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WPP license no. MR/TECH/WPP-74/North/2018 License to post without prepayment Postal Registration No. MCN/154/2017-2019 Published on 5th of every month. Posting date: 7th & 8th of every months Posted at Patrika Channel Sorting Office, Mumbai-400001 TOTAL PAGES 82 VOLUME 8 | ISSUE 2| FEBRUARY 2018 | `50 Registered with Registrar of Newspapers under RNI No. MAHENG/2011/37959

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7th Anniversary Special

VOICE OF THE VANGUARDS

PIONEERING PROFESSIONALS FROM LEADING MANUFACTURING COMPANIES DIVULGE THEIR STRATEGIC PLANS FOR 2018.

Published by ITP Media (India)


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CONTENTS

VOICE OF THE VANGUARDS PIONEERING PROFESSIONALS FROM LEADING MANUFACTURING COMPANIES DIVULGE THEIR STRATEGIC PLANS FOR 2018.

18 22 CEO  AKZO NOBEL INDIA  ALSTOM  BHEL  BMW GROUP INDIA  BOSCH LTD  BRAHMOS AEROSPACE  COAL INDIA LTD  FORCE MOTORS  GAIL (INDIA)  HAL  IOCL  JAGUAR LAND ROVER  JCB INDIA  MAGNETI MARELLI TALBROS CHASSIS SYSTEMS  MOTHERSON SUMI SYSTEMS  ONGC  OTIS INDIA

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FEBRUARY 2018 | Manufacturing Today

     

PANASONIC INDIA ROLLS-ROYCE RPG LIFE SCIENCES SAIL SKF INDIA TATA ADVANCED MATERIALS VOLKSWAGEN INDIA WALCHANDNAGAR INDUSTRIES

  

 

48 PLANT HEAD  BAJAJ AUTO  BHARAT BIJLEE  CLARIANT  CONTINENTAL INDIA  DAIKIN AIRCONDITIONING INDIA  DALMIA BHARAT  EATON

A GE COMPANY BAKER HUGHES HENKEL ANAND INDIA JK TYRES & IND. MITSUBISHI ELECTRIC INDIA RAYMOND LTD RELIANCE INDUSTRIES TAL MANUFACTURING SOLUTIONS ZF INDIA

58 SUPPLY CHAIN  APOLLO TYRES  BASF  BIOCON LTD  BLUE STAR  BOEING  BOMBARDIER TRANSPORTATION

   

DR REDDY'S LABORATORIES GCPL HCCB MARICO LTD NESTLE INDIA

  

PHILIPS INDIA TVS MOTOR CO. INDIA YAMAHA MOTOR

72 R&D  LUMAX AUTO TECHNOLOGIES  SCANIA CV INDIA  SCHNEIDER ELECTRIC  TATA MOTORS  WABCO INDIA

64 CIO  ABB INDIA  CUMMINS INDIA  ESCORTS GROUP  HONDA MOTORCYCLE AND SCOOTER INDIA  SPARK MINDA  UNO MINDA GROUP 68 QUALITY  BEL  GODREJ AEROSPACE  HYUNDAI MOTOR INDIA  JSPL

76 EVENT REPORT IMTEX FORMING 2018 WAS THE PERFECT OPPORTUNITY FOR VENDORS TO DISPLAY INNOVATIVE METAL FORMING TECHNOLOGIES AND SOLUTIONS TO CUSTOMERS.

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EDITOR'S NOTE

IN SEVENTH HEAVEN

Jayashree Kini Mendes

Mitalee Kurdekar

Milestones always bring with them twin reactions. There’s the sense of pride that is associated with the achievement of something great, chased by the bout of prickling anxiety at having to follow it up with an even greater feat. It’s a similar feeling as Manufacturing Today rings in its 7th Anniversary, this month. For even as the momentous occasion evokes elation at having come this far, we know that the journey has only just begun. This is especially true given that manufacturing is only now coming into its own in the Indian context, and an arduous road awaits those enterprising enough to not only recognise, but also respond to this calling. And that makes our work, at the magazine, all the more relevant. Having said that, one must admit that it is no easy task keeping up with the sector. After all, we engage with a community that is constantly evolving, while grappling with the challenges of modern-day manufacturing and adapting to the overwhelming ramifications that disruptive technologies bring with them. So how do we do it? Well, we turn to those who know best – the thorough professionals who toil in the shadows, whether in factories, laboratories or boardrooms. In keeping with that tradition, this issue celebrates their work and efforts in helping to strengthen the manufacturing sector. As we put the spotlight on those who promote excellence within leading manufacturing companies across the country, it dawns on me that we must graciously embrace this milestone and soldier on, much like those belonging to the sector we represent do. And so we shall. Kudos to them! Kudos to us! And most of all, kudos to the juggernaut that is Indian manufacturing!

Mitalee Kurdekar Editor mitalee.kurdekar@itp.com

ManufacturingToday DECISIVE TOOL FOR MANUFACTURING EXCELLENCE

Volume 8 | Issue 02 | February 2018

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WRITE TO THE EDITOR Please address your letters to: Editor, Manufacturing Today, 898 Notan Plaza, 3 floor, Turner Road Bandra (West), Mumbai - 400050 or send an email to jayashree.mendes@itp.com rd

Please provide your full name and address, stating clearly if you do not wish us to print them. The opinions expressed in this section are of particular individuals and are in no way a reflection of the publisher’s views.

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FEBRUARY 2018 | Manufacturing Today

Published by and © 2018 ITP Media (India) Pvt Ltd RNI No: MAHENG/2011/37959

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DIRECTOR'S NOTE

THE YEARS OF LEARNING

Sanjay Bhan

IT HAS BEEN A MOMENTOUS JOURNEY OVER THE past seven years. We recall this especially today as we celebrate seven years of Manufacturing Today with this issue. The manufacturing industry may be the largest revenue generator in most parts of the world. But few people within the sector are willing to let the others know and shout out this fact. They are willing to work their shifts quietly. Coming back to the magazine, Manufacturing Today has formed fruitful associations with the industry, and who over the years have become our esteemed readers, contributors, and advisors. The knowledge sharing has made us more vulnerable to understand and bring in the best content that is readable and liked. The anniversary issue is also an opportunity to showcase our strength, initiatives, and speak to the most promising companies and people in the manufacturing arena. The important functions in a manufacturing set up demand much out of the functions that we have outlined. We have tried to put that perspective from the various function heads and their contribution and ideas. As British inventor and industrial designer Sir James Dyson rightly put it: Manufacturing is more than just putting parts together. It’s coming up with ideas, testing principles and perfecting the engineering, as well as final assembly. That gives you the sense of the endless journey of man. Your feedback and support will always make us to do more as we move ahead.

Sanjay Bhan Director sanjay.bhan@itp.com

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FEBRUARY 2018 | Manufacturing Today

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ADVISORY BOARD Our distinguished advisory board has been assembled to help guide Manufacturing Today to become even more representative of its community. Members have been invited from the highest levels of the industry to ensure that the magazine continues on its path of success.

