide customised solutions, thereby promising a robust future for grinding. nishant.kashyap@network18publishing.com

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Image Courtesy: Pferd India

Insights & Outlook Process Perfection

Turning the Wheel of

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rtune

Grinding and finishing is an essential process in any product’s development cycle and plays a big role in determining the future of the product. Grinding wheels used today have come a long way from their ancient sandstone origins. Used in the shaping, finishing and polishing of industrial metals, these wheels are now a select combination of natural and artificial abrasives embedded in specific bonding materials. Nishant Kashyap takes a look at some of the latest developments, benefits and tips to optimise the wheel.

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esearch and development in the area of grinding wheels is a basic aspect of grinding technology. Three groups of abrasive materials are employed in grinding wheels. The first group consists of conventional grinding wheels made of Al2O3. Super-hard grinding wheels, on the basis of CBN and diamond, form the second group. It is less expensive to apply grinding wheels based on Al2O3, but there is a risk of thermal damage to the working surface. When we apply CBN and diamond-based grinding wheels, we can produce high-quality surfaces, but this is an expensive method. This provided the motivation to seek a new direction in 98

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the development of grinding wheels and to investigate a grinding wheel with an innovative abrasive material. This third group of abrasive materials consists of grinding wheels with SG and Abral grains.

Importance of Grinding Wheel

Manufacturing industries have a growing interest in finding economical ways to improve grinding productivity, part quality and production cost. Grinding wheels are the most common and important types of grinding elements used in this industry, so having a good understanding of the type of grinding wheel and its proper implication becomes important.

Grinding wheels come in many different sizes, shapes and abrasives. Their function is to remove material from the work piece to smoothen, sharpen or polish it. This happens through the abrasive action of the wheel. Each grain of the wheel acts as a cutting tool. The abrasive grains are the actual cutting tools of a grinding wheel. Each cutting grain is sharp and irregular, and they chip off thin flakes of the material while cutting. Factors such as abrasive type, abrasive grit size, hardness grade, grain structure and bond type affect the wheel performance. By varying other parameters like work speed, traverse, feed, etc., an operator can make a wheel act one grade softer or harder.


Process Perfection Grinding, as applicable to the metal cutting industry, is generally a finishing operation on components (auto, aerospace, white goods, etc.) involving high precision. Accuracies sometimes reach sub-micron levels that require ultra-high-precision machines and special grinding equipment such as CBN wheels, rotary diamond dressers, fine filtration equipment for coolants with controlled temperature, etc. To achieve high accuracies in-process gaging, dynamic balancing of grinding wheels, among others, is commonly used. High-performance grinding wheels are used for the grinding of auto engine, auto gearbox, auto chassis and auto steering. They also find applications in the aerospace industry for turbine blades, root and tip profiles and so on. The future of grinding wheels depends upon the type of manufacturing practices that will be adopted in the future. Wheels made of new forms of synthetic abrasives such as seeded gel aluminium oxide and cubic boron nitrides are also being used. Also, the use of advanced materials such as ceramics and composites will increase the demand for new types of grinding wheels. Research and development in making cutting tools out of polycrystalline super abrasive materials or cubic boron nitride and aluminium oxide grinding wheels will make the grinding wheel a viable option for shaping hard materials.

Multi-axis Rotary Dressers

The CNC dressing technique can be used in all fields of grinding production, especially for small and medium production lot sizes and for prototype applications. The flexibility of the CNC control allows changing of the production flow easily. CNC rotary dresser cost-per-piece is low as compared to plunge roller dressing. All different kinds of grinding wheels can be dressed. CNC dressing discs with natural diamond or CVD diamond are used to dress conventional grinding wheels. Precise optimisation of the 100 MMT - May 2013

dressing tool and spindle system can achieve best run-out tolerances and best dressing results for fine dressing applications.

India seems to be the preferred destination for grinding machine and equipment manufacturers. Some Handy Tips for Better Utilisation of Grinding Wheels

1) Amount of stock removal and finish required: This affects the choice of: Grit size: As a rule, coarser grit is selected for fast cutting action, while fine grit is opted for when high finish is required. Bond: Vitrified bonded wheels are generally used for fast cutting action and commercial finish. Resinoid, rubber and shellac bonded wheels produce the highest finish. 2) Kind of material to be ground and hardness: This affects the choice of: Abrasive: Aluminium oxide abrasives are well suited for steels & ferrous metals, while silicon carbide abrasives are ideal for grinding nonferrous & non-metallic materials. Grit size: A relatively fine grit size works best on hard and brittle material. A coarser grit capable of taking heavier cuts can be used perfectly on soft and ductile materials. Grade: The hardness of the material to be ground also affects the choice of the wheel grade or hardness. 3) Wet or dry grinding: Generally, for precision grinding, a coolant is necessary. However, in some cases, such as tool regrinding, the process may be dry. Here, a softer grade wheel may be necessary. But in the case of wet grinding, a one grade harder wheel can be used, as the coolant reduces the heat generated while grinding.

4) Area of grinding contact: This affects the choice of: Grit size: A coarser grit is required when the area is relatively large, as in surface grinding, to provide adequate chip clearance between the abrasive grains. As the area of grinding contact becomes smaller and the unit pressure tending to break down the wheel face becomes greater, finer grit wheels should be used. Grade: On large areas of contact, a soft grade wheel provides normal breakdown of the grit, ensuring a continuous free cutting action. On the other hand, a harder grade is needed to withstand the increasingly higher unit pressure, as the area of contact becomes smaller. 5) Severity of the grinding operation: This usually affects: Abrasive: A tougher abrasive is required for severe grinding operations, like snagging. For light grinding operations, intermediate abrasives are used for grinding jobs of average severity. Grade: The severity of the grinding operation also influences the grade. Hard grades provide durable wheels for rough grinding, such as snagging; while medium and soft grade wheels are generally used for less severe precision grinding operations.

Witnessing a Sharp Rise

Since grinding is a widely used method of precision machining, India seems to be the preferred destination for grinding machine and equipment manufacturers. Industry experts expect the grinding for high-end applications to grow at a higher rate, since the awareness levels for safer and specialised performance tools are fast catching up in the industry. Driven by domestic demand and the cost-efficiency advantage of India, the business outlook for the industry is expected to grow considerably. nishant.kashyap@network18publishing.com


Event Report Schaeffler @ Hannover

Bearing Brilliance @ Hannover Messe Hall No 22, Stand No A12, this was the place where all the latest, new generation and sophisticated bearings were showcased during the mega tradeshow Hannover Messe 2013, Hannover. The Schaeffler Technologies AG & Co KG booth showcased everything, from all its unique brands like INA, FAG and LuK, which included various products from complex medical applications to large wind turbines. A report...

E

xhibiting innovative bearings for various sectors, Schaeffler Technologies launched various products at Hannover Messe 2013 during April 7–11, 2013. Its well demarcated stall not

Schaeffler positioned itself as a pioneer

of efficient and cost-effective mobility with a concept motorcycle for low to medium performance classes at Hannover Messe

only featured informative prototypes of the company’s unique offerings for each sector but the company’s representatives also provided curious visitors in depth information about the applicability of their products. Efficient, highperformance rolling & plain bearing components, innovative modules, 102 MMT - May 2013

comprehensive bearing support and linear guidance systems were the core of Schaeffler’s presentation.

Product Showcased

Schaeffler’s huge stall displayed almost all kinds of bearing technologies such as spherical plain bearings, magnetic bearings, cylindrical roller bearings, largesized bearing mainly used for turbines, turbine bearings, plain bearings, linear products, rolling bearings for the paper industry… and the list is unending. What’s new? Schaeffler demonstrated the FAG cylindrical roller bearing with cage and optimised contact geometry for the first time at this year’s Hannover Messe.

Revolutionary Technologies Among

the

other

products

that

Honoured @ Hannover! Schaeffler received the 2013 IEN Europe Award for the FAG SmartCheck. The prize awarded by the industry magazine for the most innovative product of the last 12 months is traditionally presented during Hannover Messe.

generated huge interest during the show, revolutionary technologies like X-life cylindrical and tapered roller bearings, innovative bearing supports and readyto-fit complete solutions for medical technology, wheel hub drive, linear actuator and rolling bearing solutions for solar tracking systems, magnetic bearing technology and new SNS plummer block housing, kept visitors’ interest levels high.

Energy-efficient Products

Schaeffler also showcased many energyefficient products such as sealed FAG E1 X-life spherical roller bearings that help reduce grease consumption by up to 80% and corrosion-resistant and media lubricated rolling bearings, among others.

Global Connect

Under its INA, LuK, and FAG brands, Schaeffler develops and manufactures precision products for over 60 different sectors. The company generated sales of approximately €11.1 billion in 2012. With 180 locations in over 50 countries, Schaeffler has a worldwide network of manufacturing locations, R&D facilities, sales companies, engineering offices and training centres. nishant.kashyap@network18publishing.com


Event Report BLECH India 2013

‘Forming’ the Growth Ladder for the Sheet Metal Working Industry

The growing demand for sheet metal in various sectors including automotive, consumer electronics and white goods has generated a plethora of opportunities for the suppliers and manufacturers of sheet metal machines, tools and systems. Providing a platform to this never ending growth, BLECH India 2013 kickstarted on April 17, 2013, with an aim to provide an ideal opportunity to bring in the latest technologies and products for the burgeoning sheet metal working industry, under one roof. The four-day event proved to be a one-stop shop for one and all! Nishi Rath reports…

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he increasing consumer demand, particularly in the automotive industry and its suppliers, construction, home electronics and white goods industries and the growing steel production industry, offers outstanding opportunities for international suppliers of sheet metal machines, tools and systems. With a view to offer a unique platform to showcase various products for the booming market, the third edition of BLECH  India, the Technology Exhibition for Sheet Metal Working, was inaugurated on April 17, 2013, at the Bombay Exhibition Centre. The trade show was inaugurated by David Tellett, MD, Mack Brooks Exhibitions Ltd, and KV Rajeevan, Exhibition Director, Inter-Ads Exhibitions.

Getting Bigger and Better

BLECH India 2013 saw about 180 exhibitors from 14 countries presenting a large variety of new products and services for sheet metal working. It also saw an increase of 50% in exhibition space and 26% more exhibitors than the previous edition in 2011. BLECH India 2013 was the biggest to date, according to its organisers—Inter-Ads – Brooks Exhibitions (India) Pvt Ltd. The previous edition of BLECH India in April 2011 attracted 139 exhibitors from 18 countries and more than 7,000 trade visitors. As a dedicated trade exhibition focusing upon sheet metal working, BLECH India covered all sectors of the sheet metal manufacturing process, viz. metal forming and bending solutions, stamping, pressing, automation, flexible 104 MMT - May 2013

manufacturing systems, metal supply, cutting, punching, joining/ welding, tooling, laser technology, CAD/CAM, finishing/coating, quality assurance and material handling.  Majority of the exhibitors at BLECH India 2013 were Indian companies, while major exhibitor countries To an Auspicious Start: BLECH India 2013 was inaugurated by David Tellett, MD, Mack Brooks Exhibitions Ltd, and KV Rajeevan, included Germany and Exhibition Director, Inter-Ads Exhibitions, at the Bombay Exhibition Italy. According to the Centre, Mumbai, on April 17, 2013. industry, this event proved to be an opportunity for foreign of cooperation, whereby the current exhibitors to gain new contacts and economic challenges in India will not develop their business relations in the immediately lead us into a signature buoyant Indian market. Furthermore, below contracts,” said Chirstian international partnerships have become Hollands, Customer Support Engineer, essential in fostering technology transfer, Spaleck Oberflächentechnik Gmbh Co opening unique opportunities for Indian KG. Many exhibitors aimed to exhibit in and foreign companies in the sheet metal order to create brand value and increase working business alike. visibility among potential customers. “We wanted to take this opportunity to talk to The trade show aimed at trade visitors auto manufacturers about our initiatives from sectors like mechanical engineering, to reduce carbon foot print. We have sheet metal products, automotive industry special processes which helps automotive and its suppliers, iron and steel companies, manufacturers to reduce weight of cars the household appliance industry, steel thus reducing fuel consumption. We and aluminium construction, rolling mills showcased these processes via audio as well as the ship building industry. visual displays and technical seminar,” added Sachin Nirgudkar, Vice President, Adding Brand Value Schuler India Pvt Ltd. The trade show For many exhibitors at BLECH India 2013, it proved to be a continuation of that came to an end on April 20, 2013, existing projects and possible applications proved to be a platform to interact with whereby the pre-planned meetings took customers and generate awareness about place in a technical environment. their product offerings. “Some of the technical meetings will hopefully lead us into the next step nisi.rath@network18publishing.com


Products - General This section gives information about the national and international products available in the market

Large Through-Hole Air Chuck

“Large through-hole air chuck”, model name “AP” is the newest product of autogrip. AP has very large through-hole for maximum use of the spindle’s capacity, and it is ideal for pipe machining. This machine is equipped with an integrated pneumatic cylinder. The force transmission is effected by the proven wedge hook system. With the patent air supply system, therefore no rotary feed through are necessary especially on machines without hydraulic cylinders. AP and the manual chucks can be easily exchanged. This machine operates as opening and closing is only possible at stopped machine spindle and the pneumatic cylinder is filled with the air by the patent air supply system. The reached air pressure is maintained permanently through a non-return valve in the chuck then the chuck can start to rotate. Advantages are patent air supply system, easily and fast to install, without abrasion of sealed ring, reduce the cost of maintenance and installation. Autogrip Machinery Co Ltd