Aman Chadha, Chairman, EEPC India (Also MD, Nikko Bearings)

Anant Sardeshmukh, Executive Director, General, MCCIA

Kishore Jayaraman, President, Rolls-Royce South Asia

Manish Kulkarni, Director – Strategy & Business Development BDB India

N Tarachand Dugar, President, All India Manufacturers’ Organisation (Also chairman, Dugar Group)

Pradeep Bhargava, Director, Cummins India

Raj Singh Rathee, Managing Director, KUKA Robotics India

Rajesh Nath, MD & CEO, German Engineering Federation (VDMA), India

Robindranath Som, President, Nickunj Eximp Enterprises

Satish Jamdar, Chief Mentor and Advisor, American Vision

SM Bhat, Managing Director, Ador Welding

Dr. Wilfried G Aulbur, Managing Partner, India, Chairman, Middle-East, Head, Automotive Asia, Roland Berger Strategy Consultants

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NEWS KEY HAPPENINGS

GOVERNMENT URGES MFRG SECTOR TO HAVE MORE BEHAVIOURAL SAFETY CODES the ILO to avoid industrial accidents," Ministry of Labour, Factory Advice Service and Labour Institutes (FASLI) director general Avneesh Singh said. Singh said as of now only 43 codes have been recognised out of the total 188 codes stipulated by the ILO. The Behaviour Based Safety (BBS) is in very initial stage and will require more time for its implementation in various sectors of the Indian economy, Singh added. Within the last few years, the implementation of BBS has gone up considerably and as of now around 10,000 units belong to various sectors of indusOnly 43 codes have been recognised out of the total 188 codes tries in the country have adopted the stipulated by the ILO. BBS. The government should include the BBS into skill development programme. The BESAFE has also given 12 BBS corpoThe government has urged the manufacturing sector to implement more number of Behav- rate recognition awards and 29 certificates to ioural Safety Codes as recommended by the its BBS ambassadors. The awardees from the Indian corporates International Labour Organisation (ILO) to avoid include GAIL, Adani Ports, Afcons Infrastrucindustrial accidents. "The government is taking a more positive ture Ltd, Bajaj Auto, Indian Oil Corporation Ltd approach towards industrialisation and urges (IOCL), Jindal Steel Ltd, L&T, Tata Projects, the industry to implement more number of Sterlite Power, Volkswagen India, Vedanta Ltd, Behavioural Safety Codes recommended by and HPCL.

CABINET APPROVES MOU BETWEEN INDIA AND ISRAEL FOR COOPERATION IN OIL & GAS SECTOR The Union Cabinet chaired by Prime Minister Narendra Modi has approved the signing of an MoU between India and Israel on cooperation in the oil and gas sector. The signing of the MoU assumes importance as it comes close on the heels of Israel's announcement of granting oil exploration license to a consortium led by ONGC Videsh (OVL) with Bharat PetroResources, Indian Oil and Oil India as other partners. "The MoU is expected to provide impetus to India-Israel ties in the energy sector. The cooperation envisaged under the agreement will facilitate promotion of investments in each other's countries, technology transfer, R&D, conducting joint studies, capacity building of human resources and collaboration in the area of start-ups," an official statement said.

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FEBRUARY 2018 | Manufacturing Today

Indian state firms' decision to bid for Israeli fields came following a diplomatic push between the two countries to strengthen ties in various areas. A visit by Prime Minister Narendra Modi to Israel in June was followed by a visit in August by a delegation comprising Oil Ministry officials and state firms' executives to the Middle-East nation. The companies then evaluated the Israel's invitation to participate in the exploration round and decided to bid. The winners would get an exploration license for three years, which can be extended by additional three years if the licensee has implemented the work plan and commits to carry out drilling during the extension period. A license holder has to deposit a guarantee of $2.5-10 million.

M&M LAUNCHES A NEW VERSION OF ITS KUV100 The original KUV100 was launched in January 2016 as Mahindra’s entry-level model for the booming compact-SUV/rugged hatchback segment. It failed to have much of an impact in the market. Mahindra changed this with the newly launched KUV100 NXT. Mahindra and Mahindra revealed the all new KUV100 NXT days before Diwali starting at Rs 4.39 lakh. The top-end variant will be available at Rs 7.33 lakh. While the engine options remain unchanged on the 2017 Mahindra KUV100 NXT, the company claims to have improved the engine dampning and NVH levels. Both the engines come coupled with a five-speed manual transmission. Automatic transmission for both the variants is also in the offing.

TATA MOTORS ROLLS OUT ESC TECHNOLOGY IN ITS M&HCV RANGE Tata Motors is deploying various safety technologies like electronic stability control (ESC) in its medium and heavy commercial vehicles (M&HCV). Besides ESC, the company is ready with automatic traction control (ATC) and hill start aid (HSA) safety technology for the range of trucks and buses. Developed in partnership with Wabco India, these technologies enhance road safety and efficiency of CVs. "The introduction of new safety technologies reiterates our commitment to strengthen the safety of our products and introduce future technologies, ahead of time," Tata Motors head, CVs Girish Wagh said. Tata Motors is the first OEM in India to deploy ECS technology in all its M&HCVs. ESC shall be available on models like Prima Tractors 4025.S, 4925 and Trucks 2523T, 3123T and 3723T and Signa LPS 4018 and LPS 4923 as well as LPT platforms of 25T, 31T and 37T.

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INTERVIEW HAVELLS INDIA

LEADING LIGHT

AJAY SARAF, BUSINESS HEAD, PROFESSIONAL LIGHTING, HAVELLS INDIA, SHINES THE SPOTLIGHT ON HOW THE COMPANY’S STRONG MANUFACTURING SETUP AND INNOVATIONS ARE HELPING IT CLIMB ITS WAY TO THE TOP.

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INTERVIEWED BY MITALEE KURDEKAR

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1. Havells' state-of-theart facility at Neemrana, Rajasthan. 2. Ajay Saraf

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Havells has made quite a mark in the lighting segment, with a formidable presence in both the consumer and industrial segments. What has been the key to this growth? Havells India is a Fast Moving Electrical Goods (FMEG) company with an extremely strong global presence, thanks to our philosophy of Make in India, extensive distribution network and world-class quality. We started our journey in the lighting sector in 2004 and, today, we have emerged as one of the fastest growing lighting companies in India. One of the biggest contributors to our growth is our state-of-the-art in-house manufacturing facility for lighting fixtures in Neemrana, Rajasthan, as well as the fact that we are providing end-to-end value-formoney, innovative solutions to our customers. We have developed expertise and provide solutions for application areas like retail, hospitality, healthcare, indoor commercial, landscape, street, façade, and many more. We have evolved into a Smart Lighting Solutions provider by introducing IoT into our prod-

FEBRUARY 2018 | Manufacturing Today

uct basket. Another reason for our success and rapid growth is our people, who work towards bringing about this transformation, and creating success. Innovation is vital in the lighting industry. How do you decide on the tools and budgets to employ for R&D and developing new products and services? We have a Centre for Research & Innovation (CRI) and a marketing team that constantly keep looking at trends in the global market and understand which technology will be more apt and beneficial to our customers. At Havells, we believe in offering products and solutions that the customer is looking at rather than offering what we have in our portfolio. As lighting is getting integrated and connected with electronics and software, many IoT-related products and solutions are being developed and offered. To cater to these requirements, we have put in a great focus on putting the right kind of people on the job, in order to integrate these technologies with

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INTERVIEW HAVELLS INDIA

4

with customers & dealers at its core. Given the exponential pace of change around us, the customer is becoming more quality conscious than ever before. At Havells, the quest for continuous improvement in products and services is supported by: stateof-the-art plants supported by latest technologies; factories working on a Zero Defect Zero Effect philosophy; ISO certifications for quality management, environmental management & OHSAS; IT-enabled processes & systems; ensuring a cultural transformation through a highly motivated workforce; supplier capability enhancement through standardisation and hand-holding; and flawless product introductions. How do you look at investments in terms of automation, machinery, etc. in your company? Over the years, we have made huge investments in developing a world-class manufacturing setup. These are in the field of expanding manufacturing capacities, bringing automation in many aspects of manufacturing, specialised machinery, laser cutting for aluminum & steel, powder coating, etc. Currently, we have 70% utilisation of our factories and we are well equipped to take care of a steep rise in demand.