Tel: 886-4-822-8719 Fax: 886-4-823-5719 Email: sales@autogrip.com.tw Website: www.autogrip.com.tw

Magnetic Gripper For Machine Spindles

The GSW-M magnetic gripper is equipped with a 20 mm shank interface, which clamps in a conventional toolholders, and is also connected with the machine spindle. Ferromagnetic components, such as sheet metal, bearing rings, or workpieces with complex contours can be handled via the machine’s own axes. Moreover, it can be used for bar gripping and finished part acceptance in lathes. Since the magnetic gripper of the innovative family-owned company is equipped with permanent-magnets, coolant or compressed air is

only required for depositing the workpieces. Thus energy is saved, and ensures that the parts remain gripped in case of a sudden pressure drop. Without adjustment or exchange of fingers, the GSW-M can handle various workpieces, even if they are provided with bores or undercuts. On request, several components can be mounted or stacked in piles. The magnetic gripper has a gripping force of 20 N, and is designed for a 1 kg workpiece weight. Schunk Intec India Private Limited Bengaluru, Karnataka Tel: 080-40538999 Email: Info@in.schunk.com Website: www.schunk.com

Mechatronic Gripper

With the Innovative mechatronic gripper with integrated web server, the competence leader for clamping technology and gripping systems belongs to a new generation of mechatronic high-tech grippers. Beside Profibus DP, CAN and RS232, the WSG 50 for the first time disposes of an ethernet TCP/IP interface. Via a typical web browser, the WSG 50 can be commissioned quickly and easily, without the installation of new software. Due to the integrated “gripped component detection“ and the high positioning accuracy, the WSG 50 is for the first time able to carry out a gripping command in a shorter cycle time, and the superior process control is significantly relieved. The contained scripts are filed on the built-in SD card. The WSG 50 is the first gripper which disposes of an electric sensor interface in the base jaws. This is the basis for a direct integration of different sensor systems in gripping processes. Thus it is an ideal helper for sophisticated automation solutions, where a high flexibility or sensitivity of the gripping process is required. With the optional WSG-FMF force-measuring finger, forces which occur during the gripping process can be precisely recognized and controlled. The WSG 50 provides a stroke of 110 mm and a variable gripping force from 5 to120 N. Schunk Intec India Private Limited Bengaluru, Karnataka Tel: 080-40538999 Email: Info@in.schunk.com Website: www.schunk.com

Face Milling Solution

Looking For A Specific Product? Searching and sourcing products were never so easy. Just type MMT (space) Product Name and send it to 51818

eg. MMT EDM and send it to 51818

106 MMT- May 2013

Helido S890 is a new economical high efficiency solution for face milling. S890 FSN is a new family of right-hand index able face mills with an 88º cutting edge angle (2° lead) with 8 helical cutting edges, which


Products - General can be used for up to 9 mm depth of cut. The new family was designed for rough to semi-finish, high-efficiency face milling, primarily on cast iron and steel components. The helido S890 FSN face mills carry square-shaped inserts: S890 SNMU 1305 PN with 8 helical cutting edges, which can be used for up to 9 mm depth of cut. These face mills are available in a diameter range of 50 to 160 mm in coarse and fine pitch configurations. Every cutter body features coolant holes directed to the insert cutting edges, for the most efficient cooling effect. The inserts feature an advanced cutting geometry with positive rake, that ensures smooth milling with soft entry to and exit from material. They are produced mainly from the latest ISCAR SUMO TEC carbide grades, providing excellent performance and tool life. The winning combination of effective geometry, innovative carbide grades and 8 cutting edges, enhances productivity and reduces operational cutting costs. The new tools provide a very attractive solution for face milling applications regarding price per cutting edge. The helido S890 FSN family is an excellent choice for general milling, especially in applications requiring machining close to shoulders or fixture constraints. The tool’s 88° cutting edge angle enables performing face milling very close to the side wall. L&T-ISCAR

Mumbai , Maharashtra Tel: 022 6705 4015, 9833215872 Email: Shriharsh.Chandak@larsentoubro.com Website: www.larsentoubro.com

May 2013 - MMT 109


Products - General Heavy Load Machine

Hydrodynamic bearing model: JHC-18S are made of SNCM220H Ni-Cr-Mo alloy steel and case-hardened, carbonized, and then computerized subzero degree treated, to surface hardness over HRC 62 at 1.0mm depth, to ensure consistency of high precision grinding operation, with stand high torsion, a long and lasting life. The bearings are made of KF-4 alloy bushing metal with a three point hydraulic cycle system. It is protected by an oil membrane with results in minimal contact friction. This device is specially designed for high speed and heavy load operation. The regulating wheel drive adopts Japanese servo motor provides control of speed from 10 to 250RPM and is used for the regulating wheel which can be adjusted to ideal linear speed. The motor is driven by a timing belt to reduce vibration and noise. Since the motor housing and spindle housing are joined together as annitrated body, when the regulating wheel tilts the motor also follows which completely overcomes problems caused by unparallelism and torsion of belt pulleys and belts. Jainnher Machine Co Ltd

Taichung, Taiwan Tel: +886-4-23585299 Fax: +886-4-23594803 E-mail: saledep@jainnher.com Website: www.jainnher.com

110 MMT- May 2013


Products - General Ultrasonic Assisted Machining Center

The ultrasonic assisted machining center, T51-USA, inherits the concept of aesthetic sheet metal design. With excellent industrial design, userfriendly operation interface, and outstanding machining precision for obtaining the best machining results. For hard and brittle materials, Tongtai has developed a non-contact electricity supplying and ultrasonic machining technologies. The advantage of electricity without contact is eliminating oxidation so there is no chance of unstable machining and electric leakage. With the ultrasonic machining device, the machining efficiency of the original spindle has been improved from three to five times. The material eligible for ultrasonic machining includes aluminum alloy, hardened steel, glass, sapphire and ceramic materials. Three-axis feeding units are driven by precision ball screws and linear guide ways. That allows the rapid traverse to achieve 48m/min. Moreover, the increase in the speed of acceleration and deceleration improves machining efficiency. Tongtai Machine & Tool Co Ltd

Kaohsiung Taiwan Tel: +886-7-976-1588 Fax: +886-7-976-1589 Email: tongtaigroup@tongtai.com.tw Website: www.tongtai.com.tw

May 2013 - MMT 113


Products - General Tool Grinder

The ANCA FG5 is an entry level CNC grinding machine designed for the tool re-sharpening industry. This machine offers all of the benefits that ANCA customers have enjoyed for many years at an extremely affordable price. The FG5 is a versatile and flexible machine and is suited to a wide variety of industries and applications. It provides opportunities for companies to reduce costs by bringing regrinding in-house and is also ideally suited to companies looking for reduced risk in making the transition into CNC grinding technology. The FG5 has all of the essential elements the industry demands for cost-effective tool grinding, including: quick and easy setup, superior tool accuracy high quality surface finish, flexibility to grind a large variety of tool types and machine reliability and accuracy Anca Machine Tools Pvt Ltd Yeshwantpur, Karnataka Tel: +91 80 42198107/08 Fax: +91 80 42198109 E-mail:indiainfo@anca.com

114 MMT- May 2013


Products - General Super Finish Spm For Piston Rod

The hard chrome plated and ground piston rod is mounted on the SPM between centers. The tail stock has a motorised to and fro movement for rapid coarse movement. It also has a hand wheel operated fine quill movement for applying the required holding pressure on the job between the centers. The SPM has both auto & manual mode through a selector switch. VFD controlled 5 HP motor provides the rotational drive to the head stock spindle from 800 to 1,800 RPM in stepless range. The belt polishing unit has a manually operated cross verse traverse of 150 mm with provision for fine depth of cut setting through graduated collar in both the modes – belt polishing mode & buffing mode. The longitudinal axis movement of the belt polishing & buffing unit is through screw rod/rack & pinion mechanism. An independent drive unit, consisting of 2 HP motor & worm reduction gear box provides the longitudinal movement to the saddle, on which the buffing unit is mounted. A VFD interface facilitates the longitudinal movement of the saddle a stepless feed range of 100 mm to 1,000 mm per minute. Shenoy Engg Pvt Ltd

Bengaluru, Karnataka Tel: 91-80-28361767, 00-9243437487 Fax: 91-80-28361725 Email: info@shenoyengineering.com

116 MMT- May 2013


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31 May - 3 June 2013 HITEX Exhibition Centre 10 am - 7 pm Brought to you by

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Exhibitor Profile Auto & Auto Components | Chemicals & Allied Products | Testing & Measuring Instruments Electrical & Electronics | Hydraulics & Pneumatics | IT Products & Services | Automation Instrumentation | Material Handling Equipment | Packaging Machinery | Wires & Cables Machine Tools & Accessories | Pipes & Fitting | Plastics & Polymers | Safety & Security Process Machinery & Equipment | Light & Medium Engineering


Products - General Robotic Snake-Arm

A robot as agile as a snake can explore almost any hidden nook and cranny. Problems often occur in confined and hazardous spaces, and whilst these spaces are difficult for humans to work in, a snake-arm robot has no issue. Whether in aircraft assembly, nuclear power stations or the inspection of sewage systems: maxon motors are responsible for the high-precision movements of the multiple degree-of-freedom robotic snake-arms. Snake-arm robots have been used in aerospace assembly, in the nuclear energy sector, in medical technology and in security applications. Depending on the customer’s requirements, the snake-arm robot is available in different lengths and diameters. The standard sizes vary from 40 mm to 150 mm in diameter and have a length of 1 m to 3.25 m; if required, lengths of up to 10 m are possible, or diameters down to 12.5mm. The diameter of the snake-arm determines its functionality - the larger the diameter, the more weight the robot can lift. Maxon Precision Motor India Pvt Ltd Bengaluru, Karnataka Tel: 91 80 41734132 E-mail: info.in@maxonmotor.com Web site: www.maxonmotor.in

Fibre Laser

Grinding Machine

Fabmatic Engineering Pvt Ltd Bengaluru, Karnataka Tel: - +91- 9845068437 / 9916616257 Email: skr@fabmatic.in, sales@fabmatic.in   Website: www.fabmatic.in 

FEIN Power Tools India Pvt Ltd Chennai, Tamil Nadu Tel: 044- 43578680 – 683 Fax: 044-24837788 Email: info@fein.in Website: www.fein.in

Fibre laser sheet metal cutting machine is opening a new page in the sheet metal processing technology. Nukon fiber laser cutting system has been manufactured to the highest standards of quality to meet the demands of rapidly growing industry. This machine can be custom manufactured in various dimensions. Resonator is designed with modular structure with provision for capacity upgrade without need for change of machine. Mechanical Structure of the machine is designed with robots and rigid body machine has versatility to cut Stainless Steel, Aluminium, Copper, brass and other reflection materials. Capacity 500 W, 1 KW, 2 KW, 3 KW & 4 KW, table size: 1530X3050mm, 2000X4000 mm 2050X6050mm/4000 X 8000 mm. Materials to cut MS, Steel, Aluminum, Brass, copper and other reflecting materials. Fibre laser has advantages like 80% savings in electrical power consumption, rapid – high speeds, double cutting speeds with fine cut.

124 MMT- May 2013

GRIT GX and GRIT GI is highperformance grinding machine. This machine offers a modular belt grinder range for professional metal and stainless steel machining. GRIT GX for tradesmen and smaller operations, and GRIT GI for use in the series production metalworking industry. The GRIT grinding ranges are modular and are quick to retool and upgrade. This modular system is unique in the industry and offers significant advantages. Dealers require less warehousing space and users benefit from high flexibility. Furthermore, the costs of purchase are lower, as customers only invest in modules that they actually need. The powerful modular GRIT GX system can be used throughout the entire range of steel and stainless steel machining applications. The grinding machines are suitable for every application from the initial rough grind to surface finishing - coarse cut, circular grinding, grinding out, deburring, chamfering and planing. Different models and maintainance are also available on request.


Products - General TURBOMILL

Fully waterproof, the TURBOMILL 50SQ magnetic chuck is distinguished by high holding force concentrated near its active surface (possibility to clamp thin elements) as well as a low residual magnetism remaining after the demagnetization cycle. This makes the removal of elements after their machining very easy. Also the current required for magnetization and demagnetization of the chuck is much lower than in case of other electro permanent magnetic chucks available on the market. The above advantages combined with basic advantage of electro permanent chucks which is the full safety in case of power supply problems (the chucks need electric energy exclusively in short magnetization and demagnetisation phases) make of this chuck the universal tool for clamping of various elements on milling machines and machining canters. Braillon Magnetics

France Email: dwijcon@gmail.com Website: www.braillon.com

CNC Turning Grinding Compound Machine

Owing to excessive deformation after heat treatment or too much tolerance left to be ground, the workpiece requires more time for grinding. With a newly developed CNC grinding machine BMT-D320GT with turning function, the complicated machining can be accomplished in one setup of workpiece, including internal turning, internal grinding, external turning, external grinding, tapered surface turning and grinding. The turning spindle can be mounted on Y axis or Z axis to cut the excessive tolerance before performing fine grinding. Then the grinding spindles on the Y, Z axis can perform coarse and fine grinding. As turning and grinding operations done on this machine, workpiece concentricity and accuracy can be assured. Moreover, both spindles can do grinding processes, one for internal grinding and one for external grinding or any combination, so many more complex grinding procedures can all be completed on this same machine to speed up the process and to be more accurate. Benign Enterprise Co Ltd