3

our products & solutions. We are spending heavily on tools, design & development, technology induction, and many more areas. What are some of the factors you look at to continuously improve quality processes? Quality has been the foundation of Havells’ ecosystem

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As far as the lighting division is concerned, what are Havells’ plans for 2018? We are targeting multiple areas this year. One critical area is the specifier segment, which would cover architects, consultants and designers. The biggest USP we have vis-a-vis competition is our own manufacturing, which gives us an ease for quick turnaround time to develop and deliver new and customised products, within a short span of time. Moreover, the range we have in our portfolio now is best-inclass, both on the functional as well as the aesthetic front, making it the first choice for specifiers. Besides this, we are also bringing in connected smart lighting for outdoor & indoor spaces, and are a big player in both these spaces. Finally, we are also getting into Tuneable Dynamic Lighting for indoor as well as outdoor spaces, which will give Havells an extra edge over competition.

3. The Centre for Research & Innovation (CRI) at Havells is responsible for coming up with innovative products such as the Mondo. 4. The Destello application by Havells.

Manufacturing Today | FEBRUARY 2018

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VOICE OF THE VANGUARDS

PIONEERING PROFESSIONALS FROM LEADING MANUFACTURING COMPANIES DIVULGE THEIR STRATEGIC PLANS FOR 2018. BY JAYASHREE MENDES & MITALEE KURDEKAR


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Think of manufacturing, and machines at work in an industrial environment come straight to mind. It is seldom that we first associate the sector with its people. The 7th Anniversary Issue of Manufacturing Today challenges that notion. Having worked closely with some of the best names in the business, we recognise just how intrinsic people are to the manufacturing process. Even as machines make products, it is the company’s employees that are behind the genesis of these products, in the first place; and it is they who later ensure that these goods – and countless other resources – reach their full potential. It is also this very human interface that helps firms innovate, optimise, strategise, and ultimately succeed. Hence, with this issue, we chose to bring these individuals to the fore. However, to do so, we have had to reach deep within organisations – from boardrooms to factories, and laboratories to innovation centres. It was an uphill task, but we are richer for having persevered. In essence, we approached India’s leading manufacturing companies across industry verticals, in an effort to learn about their recent experiences and their plans for 2018. In order to get a holistic picture, we engaged with various functional heads, including CEOs, CTOs, Plant Heads, Supply Chain Heads, R&D Heads, and Quality Heads, who, we must admit, have been quite forthright in sharing their views with us. As a result, this edition is packed with countless ideas and first-hand accounts, which are sure to benefit anyone who reads through the issue. These industry experts have offered their take on varied subjects, including the advent of technology, smart investments, cost optimisation, R&D efforts, quality focus, plant efficiency, and future strategies. All things considered, there is sure to be some learning for everyone. Having said that, we are all aware that the past year saw technology disruptions and policy changes playing havoc, yet it is also true that manufacturers thought on their feet to stay on top. That is a skill set that no robot or automation can overthrow, instead one that can only be further enhanced for the benefit of companies. And it is such abilities that will see manufacturing companies through testing times and onto greater successes, more so now as India makes a play for the top spot in the global manufacturing hierarchy.


COVER STORY LEADING MANUFACTURING COMPANIES

CEO SPEAK It helps when manufacturing companies talk about what they do, how they do, and why they do. The CEO is expected to boost morale with talks (and actions) and build a shared sense of purpose among people of different ages and skills. Offering employees a sense of purpose and meaning can help in overall development of people and the company. CEOs possess leadership qualities and alongside they must create such abilities in their employees. A leader must stand out if people are to follow him.

Jayakumar Krishnaswamy, MD

“Everything we do is driven by an unwavering focus towards our customers, a deeply embedded commitment to sustainability leadership, an insatiable appetite for innovation and a passionate approach towards community wellbeing,” states Krishnaswamy. At AkzoNobel, the focus has been on long-term objectives through investment in strengthenAkzoNobel has ing brands, R&D, a constant and a distribution expansion and capability robust innovation building. In the last pipeline. 3-5 years, close to about 10-12% of their growth has been through new products.

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FEBRUARY 2018 | Manufacturing Today

“We have a constant and a robust innovation pipeline,” proclaims Krishnaswamy. Speaking on his personal learnings as CEO, Krishnaswamy says, “It has been an interesting journey with AkzoNobel so far. The biggest and the key learning is that understanding the consumer and providing them with sustainable solutions is crucial for a successful business. As the leading paints and coatings manufacturer in the world, we at AkzoNobel ensure that we are always one step ahead of our customers’ needs by constantly monitoring emerging social and economic trends around the world. We study trends because we want to be at the cutting edge of what consumers want."

CHEMICALS

AKZO NOBEL INDIA

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COVER STORY LEADING MANUFACTURING COMPANIES

HEAVY ENGINEERING

BHEL

ALSTOM

Atul Sobti, CMD

Alain Spohr, MD, India & South Asia

The challenge is to navigate technology while preserving the human touch.

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Bharat Heavy Electricals Limited (BHEL) has won a prestigious order for setting up a 660MW coal-based thermal power project with supercritical parameters in Maharashtra. Valued at over Rs 2,800 crore, the project would be set up as an expansion project (Unit 6) of Maharashtra State Power Generation Company (Mahagenco)’s Bhusawal Thermal Power Station (TPS) in Maharashtra. In another news, after being delayed for nearly 11 years, work on the Udangudi Super Critical Thermal Power Project is set to begin. The estimated Rs 100-billion project, to be funded by Rural Electrification Corporation (REC), will be executed by BHEL in 42 months. REC Ltd has agreed to support the project, with a financial assistance of Rs 105 billion to set up the 1,320MW Udangudi Stage-1 power project. BHEL has won an EPC contract worth Rs 73 billion in an international competition bidding for installing Supercritical Thermal Power Project (TPP). Similarly, construction of the state-V 800MW unit of the Dr Narla Tatarao Thermal Power Station (NTTPS) is going on at a brisk pace. It is likely to be commissioned by early 2019 as the Boiler, Turbine and Generator (BTG) and the Balance of Plant (BOP) work has been expedited by BHEL and the BGR Energy Systems Limited (BESL) respectively. The shell of the natural draft cooling tower will be ready by the end of 2018. Construction of NTTPS’ 800MW unit and the one of equal capacity at Damodaram Sanjeevaiah Thermal Power Station at Krishnapatnam is going in tandem, the latter being executed by the Tata Projects.