Taichung, Taiwan Tel: 886-4-2323-3016 Fax: 886-4-2323-2826 / 886-4-2323-8341 Email: bematoco@ms11.hinet.net Website: www.e-bemato.com 126 MMT- May 2013

One must consider the cost of the product before ed purchasing so as to secure definite and assur time. of period the returns over

Manisha Kadam (Assistant Manager) Ashok Industry

Angle lock vise

The angle vise comes in two operating methods mechanical and hydraulic. Vise body is made of ductile iron FCD-60.Vise bed is hardened to HRC45 and maintains accuracy for long. Vise bed height-size and the guide block side are all made with full control. The machine has 4 ways of clamping. It also has a down thrust with ‘semi-sphere’ to prevent work piece lift. Jin Year Precision Co Ltd

Taiwan Tel: 886-4-25232817 Email: liu0930@ms58.hinet.net, jinyear.vise@msa.hinet.net Website: www.jinyear.com.tw

Modular Spray Lubrication System

An autojet model 1550 modular spray lubrication system equipped with pulsajet automatic nozzles replaced the drip system. A precise volume of lubricant is now applied to the machine only when needed, instead of constantly using the PWM flow control with pulsajet automatic spray nozzles. There is no waste , therefore there is less lubricant used without any need of compressed air. Spills and leaks have been eliminated and safety concerns have been alleviated. It is compact and easy to add to existing operation. The system is ready to go out of the box and no set up time required with re circulated lubricants. This system is applicable in die lubrication, mold release, stamping and forming. Spraying Systems (India) Pvt Ltd Bengaluru - karnataka      Tel: +91-80-39853200 Fax: +91-80-39853377 Email: ssipl@sprayindia.com Website: www.spray.com


List of Products Looking For A Specific Product? Searching and sourcing products were never so easy. Just type MMT (space) Product Name and send it to 51818

eg. MMT EDM and send it to 51818

Product

Pg No

3 axes high speed machining center........................... 7 3d cad software....................................................... fic 5 axes high speed machining center........................... 7 5 face machineing centres........................................ 32 5 faces double coulmn milling machine.................. 138 Adaptor.................................................................. 30 Additives for industrial lubricant............................. 49 Advance cutting material......................................... 27 Aerosol multispray................................................ 115 Aerospace machine............................................... 135 Airline fluid.......................................................... 115 Angle encoder........................................................ bic Angle lock vise...................................................... 128 Assembly & high temperature greases................... 115 Automatic grinding machine................................. 109 Automatic grinding wheel balancers...................... 108 Automation product................................................ 75 Ball screw............................................................... 85 Bar ..................................................................... 113 Bearing................................................................. 111 Bed mill................................................................ 105 Blade...................................................................... 50 Boring mill........................................................... 116 Cable & hose carrier............................................... 99 Cable carrier......................................................... 111 Cable conduit......................................................... 31 Cable connector.................................................... 111 CAD/CAM software............................................... 20 CAM follower...................................................... 110 Carbide.................................................................. 30 Carbide endmill tool............................................... bc Carbide rod.......................................................14, 30 Centre drill............................................................. 30 Centreless grinding machine................................. 116 Chain................................................................... 111 Chain oil.............................................................. 115 Chiller.................................................................. 114 Chrome bars/ shaft............................................... 113 Chuck.................................................................... 30 Clamp.................................................................. 109 Clamping tool......................................................... bc Cleaner................................................................. 137 CNC............................................................. 5, 7, 127 CNC &VMC machine.......................................... 133 CNC automatic lines.............................................. 92 CNC double column machining centre.................... 10 CNC equipment..................................................... 39 CNC grinding machine....................................92, 109 CNC horizontal boring & milling machine............. 10 CNC horizontal boring machining.......................... 92 CNC horizontal machining centre......................10, 92 CNC horizontal turning centre............................... 10 CNC lathe.............................................................. 92 CNC machine......................................................7, 32 CNC machine tool.............................................86, 92 CNC machines & centerless grindering machines.... 22

128 MMT - May 2013

Product

Pg No

CNC machining center........................................7, 18 CNC multi-tasking centre....................................... 10 CNC robodrill........................................................ 92 CNC small machining center.................................. 18 CNC tooling.......................................................... 30 CNC turning center.................................................. 7 CNC turning grinding compound machine............ 128 CNC turning machine............................................ 92 CNC turn-mill centre............................................. 10 CNC vertical chucker.............................................. 92 CNC vertical machining center...................... 7, 10, 92 CNC vertical turning lathe...................................... 10 Coater.................................................................... 50 Collet..................................................................... 30 Collet chuck........................................................... 30 Component............................................................ 50 Compressor oil..................................................... 115 Connector.......................................................53, 111 Control cabinet....................................................... 53 Control panel......................................................... 53 Control system....................................................... 53 Controlling machine tool....................................... bic Corrosion preventive............................................. 137 Countersink.............................................................. 9 Cross roller ring...................................................... 85 Crush..................................................................... 50 Custom & turnkey................................................ 123 Cutting fluid......................................................... 137 Cutting tool............................................14, 15, 50, 69 Cylindrical grinder................................................ 116 Demo & refurb..................................................... 123 Diamond tool........................................................... 9 Didactic equipments for training............................. 53 Die ....................................................................... 50 Die/mould machine.............................................. 138 Diemould india-2014............................................ 118 Display panel........................................................ 114 Drawing & forming compound............................. 137 Drill chuck arbor.................................................... 30 Drill mill................................................................ 30 Drill tool................................................................ bc Drilling machine..............................................32, 123 Drilling tool........................................................9, 15 Drive technology................................................... bic Element shrink disc.............................................. 110 End mill................................................................. 30 Exhibition- engineering expo................................ 119 Exhibition-intec 2013........................................... 131 Exposed linear encoder.......................................... bic Face milling solution............................................ 108 Fibre laser............................................................. 124 Fibre laser cutting machine..................................... 45 Fixture.................................................................. 109 Freewheel-oneway-clutch...................................... 110 Gantry machining center....................................... 116 Gear cutting machine............................................ 138