HEAVY ENGINEERING

For their sector of expertise, Alstom views India as a market of immense opportunities. “The growing urban population in the country opens up huge opportunities for us in helping develop mobility solutions and in the field of space-making for cities. As an employer, the talent pool in India is rich and diverse in terms of knowledge and skill. Along with delivering on the prestigious projects already underway, our focus in 2018 is to invest in leveraging these available resources and opportunities to strengthen our footprint in India and develop it as a base for innovation and manufacturing for our customers worldwide,” points out Spohr. Alstom believes that the way forward to smart, sustainable future in mobility lies in boosting innovation to increase differentiation, investing in competitivenessoriented technology and in optimising customers’ total cost of ownership. “What is interesting to observe in these times of technology and disruptive innovation, is that in spite of a rise in investment in the field of leadership development, statistics show a rise in attrition in key leadership positions across the world. Globalisation and technological advances now demand a fresh leadership format that is able to manage heightened anxieties. The challenge is to be able to successfully navigate technology while preserving the human touch,” admits Spohr. In addition, adaptability and transparency are other assets that he finds extremely valuable, going on to add that, “Leaders must walk the talk and lead by example.”

After delay of 11 years, work on the Udangudi SCTTP is set to begin.

Manufacturing Today | FEBRUARY 2018

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

BMW GROUP INDIA Vikram Pawah, President

Today, BMW India is a fast growing luxury car manufacturer in the country. It has achieved this radical growth as a result of an all-round strategy, a resolute approach in its implementation and absolute commitment to customers and their needs. BMW India started last year by shaping its strategy for the next three years under a new umbrella – Power to Lead. The company sincerely In 2018, it believes that ‘Power plans to go on a to Lead’ is a promise product offensive to create an impact with all three – clearly discernible brands. and measurable. As it started out on implementing this strategy, it was confronted with various challenges due to ambiguity and instability in the regulatory framework.

With an agility and preparedness, BMW Group delivered its best sales performance in India till date with a remarkable annual growth of 25%. The future strategy for India includes new directions, methodologies and prioritisation to become the most desirable premium automotive brand. How it gears up for the next 10 years will define its future. In 2018, it has a clear agenda drawn out and at the top is its goal to increase the overall market size. In 2018, the company plans to go on a product offensive with all three brands. This began at the Auto Expo and will be carried forward throughout the year with the launch of most-awaited products in the Indian luxury vehicle market. It also plans to grow its dealer network, developing not just number of touchpoints but the highest standards in future retail.

BOSCH LTD

Dr Andreas Wolf, Joint Managing Director

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FEBRUARY 2018 | Manufacturing Today

knowhow gained from one plant to other locations. That way collaboration of the plants happen on a global level," he says. Bosch’s Chakan plant has achieved a quality level close to zero defects. Not only that, it has also recorded high customer satisfaction apart from seeing significant increase in productivity. In the near future, the plant will look to implement Industry 4.0 solutions for preventive maintenance, energy management and even for the training of shop floor associates along with the possibility of linking factory systems to business applications. His goal is to ensure that all the 17 plants in India achieve operational excellence, work deftly on the Bosch Production System (BPS), and engage in Industry 4.0 and smart manufacturing.

AUTOMOTIVE/AUTO COMPONENTS

Dr. Andreas Wolf prefers to call the company as a supplier of technology and services or the 'Internet of Things' company. India is the biggest hub, outside of Germany, where 18,000 work on areas related to R&D alone. With 10 legal entities, 17 manufacturing locations and 1,500 business partners, the conglomerate expects to grow at a CAGR of 6-8% in one of the fastest growing Bosch’s economies in the world. That's how important Chakan plant India is to Bosch. has achieved a "We have several quality level close plants globally, from to zero defects. automotive to packaging to electronics to power tools and security systems. It's important that we transfer the

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AEROSPACE

COVER STORY LEADING MANUFACTURING COMPANIES

Gopal Singh, Interim Chairman & MD (CMD)

Dr Sudhir Mishra, CEO & MD

The company is working on another superior variant of LACM.

BrahMos Aerospace, the makers of BrahMos supersonic cruise missile, which completes 20 years on February 12, has many firsts to its credit. It is the first successful JV between India and Russia; it has met manufacturing and delivery timelines; it has been accepted by all three defence services — the Navy, Army and the Air Force; with its supersonic speed of 2.8 Mach, it is difficult to intercept; given its speed, weight and accuracy, its enormous kinetic energy would blow depth targets to smithereens, making it a strategic weapon with conventional warheads; with India joining the Missile Technology Control Regime club, its advertised range of 290km can be increased to 600km and so on. BrahMos Aerospace is currently working on the development of yet another superior variant of BrahMos LACM which would have a “near vertical dive and surround attack” capability. The new BrahMos Block-IV, as it would be called,will have the power to strike off an enemy position from top, at an angle of 900, thus rendering immense flexibility to the Army’s combat potentiality. India is set extend the range of BrahMos cruise missile to 800 kilometres and test the new variant by the end of this year. Countries which are not members of the MTCR are not allowed to purchase or jointly produce missiles with a range of more than 300km with countries inside the club. The effort to arm IAF’s upgraded MiG-29s, Rafale jets and Indian Navy’s MiG-29Ks are also underway.

FEBRUARY 2018 | Manufacturing Today

CIL aims to produce one billion tonne of coal by 2022.

The state-owned mining company, Coal India Limited (CIL), is currently headed by Gopal Singh. The post is so sought after that as many as 35 public sector employees, bureaucrats, officers belonging to the armed forces and private companies recently expressed interest for the position of CMD. Even as acting CMD, Singh has his work cut out for him. CIL has a projection of producing one billion tonne of coal by 2022. In fact, the company produced 554.14 million tonne of coal in 2016-17. “Hike in coal production in the last three years has helped mining major CIL save Rs 25,900 crore in foreign exchange,” according to Gopal Singh. Coal imports are said to have accounted for 25% of the country's total coal consumption in 2015-16, and 23% in 2016-17. Coal stock in at least over a dozen thermal power plants in the country has turned critical, according to a recent report by the Central Electricity Regulatory Commission. Singh has stressed on swift exploitation of domestic fossil fuel reserves in order to meet future demand and reduce the dependence on imports. "The large planned new coal-based thermal capacity is likely to put pressure on coal resources. Coalbased power generation capacity of 125 GW in 2012 is likely to go up to more than 330-441 GW by 2040 (192 GW in FY 2017). The demand for these plants is likely to be first met by domestic coal, which will require quick exploitation of our reserves. Import dependence in oil and gas is understandable, given the poor reserves we have, but import dependence on coal – particularly non-coking coal – is something that can be addressed by swift exploitation of domestic coal reserves," believes Singh.

ENERGY/ PETROCHEM/ POWER

26

BRAHMOS AEROSPACE

COAL INDIA LIMITED

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

FORCE MOTORS Prasan Firodia, Managing Director

Year 2017 was a very eventful one for Force Motors. The company successfully handled the turbulence in business arising successively from demonetisation, transition to GST and preparing for the full transition to the BS-IV standard of emission, for the full range of vehicles made by the company. A number of new product development projects have been taken up The R&D and are being strongdepartment has ly pursued. The R&D been re-organised department has with a matrix been re-organised structure. with a matrix structure - for project leadership and programme management. As industry players, Force Motors continues to expand the manage-

ment band width, the skill set, the knowledge bank, and the infrastructure and equipment for these R&D programmes, in a balanced manner. The customer touch points for service have systematically been increased over the last couple of years, and ambitious targets fixed for further expansion. The programme for fielding BS-VI vehicles and engines by 2020 is now strongly under way. Dedicated facilities and fully equipped high tech laboratories - for engine and vehicle development - for complying with the BS-VI regulations are commissioned and operative. Dedicated teams of highly qualified engineers are specifically engaged in carrying out this development at our plants. The company looks forward with confidence to achieving the transition in an organised and smooth manner.

GAIL (INDIA)

BC Tripathi, Chairman & MD (CMD)

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FEBRUARY 2018 | Manufacturing Today

GAIL recently commissioned India’s second largest rooftop solar photovoltaic (PV) power plant at its Petrochemical Complex at Pata in Uttar Pradesh. The 5.76 mega watt peak (MWp) solar plant is spread over the roofs of warehouses, and covers a total roof area of 65,000m2. Given the expected plant load factor of around 15% annually, over 79 lakh KWh of electricity is targeted to be generated for captive use of India’s largest gas-based petrochemicals plant. This captive solar photovoltaic initiative by GAIL shall help India achieve climate goals under COP21. GAIL’s solar rooftop project is also a step forward under Make in India, with Indian vendors entrusted for manufacture, supply and execution.

OIL & GAS

GAIL has re-negotiated a 20-year long-term LNG Sale and Purchase Agreement (SPA) with Russia’s Gazprom Marketing and Trading Singapore. The deal was signed in 2012 to procure 2.5 million tonnes annually, and the supplies are expected to start in the second quarter of 2018. On the agreement, Tripathi says, “This deal is a GAIL step for GAIL to divercommissioned sify LNG portfolio by India’s second spreading price reference indices across largest rooftop multiple geographies solar PV power so as to provide conplant. sumers greater flexibility in service.” In another achievement,

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Team Competition on Safety Best Practices Konecranes and Manufacturing Today magazine have, together, conceptualised a safety competition for manufacturing professionals. This is a knowledge-based platform for manufacturing professionals to share their innovative ideas that have improved productivity and effectiveness in operations. The day-long event would feature case studies by teams from various manufacturing companies.


AGENDA: DAY 1

AGENDA: DAY 2

Safety competition for suppliers and contractors – presentations by 8 finalists on safety improvements carried out by suppliers, subcontactors and service contractors.

Safety competition for the manufacturing sector – presentation by 10 finalists on safety improvements carried out by various industries.

The winning team will recieve a prize of Rs 50,000 and a trophy.

The winning team will recieve a prize of Rs 75,000 and a trophy; while the runners up will be rewarded with Rs 25,000 and a trophy.

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AEROSPACE

COVER STORY LEADING MANUFACTURING COMPANIES

Sanjiv Singh, Chairman

T Suvarna Raju, Chairman & MD (CMD)

HE-MRO will set up the necessary infrastructure at the plant in Honda.

Hindustan Aeronautics Limited (HAL) very recently carried out the first flight of Light Combat Helicopter (Technology Demonstrator-2) with an in-house developed Automatic Flight Control System (AFCS) for the first time in India. The maiden flight was faultless and flew for about 20 minutes with the engagement of the system throughout. “The development of indigenous AFCS is a HALfunded project, and will replace the high-value imported system,” says Raju. The AFCS is a digital four-axis flight control system, which is capable of performing the control & stability augmentation function and auto-pilot modes of helicopters. Raju points out that the indigenous development of the hardware, software and control law is a fully in-house effort by HAL R&D centres – RWR&DC and MCSRDC at Bengaluru, SLRDC at Hyderabad and the Korwa Division. In addition, with the Goa Industrial Development Corporation (GIDC) approving the transfer of an industrial plot to HAL, Helicopter Engines MRO (HEMRO), the joint venture formed between French aerospace firm Safran Helicopter Engines and HAL will go on to set up the necessary infrastructure at the plant in Honda, according to Raju. HAL and Safran Helicopter Engines will each invest Rs 21.25 crore during the initial stage in order to start the maintenance and repair facility, given that each firm has a 50:50 stake in the joint venture.

FEBRUARY 2018 | Manufacturing Today

IOCL’s new technology converts C-4 to high-octane gasoline.

Indian Oil Corporation has successfully commissioned Octamax Unit at its Mathura refinery by using state-of-the-art refining technologies developed by its own R&D centre. IOCL’s modern technology converts C-4 streams from catalytic cracker and/or Naphtha cracker units to high-octane gasoline (petrol) blending stream which complies with stringent fuel quality norms. The technology once again showcases the technical prowess of IndianOil in meeting the BS-VI fuel quality norms through indigenous efforts. In another news, the Andhra Pradesh Government permitted IOCL to lay an underground pipeline and Optical Fiber Cable (OFC) duct for transporting petrol, diesel, aviation turbine fuel and kerosene from Paradip refinery in Odisha to its depots at Berhampur, Visakhapatnam, Rajahmundry, Vijayawada and Hyderabad by crossing the Polavaram left main canal, Thota Venkatachalam Pushkara lift irrigation scheme and Surampalem reservoir at various locations. IOCL is resuming operations at its polyethylene (PE) plants at Panipat in northern India. The plants are likely to be brought on-stream following a maintenance turnaround in mid-August 2017. Located at Panipat in the northern Indian state of Haryana, the PE plant comprising of high density polyethylene (HDPE) line with a production capacity of 300,000 mt/year and HDPE/linear low density polyethylene (LLDPE) swing line with a production capacity of 175,000 mt/year. IOCL has reported near doubling of third quarter net profit to Rs 7,883 crore on back of higher refining margins and inventory gains.

OIL & GAS

32

HINDUSTAN AERONAUTICS LIMITED (HAL)

INDIAN OIL CORPORATION (IOCL)

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

JAGUAR LAND ROVER Rohit Suri, President & MD

Tata Motors-owned Jaguar Land Rover is ready with electric vehicles (EV) in its global portfolio but bringing them to India will depend on the EV policy. The company will wait for wider availability of BS-VI fuel in India before rushing them to launch vehicles complying with the stricter emission norm. India is looking at 100% EV for public transport and 40% of personal India is looking vehicles by 2030. at 100% EV for Last month, it launched the 2018 public transport by version of its Range 2030. Rover Evoque Landmark Edition in India priced at Rs 50.20 lakh. The vehicle is powered by a 2-litre Ingenium diesel engine. It has features such as WiFi hotspot, keyless

entry and powered gesture tailgate as standard on all variants. It also launched the new Velar, a road-focused SUV in India. On offer are three engine options – a 179hp, 2.0-litre diesel, a 250hp, 2.0-litre petrol and a 300hp, 3.0-litre V6 diesel motor. The former two come in eight trims, while the latter comes in nine variants. With 3,954 units sold during this period, Jaguar Land Rover India reported a sterling performance, buoyed by a new and competitively priced model range, world-class retailer footprint and enhanced service and brand experience programmes for consumers. Contribution to this growth came from almost all model lines of Jaguar Land Rover, starting with the XE, followed by the XF, F-PACE, Discovery Sport and Range Rover Evoque.