Product

Pg No

Grease.................................................................. 115 Grinding machine....................................109, 116,124 Grinding machines and part.................................. 133 Grip plier............................................................. 109 Grooving & parting tool......................................... 14 Guide rod............................................................. 113 Gun drill.................................................................. 9 Handling system module......................................... 53 Hard chrome plating bar....................................... 113 Heavy load machine.............................................. 110 High precision tool holder...................................... 13 High speed precision centre lathe.......................... 105 Hold back............................................................. 110 Hole making........................................................... 27 Hole making tool.................................................... 50 Horizontal boring mill.......................................... 138 Horizontal CNC lathe.......................................... 105 Horizontal handle clamp....................................... 109 Horizontal machining center................................. 5, 7 Horizontal milling machine.................................. 138 Host ring.............................................................. 124 Hydraulic & gear oil............................................. 115 Hydraulic centerless grinding................................ 116 Hydraulic cylindrical grinder................................. 116 Hydraulic cylindrical grinding machine................. 116 Hydraulic surface grinding machine...................... 109 Hydrolic press break............................................... 45 Hypercad................................................................ 20 Inductive proximity switch...................................... 31 Industrial vaccum cleaner...................................... 101 Internal grinder.................................................... 116 Internal grinding machine..................................... 116 IS ....................................................................... 45 Jig ..................................................................... 109 Keyless transmisson element................................. 110 Large size horizontal machineing centre.................. 32 Large size machining centre.................................. 138 Large through-hole air chuck................................ 108 Lathe........................................................................ 5 LED........................................................................ 31 Length gauge......................................................... bic Lens mold iron & steel part.................................... 50 Lifting solution..................................................... 124 Linear rod............................................................. 113 LM guide............................................................... 85 LM shaft.............................................................. 113 Load break switch................................................... 31 Machine measurement........................................... bic Machining & grinding fluid.................................. 137 Machining center.................................................... 16 Magnetic gripper for machine spindle.................... 108 Magnetic modular encoder..................................... bic Maintenance lubricant.......................................... 113 Measured value acqusition and DIS....................... bic Mechatronic gripper............................................. 108 Metal cutting tool................................................... 11


List of Products Product

Pg No

Metal working fluid.............................................. 113 Micron drill............................................................ 50 Milling....................................................... 15, 27, bic Milling centre........................................................... 5 Milling cutter......................................................9, 14 Milling head........................................................... 32 Milling machine..............................................32, 123 Milling tools......................................................50, bc Modular spray lubrication system.......................... 128 Modular tooling system............................................ 9 Mold...................................................................... 50 Motor protection circuit breaker............................. 31 Multi functional tool.............................................. 14 NC lathe................................................................. 16 Oil cooler............................................................. 114 Panel bending machine........................................... 45 Panel cooler.......................................................... 114 PCB drill................................................................ 50 Penta iq grip for grooving and parting.....................fgf Pilot light............................................................... 31 Piston bar............................................................. 113 Plasma cutting machine.......................................... 45 PLC ....................................................................... 75 Plugs and sockets.................................................... 31 Post processor......................................................... 20 Power sources......................................................... 89 Precision fabrication work..................................... 109 Precision gear cutting tool..................................... 138 Precision switches single & multiple....................... 31 Precision universal cylindrical machine.................. 116 Process automation and cntrol equipment............... 53 Programmable logic comtroller............................... 75 Pull action............................................................ 109 Pull stud................................................................. 30 Punching laser cutting............................................ 45 Punching shering machine...................................... 45 Push button............................................................ 31 Raciprocated oil free compressor........................... 105 Raciprocating lubricated compressor..................... 105 Reamer................................................................9, 30 Roatry...................................................................... 5 Robotic snake-arm................................................ 124 Roll forming machine............................................. 45 Rolling oil............................................................ 137 Rotary encoder...................................................... bic Rotary switch.......................................................... 31 Rust preventing.................................................... 137 Safety protection device.......................................... 31 Scroll type oil free compressor............................... 105 Sealed linear encoder............................................. bic Seismic isolation..................................................... 85 Sero drive............................................................... 75 Shaft.................................................................... 113 Sheet metal working machinery............................... 52 Side lock adaptor.................................................... 30 Single limit switch.................................................. 31 Smart turn electronic lathe.................................... 105 Solid carbide drill.................................................... 11 Solid carbide drills with IC..................................... 11 Solid carbide mill.................................................... 11 Solid carbide reamer............................................... 11

130 MMT - May 2013

Product

Pg No

Solid carbide reamers with IC................................. 11 Solid carbide special drill........................................ 11 Solid carbide special mill......................................... 11 Solid carbide special reamer.................................... 11 Special induction hardening machine...................... 89 Special tool............................................................. 30 Speciality fastener................................................. 124 Specialty lubricant................................................ 113 Spindle nose tooling............................................... 14 Stacking system...................................................... 45 Standard induction hardening machine................... 89 Straight line action............................................... 109 Super finish SPM for piston rod............................ 118 Surface grinder..................................................... 109 Surface grinding machine...................................... 109 Synthetic base oils for industrial lubricant............... 49 Tailor made VMC trolley...................................... 114 Tap ....................................................................9, 12 Tapping holder..................................................... 117 Tensioner nut....................................................... 110 Thread milling cutters & taps holder....................... 12 Threading tool........................................................ bc Toggle action clamp.............................................. 109 Toggle press......................................................... 109 Tool ....................................................................... 30 Tool cabinet......................................................... 114 Tool grinder......................................................... 114 Tool transporter for VMC..................................... 114 Tool trolley........................................................... 114 Tooling system..................................................27, bc Toolings for EDM / WEDM/ VMC-S / HMC-S......... 45 Touch probe.......................................................... bic Track roller.......................................................... 110 Transparent gel.................................................... 115 Tubing accessories.................................................. 53 Turbomill............................................................. 128 Turning...................................................... 15, 27, bic Turning centre.................................................32, 105 Turning holders...................................................... 14 Turning machine solution..................................... 125 Turning tool......................................................50, bc Turnmill centre...............................................92, 105 Turret mill............................................................ 105 Turret punching machine........................................ 45 Twist drill............................................................... 30 Ultra high pressure apparatus.................................. 50 Ultrasonic assisted machining center..................... 113 Valve terminal........................................................ 53 Valves..................................................................... 53 Vertical handle clamp............................................ 109 Vertical machining center.......................................... 5 Vertical machining center.......................................... 6 Vertical turning lathe............................................ 116 VMC trolley......................................................... 114 Wall storage......................................................... 114 Wear part............................................................... 14 Wear resistant tool.................................................. 50 Work benches with panel...................................... 114 Work station........................................................ 114 Workholding solution........................................... 124