JCB INDIA

Vipin Sondhi, MD and CEO

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FEBRUARY 2018 | Manufacturing Today

To fully leverage this opportunity, JCB introduced a wide range of innovative and intelligent road construction machines. “We are hopeful that 2018 will be an exciting year for the ICE industry as the Government has announced many large-scale infrastructure projects such as Sagarmala, Bharatmala, Jal Marg Vikas, Smart Cities and AMRUT housing, which, once implemented, will create a demand for construction equipment. Additionally, expressways, diamond quadrilateral, dedicated fleet corridors and river linkages have also been mobilised across the country. Thus, we seem to be well set to accelerate and leverage the opportunities available today,” states Sondhi.

AUTOMOTIVE/AUTO COMPONENTS

The Indian Construction Equipment (ICE) industry, after a four year downturn from 2012-13, has revived to earlier levels in 2016-17, and this growth has been primarily driven by the roads and highways sector. In keeping with this, 2017 was a positive year for JCB India as they crossed their previous best high of 2011. Announcement Recently, and implementation JCB introduced of big ticket infraa wide range of structure projects road construction led to a favourable machines. increase in the demand of large scale machinery, particularly in the road construction sector.

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NC4 non-contact tool setting system Reduce tool setting times by up to 90% and reduce scrap caused by setting errors

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

VC Sehgal, Chairman

Ashish Gupta, CEO

Innovations executed in other places also offer perspective to the team.

Automotive companies have it the toughest. They are constantly required to innovate and R&D is one of their strongest forte. There is a constant requirement to invest in new technologies so that demands of OEMs can be met. Moreover, one of the regular demands from OEMs pertains to weight and emission reduction. Auto components companies can achieve their targets only when OEMs find that the Tier-I is innovating and investing. The Tier-I companies are serious about investing in technology and there are regular innovations coming from them, each time an OEM announces plans to launch a new model. As an auto component player, Magneti Marelli Talbros garners much insight into the industry when the company hears success stories. Innovations executed in other places also offer perspective to the team. Magneti Marelli Talbros Systems takes prompt action when it sees opportunities in the market in terms of innovations and technology. In the chassis business, the company works on two aspects. One is weight reduction, which is the topmost target, while the other is ensuring passenger comfort or safety. The company spends it time trying to innovate and offer solutions keeping these things in mind. Then there is the cost. Tier-I companies are required to work within a budget and offer better value engineered products.

FEBRUARY 2018 | Manufacturing Today

MSSL is planning to invest around Rs 15-18 bn and set up facilities near Chennai.

There's no stopping VC Sehgal who is known to globe-trot to numerous destinations around the world seeking lucrative deals that will help him expand his portfolio. Last month, Samvardhana Motherson International (SMIL), the promoter group entity of auto component maker Motherson Sumi Systems (MSSL), acquired 100% stake in MS Global India (MSGI) from Korea based MS Group. In another big news, MSSL, the flagship company of the $9.5 billion Samvardhana Motherson Group, is planning to invest around Rs 15-18 billion and will also set up new facilities near Chennai. The company is on the last leg of completing its Rs 20 billion capex for the current fiscal and during 2018-19, the company is planning to invest around Rs 15-18 billion. In order to derisk the business, MSS has chalked out a 3CX10 strategy, under which no single customer, country or component would make up more than 10% of the company's total turnover in 2020, against 15% currently. Today, MSS is present in 27 countries and hopes to have a footprint in 60 within the next five years. The company's initiatives in evolving new solutions for its customers were largely met through its acquisitions. MSS is also working closely with customers to make sure that they are ready for whatever disruption occurs such as electric vehicles. PKC Group's acquisition has helped the company to be “EV ready".

AUTOMOTIVE/AUTO COMPONENTS

36

MAGNETI MARELLI TALBROS CHASSIS SYSTEMS

MOTHERSON SUMI SYSTEMS (MSSL)

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OIL & GAS

COVER STORY LEADING MANUFACTURING COMPANIES

ONGC

Shashi Shanker, Chairman Last month, ONGC created news when it announced that has bought the government's entire 51.11% stake in oil refiner Hindustan Petroleum Corporation (HPCL) for Rs 36,915 crore. Through this acquisition, ONGC becomes India's first vertically integrated 'oil major' company, having presence across the entire value chain. The integrated entity will have advantage of After 30 having enhanced years, ONGC capacity to bear is set to open a higher risks and sedimentary basin take higher investin Kutch. ment decisions etc. Consolidation of all the downstream units of state-run explorer ONGC under HPCL post the merger of the two companies will help streamline operations

and bring efficiencies. In another news, state-owned ONGC, after a gap of over three-decades, is set to open a new sedimentary basin in the country as it puts Kutch offshore on the oil and gas map of India. Kutch would be India's eighth sedimentary basin. ONGC had previously opened for commercial production six out of India's seven producing basins. Cauvery was the last Category-I producing basin which was discovered in 1985. Early this month, ONGC organised the first oil & gas field crisis management workshop for Indian E&P industry at Delhi. The aim of the workshop was to provide a platform for quick response of field crisis and to showcase capabilities to deal with oil field crisis situations. ONGC is the only Indian E&P company having its own Crisis Management Team.

OTIS INDIA

Sebi Joseph, President

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FEBRUARY 2018 | Manufacturing Today

apps, IoT and operational excellence to enhance customer experience and accelerate business productivity. Otis has developed and is accelerating efforts to expand the use of service apps being developed by field teams. These new tools enable field employees to be more efficient, source information faster, develop even stronger ties with the customer and see a problem before it becomes one. Through IoT and more connectivity, Otis is giving customers more transparency, more information and a streamlined faster process to reach Otis, while maintaining and advancing the personal relationship they strive for. With this, they are also working on making their service delivery faster and more convenient.

ELECTRICALS

“Customer satisfaction motivates us to invest in developing new innovative products and technology. Our engineers are working to develop the next generation of elevators. This new generation will for the first time connect manufacturing to installation to service,” says Joseph. Otis is transforming its service business – globally – to incorOtis is porate smart, contransforming nected technology its service that delivers proacbusiness – tive, quick and effecglobally. tive diagnostics and repairs. The transformation is an investment in digital tools, mobility solutions,

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All-Around Protected Touch Probe The TS 460 touch probe from HEIDENHAIN helps you in workpiece setup and measurement in the machine tool’s working space. One innovation is the mechanical collision protection between the touch probe and taper shank: in the event of a light collision of the TS with the workpiece, the adapter allows the touch probe to yield. At the same time, the control stops the probing process. Neither the probe nor the machine suffers damage. At the same time, the collision protection adapter also functions as a thermal decoupler, protecting the touch probe from excessive heating through the spindle during very long or intensive probing processes.

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FMCG

COVER STORY LEADING MANUFACTURING COMPANIES

Kishore Jayaraman, President, India & South Asia

Manish Sharma, President & CEO, Panasonic India & South Asia; Vice President, Appliances Company; and Executive Officer, Panasonic Corporation

Panasonic India is looking to develop India as the hub for innovation.