Product

INTERNATIONAL

Pg No

4 color screen printer machine................................. 84 5 in 1 combination pad printer machine................... 84 Auto cap pad printing machine................................ 84 Automatic lathe...................................................... 36 Ball type mill cutter................................................ 59 Bench grinder......................................................... 36 Cemented carbide rod............................................. 94 Cemented carbide roll............................................. 94 Center hole grinder............................................... 110 Center lathe............................................................ 36 Centerless grinder................................................. 110 Centerless grinding machine................................... 29 CNC angular cylindrical grinding machine.............. 29 CNC deep hole drilling machine for shaft................ 48 CNC lathe.......................................................36, 107 CNC milling machine............................................. 36 Cobalt.................................................................... 94 Connecting multi-functon milling tools & holder... 59 Coordinate advance milling and drilling machine.... 48 Cylindrical grinder................................................ 110 Cylindrical grinding machine................................ 103 Deep-hole drilling machine..................................... 24 Die spotting machine.............................................. 48 Drilling tools & boring tools................................... 59 Electric discharge machine...................................... 36 End mill cutter....................................................... 59 Engraving machines................................................ 36 Floor type horizontal CNC milling machine............ 48 Grinding machine............................................36, 103 Gundrill machine.................................................... 24 Hand tool............................................................... 36 Hexagon................................................................. 59 High-speed centerless grinding machine.................. 29 Horizontal CNC milling machine........................... 48 Horizontal machining centre................................. 129 Hydraulic machinery............................................... 84 Hydraulic press....................................................... 84 Hydraulic punch press............................................. 84 Internal grinding machine................................29, 103 Machine center....................................................... 36 Machinery tool....................................................... 94 Manufacturing equipment....................................... 84 Metal forming........................................................ 84 Milling machines.................................................... 36 Mining inserts button............................................. 94 Multifunction horizontal CNC deep hole drilling machine............................................... 48 NC/CNC internal grinder..................................... 110 Niobium................................................................. 94 Oil fields prospecting tool....................................... 94 Press brake............................................................. 84 Radial drilling machines......................................... 36 Right angle mill cutter............................................ 59 Rough end mill cutter............................................. 59 R-type surface milling cutter................................... 59 Sawing machines.................................................... 36 Shear series............................................................. 84 Shearing machine................................................... 84 Shell type surface mill cutter................................... 59 Slotting machine..................................................... 36 Spot drill cutter...................................................... 59 Tantalum............................................................... 94 Tools magazine & tool changer............................. 112 Trade fair for metalworking technology................... 67 Tungsten molybdenum........................................... 94 Twin-spindle compound grinding machine.............. 29 Universal cylindrical grinding machine.................... 29 Universal grinding machine................................... 103


List of Advertisers Advertiser’s Name & Contact Details

Accut Machinery Co. Ltd.

Pg No

116

Clariant Chemicals (India) Limited

Pg No

Advertiser’s Name & Contact Details

Pg No

49

Ermaksan Sheet Metal Working Machinery 52

T: +86-411-84804589

T: + 91 22 25315816

T: +90-224-2947500

E: info@accutmachinetools.com

E: raghavendra.p@clariant.com

E: hakan.ceki@ermaksan.com.tr

W: www.accutmachinetools.com

W: www.industriallubricants.clariant.com

W: www.ermaksan.com.tr

ACE Micromatic Group

6

Cosmos Impex India Ltd

133

Farmax Machines Private Limited 45

T: +91-80-41492285

T: +91-265-3927000

T: +91-80-28435034

E: customercare@acemicromatic.com

E: bina@cosmos.in

E: skr@farmax.in

W: www.acemicromatic.net

W: www.cosmos.in

W: www.farmax.in

Benign Enterprise Co. Ltd.

36

Dees Hydraulic Industrial Co. Ltd.

84

Festo Controls Ltd

T: +886-4-2323-3016

T: +886-2-2601-8661

T: +91-80-22894100

E: bematoco@ms11.hinet.net

E: sales@spc.com.tw

E: info_in@festo.com

W: www.bemato.com.tw

W: www.spc.com.tw

W: www.festo.com

Big Daishowa Seiki Co. Ltd

13

T: +81-729-828277

W: www.big-daishowa.com

Birla Precision Technologies Ltd

117

W: www.indiantool.com

Brisloy Tools India Pvt Ltd

Dongguan Minglee Steel Mould Products Co.,Ltd 48

Finechrome Shafts Pvt Ltd

113

T: +86-769-8331-6878

T: +91-22-29204209

E: info@minglee.com

E: finechromespl@yahoo.co.uk

135

Doosan Infracore India Pvt Ltd

10

Freeze Tech Equipments Pvt Ltd 114

T: +91-80-42660122

T: +91-44-42152387

E: sandesh.kumar@doosan.com

E: info@freezetechequip.com

W: www.doosaninfracore.com

W: www.freezetechequip.com

EFD Induction Limited

89

G W Precision Tools India Pvt Ltd 11

T: +91-124-4283106

T: +91-80-7820404

T: +91-80-40431252

E: info@brisloy.com

E: sales@efdgroup.net.

E: info@gwindia.in

W: www.brisloy.com

W: www.efd-induction.com

W: www.gwindia.in

Ceratizit India Pvt Ltd

53

W: www.minglee.com

T: +81-729-828277

14

Emuge India Pvt Ltd

12

Gifu Enterprise Co., Ltd.

112

T: +91-33-24947146

T: +91-20-39310000

T: +886-4-2533-4244

E: info@ceratizitindia.co.in

E: marketing@emugeindia.com

E: overseasdept@atcgifu.com.tw

W: www.ceratizit.com

W: www.emugeindia.com

W: www.atcgifu.com

Chamunda Equipments

132

Advertiser’s Name & Contact Details

109

Engineering Expo

119

GSK CNC Equipment Co. Ltd

T: +91-79-27522437

T: +91-9819552270

T: +91-9886835186

E: clamp@chamundaequip.com

E: engexpo@infomedia18.in

E: gskwang@hotmail.com

W: www.chamundaequip.com

W: www.engg-expo.com

W: www.gsk.com.cn

MMT - May 2013

39


List of Advertisers Advertiser’s Name & Contact Details

Pg No

Haas Automation India Pvt Ltd

5

Advertiser’s Name & Contact Details

Jyoti Cnc Automation Pvt. Ltd.

T: +91-22-61392800

T: +91-2827-287081

E: indiasales@haascnc.com

E: info@jyoti.co.in

W: www.haascnc.com

W: www.jyoti.co.in

Heidenhain Optics & Electronics (I) BIC

Pg No

7

Pg No

Motul 113 T: +33-148117030

W: www.motul.com

Kabel Schlepp India Pvt. Ltd.,

99

NMTG Mechtrans Techniques Pvt Ltd. 110

T: +91-44-30234000

T: +91-80-41158997

T: +91-79-22821527

E: info@heidenhain.in

E: gm@kabelschlepp.in

E: nmtg@nmtgindia.com

W: www.heidenhain.in

W: www.kabelschlepp.com

W: www.nmtgindia.com

Hong Ji Precision Machinery Ltd. 24

Korloy India Tooling Pvt. Ltd.

15

Openmind Cadcam Technologies (I) Pvt Ltd 20

T: +886-4-2335-0356

T: +91-124-4930080

T: +91-80-30504647

E: hongji_jasonlin@hotmail.com

E: sales.kip@korloy.com

E: Info.India@openmind-tech.com

W: www.hong-ji.com.tw

W: www.korloy.com

W: www.openmind-tech.com

Hyundai Wia India Pvt. Ltd.

86

T: +91-9940653703

W: www.hyundai-wia.com

Igus India Pvt Ltd

111

Larsen & Toubro Limited

FGF

Palmary Machinery Co., Ltd.

T: +91-22-67051093

T: +886-4-2492-9799

E: sm.haridas@larsentoubro.com

E: Roger@grinding.com.tw

W: www.larsentoubro.com

W: www.grinding.com.tw

Larsen & Toubro Limited

75

T: +1800-2335858

T: +886-4-2539-5678

E: info@igus.in

E: cic@lntebg.com

E: info@paragoncnc.com

W: www.igus.in

W: www.larsentoubro.com

W: www.paragoncnc.com

131

Meiban Engineering Technologies Pvt Ltd 125

29

Parametric Technology India Pvt Ltd FIC

T: +91 422 2222396

T: +91-80-26491229

T: +91-80-42526300

E: intec@codissia.com

E: sales-turning@meibanengg.com

E: wraphael@ptc.com W: www.ptc.com

W: www.intec.codissia.com

Jainnher Machine Co.,Ltd.

103

Paragon Machinery Co., Ltd.

T: +91-80-39127800

INTEC 2013

110

Metrol Corporation India Branch Off 18

Pinnacle Engineering Enterprise

109

T: +886-4-2358-5299

T: +91-80-42105031

T: +91-2752-230552

E: saledep@jainnher.com.tw

E: sales@metrolindia.com

E: mail@pinnaclegrinder.com

W: www.jainnher.com.tw

W: www.toolsensor.com

W: www.pinnaclegrinder.com

Jergens India Pvt Ltd

134

Advertiser’s Name & Contact Details

124

Mitsubishi Heavy Industries India Pvt Ltd 138

Pitroda Utility Industries

116

T: +91-22-41238039

T: +91-11-41021234

T: +91-2752-243795

E: joseph.killukan@jergensinc.com

E: mtdsales@mhiindia.com

E: response@pitrodautilityindia.com

W: www.jergensinc.com

W: www.mhiindia.com

W: www.pitrodautilityindia.com

MMT - May 2013


List of Advertisers Advertiser’s Name & Contact Details

Quaker Chemical India Ltd

Pg No

137

Advertiser’s Name & Contact Details

Seco Tools India Pvt Ltd

T: +91-33-22822181

T: +91-2137- 667300

E: sales@quakerchemindia.com

E: seco.india@secotools.com

W: www.quakerchem.com

W: www.secotools.com/in

Quickmill Inc.

123

E: phil-g@quickmill.com

Pg No

Advertiser’s Name & Contact Details

Pg No

27

THK India Pvt. Ltd.

85

E: thkindia@thkind.com

Solitaire Machine Tools Ltd

22

T: +91-265-2761776

W: www.tungaloy.co.jp.in

VDW Verein Deutscher Werkzeugmaschinenfabriken E.V. 67

T: +91-80-40710555

E: francis@rajgrp.com

E: info@yantraengineers.com

T: +49-69-7560-8156

W: www.rajgrp.com

W: www.yantraengineers.com

E: emo@vdw.de

Starrag India Private Limited

T: +91-2827-287631

T: +91-80-42770600

E: info@bloodtools.com

E: india@starrag.com

W: www.bloodtools.com

W: www.sta rrag . corn

Roots Multiclean Ltd

101

Taegutec India Ltd

129

BC

E: rmclsales@rootsemail.com

E: sales@taegutec-india.com

W: www.rmclindia.com

W: www.taegutec-india.com

TAGMA India

118

E: enquiries@sbsindia.in

E: diemould@tagmaindia.org

W: www.sbsindia.in

W: www.tagmaindia.org

T: +886-3-464-3166

E: sales@stengineers.com

E: bryan@takisawa.com.tw

W: www.stengineers.com

W: www.takisawa.com.tw

Samchully Machinery Co Ltd

16

Techtronics India Limited

59

E: wg_tool@yaho.com.tw W: www.wei-guan.com.tw

Wohlhaupter India Pvt Ltd

Taiwan Takisawa Technology Co. Ltd. 107

T: +91-422-2590810

W: www.vertexengineeringworks.com

T: +886-4-2492-9135

T: +91 -22- 2852 6876

127

E: vertexengw@yahoo.co.in

Wei Guan Enterprise Co., Ltd

T: +91-33-3292 0078

S&T Engineers

114

T: +91-79-27559088

T: +91-80-27839111

108

W: www.emo-hannover.de

Vertex Engineering Works

T: +91-422-4330330

S B S Precision Systems (India) Ltd

69

T: +91-9810405242 E: keshav.khurana@wohlhaupter.com W: www.wohlhaupter.com

YG Cutting Tools Corporation Pvt Ltd 9 32

T: +91-80-43543636

T: +82-32-822-4811

T: +91-124-2370555

E: admin@yg1india.com

E: makeitdream@samchully.com

E: info@techtronics.in

W: www.yg1.co.kr

W: www.samchully.com

W: www.techtronics.in

Zhuzhou Cemented Carbide Works Imp.&Exp.Co 94

SAP Technical & Marketing Consultan 92

136

Sri Yantra Engineering Agencies (P) 105

T: +91-44-42288900

Robin Precision Products Pvt Ltd. 30

50

E: info@tungaloyindia.com

W: www.smtgrinders.com

Raj Petro Specialities Private Ltd 115

Tungaloy India Pvt Ltd T: +91-22-61248888

E: sales@smtgrinders.com W: www.quickmill.com

W: www.thk.com

Teknic 31

T: +91-80-26662386

T: +91-22-26592392

E: saptech@eth.net

E: teknic@vsnl.com

W: www.saptechnical.co.in

W: www.tecknic.co.in

MMT - May 2013

T: +86-731-2826-1443 E: zccc@chinacarbide.com W: www.chinacarbide.com


Reg No: MH / MR / WEST / 235 / 2012 – 2014 RNI No: MAHENG / 2008 / 24347 Licence to Post at Mumbai Patrika Channel Sorting Office, Mumbai GPO., Mumbai 400 001 Date Of Posting 5th & 6th Of Every Month / English & Monthly. Date Of Publication: 28th of Every Month

May 2013

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Modern Machine Tools - May 2013