Panasonic in India is on a growth trajectory with a revenue target of Rs 11,000 crore in FY 17-18. The company is in the process of shifting its focus from being a hardware to a solutions-based company. In line with this strategy, the enterprise business will be a key focus area for 2018, while they are also aiming to maximise revenues from B2B in the next five years. Meanwhile, the appliances business comprising of ACs, TVs, washing machines, microwave ovens etc. continues to be the leading contributor to business revenues, even as they continue to offer innovation through their smartphones range. Strategically, Panasonic India is focusing significantly on R&D to develop India as the hub for innovation for the corporation. Aligned with new-age technologies such as IoT, AI and robotics, Panasonic has established an R&D centre in collaboration with Tata ELXSI, and an Indian Innovation Centre (IIC) in association with TCS, both in Bengaluru. “This fiscal year, we launched two AI-based smartphones, powered with an AI assistant called Arbo,” declares Sharma. As far as his role as the head of the company goes, Sharma is of the opinion that, “In this dynamically evolving environment, a leader must adapt and learn with new-age technologies and the new-age consumers.” He believes that a CEO should not only be well-equipped to understand the technology at hand, but must take a rational decision if the techoffering is the right fit for the organisation.

FEBRUARY 2018 | Manufacturing Today

RollsRoyce has been focussing on accelerating their digital-first strategy.

As a leading industrial technology company, Rolls-Royce will focus on technology to win and influence the market in the year 2018. “We will deliver early stages of our electrical strategy and demonstrate product and system capabilities,” says Jayaraman. Additionally, Rolls-Royce has been focussing on accelerating their digital-first strategy. The aerospace major is following a defined method to achieve this. Their three-strand digital strategy (perfect digital twin, accelerate & amplify data innovation and digital first) transforms the way they have been operating to deliver and unlock more value at a faster pace for customers. What this means is that they will grow their data innovation capabilities, enabled by tangible value improvements in their product, production and performance digital twins. “Continuous learning is a requirement now, as you face new challenges and opportunities, and it cannot be done solely in a classroom. I am a firm believer in having a growth mindset – it’s important to remind yourself that it's alright to fail if you learn from your failures,” Jayaraman proclaims. When asked about some of the new learnings that he is gathering as head of the organisation, Jayaraman is clear in his reply. There are many ways to learn new skills and strategies for managing and leading your team and the most common way is reading, he states, adding that whether it’s great blogs or books, the written word is a powerful way to convey the lessons and insights crucial to leadership.

AEROSPACE

40

PANASONIC INDIA

ROLLS-ROYCE

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PHARMACEUTICALS

COVER STORY LEADING MANUFACTURING COMPANIES

RPG LIFE SCIENCES CT Renganathan, Managing Director

"At RPG Lifesciences, we continue to invest in developing our product pipeline across domestic and international markets. In the domestic market, we will be looking to consolidate our existing product portfolio to capitalise for the next leg of growth while in the international markets we will look to expand across geographies, with a focus on the US market," says It plans to Renganathan. strengthen certain Over the last few years, the company products to create has also invested a brand. in technology to advance its sales force automation, communication as well as manufacturing quality control systems. RPG Life Sci-

ences continues to invest in developing its people and R&D processes, which is the bulwark of its existence. In terms of products, the company plans to look into strengthening its implementation of certain products for which it is seeking to establish its brand presence in the respective segments. For instance, in the domestic market, Renganathan says the company will develop its brand presence in Nephrology segment, which is a specialty area where its aims to progress as a total care company. In an industry which is growing at a steady pace, RPG Life Sciences believes its ability to implement strategies to drive results is critical given the competitive environment in which the pharma sector functions.

STEEL AUTHORITY OF INDIA (SAIL)

Prakash Kumar Singh, Chairman

44

FEBRUARY 2018 | Manufacturing Today

ing the Korean market. It has already won an order for HR coils to Vietnam. The firm exported about five lakh tonnes of steel between April and November 2017 valued at ₹1,400 crore. This marks a 16% growth in value. Traditionally, SAIL has been exporting semi-finished steel such as billets and slabs and also some finished steel products such as plates and HR coils. Destinations include the SAARC countries, Europe and some southeast Asian countries. Of late, India’s largest steel producer has expanded its export product basket to include blooms, CR coils, wire rods, TMT and structurals. The Japanese order is being serviced from SAIL’s IISCO steel plant.

STEEL

Buoyed by a recent order that it has won in Japan, Steel Authority of India Ltd (SAIL) is aiming to increase exports to the country as well as to Korea. The steelmaker has now widened its product portfolio to export finished steel. This is in tune with SAIL’s new marketing policy which aims at increasing its footprint in overseas markets. ReSail's cently, SAIL received product an order for supplybasket now ing 5,000 tonnes of wire rods for include blooms, CR Japan’s Funabashi coils, wire rods, port. The material TMT, etc. will be used for meshing and other purposes. Alongside, SAIL is also explor-

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For SKF, innovation will be a major driver for growth.

“With the government’s push towards Smart Manufacturing, we are all entering a world that is more connected, nimble and responsive. There will be a paradigm shift in the way we do business in the near future. With Big Data, IoT and Industry 4.0, we will all need to understand the needs of our customers better, internalise these requirements,and provide the most appropriate solution that is not just beneficial to the customer, but is also sustainable,” says Joshipura. As far as SKF is concerned, the company is committed to providing industry leading automotive and industrial engineered solutions through its five technology driven platforms – bearings and units, seals, mechatronics, lubrication and services. For SKF, innovation will be a major driver for growth. Of course, to innovate, they will leverage their global competencies in R&D and work collaboratively between teams that have the people expertise. “It is this expertise that allows us to introduce product-level innovations for local markets. To sum it up, innovation, technology, manpower and R&D are all interlinked for organisational success. The organisation needs to have all these strengths working in tandem for a better understanding of the customer’s needs and industry trends,” he adds. Personally, he believes in remaining a student for life. “One can learn from anyone. Today’s connected world offers these opportunities aplenty. The online world lets you learn across geographies and across businesses at your own pace and convenience,” he points out.

www.manufacturingtodayindia.com

SR Mukherjee, CEO

In 2018, the thrust will be to make TAML leaner and efficient.

In 2017, the biggest incentive for TAML is to invest on capital equipment and skill building since the aerospace & defence industry has seen growth in India. However, the main challenge was to encourage skill building for the employees so that the company could see a ramp up in volumes and also consider various new products. This was in addition to the cost reduction initiatives that customers were looking for to make their supply chain more competitive and pass on benefits to the OEMs. Going forward in 2018, the main thrust will continue to be towards making TAML leaner and more competitive and building up skills towards newer technologies. "In addition, implementing digital initiatives on the shop floor towards automated processes in planning, scheduling and monitoring will help us drive down costs by improving efficiencies. We have implemented Automated Planning and Scheduling software across various programmes in our shop which is showing results in meeting customer delivery schedules," says Mukherjee. The company has already started lean implementation in its shop floor through value stream mapping, identifying wastes and paring costs. It wants to act more on these techniques and implement them through dedicated teams. Motivation and retaining the talent pool will be another key initiative. The aerospace industry is looking for shorter time frame to deliver results and this will help agile companies to grow faster in this domain.

COVER STORY LEADING MANUFACTURING COMPANIES

AUTOMOTIVE/AUTO COMPONENTS

Shishir Joshipura, MD and Country Head

AEROSPACE

SKF INDIA

TATA ADVANCED MATERIALS

Manufacturing Today | FEBRUARY 2018

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

VOLKSWAGEN INDIA

Dr Andreas Lauermann, President & Managing Director The Indian automotive industry is well positioned for growth, servicing both domestic demand and export opportunities. Similarly, the Indian market is on its way to become one of the largest automotive markets in the world in a few years. A predicted increase in India’s workingage population is likely to help stimulate the burgeoning market for private vehicles. Rising prosperity, easier Demand for access to finance tech talent to and increasing aflead innovation and fordability is expectoperational work ed to see automowill rise. biles gaining volumes. Volkswagen has a long-term commitment to India with investments over 825 million Euros in its Pune plant alone. The Volkswagen Group is investigating options

for the future, in terms of updated and new products and an increased production capacity for these products if need be. "We have always been an early adopter of technology. Demand for tech talent to lead innovation and operational work will rise in the years to come and we are already preparing ourselves for this. Our focus would be to further increase levels of localisation and continue developing local engineering capabilities for the future," says Dr Lauermann. TED Talks is one of the most influential social platforms times. The varied stories across segments have the ability to open our minds to perspectives of looking at issues and solutions which will hold us in good stead when we strive to inspire troops. Moreover, innovation is something VW focuses deeply on. And the TED Talks drives the innovative thinking deeper.

WALCHANDNAGAR INDUSTRIES

GK Pillai, MD & CEO

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and nuclear power sectors in the years ahead, and therefore would like to build the above mentioned strengths in these areas in 2018. Some key learnings at the leadership level for the heavy engineering sector include a focus on profitable growth rather than pure topline growth; being very selective about commoditised businesses; developing and strengthening internal core competencies (relying less on subcontracting); investing in protecting the organisation from disruptive technological trends such as composite materials, additive manufacturing, etc.; and working towards flatter and leaner organisations – with disproportionate compensation linked to performance.

HEAVY ENGINEERING

“The underlying theme for 2018 is going to be consolidation and setting up a base for future years. In my view, this is a common theme for most of India’s manufacturing sector,” states Pillai. From the standpoint of the heavy engineering sector, he feels that it is the right time to invest in building capable human resources – both at the managerial and operative level. The Optimal Capital Exunderlying penditure in right theme for 2018 businesses, which is going to be will see growth in consolidation. the years ahead, is also being thought of. He sees growth happening in the defence, aerospace

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COVER STORY LEADING MANUFACTURING COMPANIES

PLANT HEAD Production heads are stepping up and donning new hats. And rightly so. With the multitude of new terms seeping into manufacturing (Smart Manufacturing, Industry 4.0, IIoT, among other things), they need to keep up if they are to stay locally and globally competitive. But they continue to watch over and organise the daily operations, and as the line last of defence for quality control, they continue to manage that role as well. In short, they are the CEOs for the plant they manage.

Ravindra Pise, VP (Chakan & Akurdi plants) Challenges like rapidly changing technology, stricter norms, increasing competition and ever demanding customer requirements have become the order of the day. It is therefore essential for the plant head to collaborate with R&D, engineering, quality & supply chain to design, develop and manufacture new products and launch them flawlessly at a faster rate and a competitive price. Lean, in-built Bajaj has been folquality, lowest lowing TPM for long. cost, sustainability The pillar-wise apare being created. proach and systems helps each function to overcome losses and also reduce interface losses and produce zero-defect vehicles. With New Product Development

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System (NPDS) and process feedback of DFA/DFM along with R&D, Bajaj Auto is able to design products faster. Last year, it launched 14 products/variants within six months. It was the first company to launch BS-IV bikes in India. The high quality products are made by well trained line engineers. They have been trained based on CUDBAS (Curriculum Development Based on Ability Structure) and then become process experts. They continuously improve/innovate the process, thus making the entire chain highly productive, quality conscious and cost effective. Bajaj supports its vendors through Vendor Improvement pillar. This is unique if seen from Std 8 pillar structure of TPM. Through this, it shares knowledge, trains them, identify gaps in PQCDSM and carries out improvements.

AUTOMOTIVE/AUTO COMPONENTS

BAJAJ AUTO

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HEAVY ENGINEERING

COVER STORY LEADING MANUFACTURING COMPANIES

Khushru Vakharia, Senior GM, Works, Motors

Order execution follows well defined methodologies.

At Bharat Bijlee, the Motor Division works on the principle of ToC (Theory of Constraints). This means that they take a holistic or global view of the business, and that all functions and processes collaborate closely. The plant’s interaction with R&D and quality assurance is very close. “Order execution and new product development follow well defined methodologies, but we also need to address ongoing product improvement in a structured way; this can get triggered by value engineering or from field feedback, and loop closure involves the entire value chain from vendors to service providers,” explains Vakharia. Recently, by a government notification, the production and sale of any motors other than those designated and certified as energy-efficient was prohibited as of January 2018. This posed an enormous challenge, as production of energy-efficient IE2 and IE3 motors had to scale up from 15% to 100% of volumes. “We were able to manage this transition only by the plant working very closely with R&D and supply chain, as well as the marketing teams,” says Vakharia. In the last two years, there has been more pressure than ever on ensuring on-time order fulfilment, and on improving productivity. However, Bharat Bijlee has been able to improve assembly line efficiencies by: reviewing production processes and eliminating activities that were redundant due to new developments; eliminating bottlenecks to improve material flow; full kitting on assembly lines to ensure full line utilisation to their installed capacity; and providing infrastructure for increased production volumes. This has helped to reduce costs as well as to improve inventory turns.

FEBRUARY 2018 | Manufacturing Today

Abhijit Naik, Head of Operations, BU Pigments, Asia Pacific

Clariant works with customers to develop innovative and effective solutions.

“The proficiency to concurrently design an innovative product with R&D, quality and the supply chain is becoming a key competence in manufacturing companies. As demand, supply, and regulatory conditions constantly shift, companies require a concrete relationship with their supply chain partners to help them navigate market volatility," says Naik. It has become critical to work closely with value partners to generate profitable, value building growth. This entails creating relationships with key suppliers and customers beyond the transactional level to unlock and realise benefits in an end-to-end value chain. R&D and product development efforts are critical to drive direction. Working in collaboration with other members of the supply chain, marketing & sales, allows an organisation to leverage shared resources to drive forward innovation. Simultaneously, the quality and quantity aspects of collaborative innovation can create higher top line revenue performance. Clariant in India thrives on its ability to identify new market trends and works coherently with its stakeholders as well as customers to develop innovative and effective solutions. Furthermore, its efforts heralds a new era of leading edge technologies for the emerging markets in Asia. It aims to leverage the current rapid growth in the region by providing innovative technology solutions to address the hitherto unmet market needs.

CHEMICALS/PAINTS

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BHARAT BIJLEE

CLARIANT

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

CONTINENTAL INDIA

Vivek Devgun, VP, Manufacturing, Continental India & Continental PJ Sdn Bdn Malaysia A combination of various macroeconomic and industry-specific factors like GST had an impact on the Indian tire industry in the past year. However, the volatility seen in 2017 has only strengthened Continental’s resolve to continuously be ready for fast-paced changes in the business environment. In 2011, the comIn pany acquired its seven years, first Indian plant. Continental India “Within a span of seven years, Conhas grown 600% tinental India has in the Indian grown 600% in the market. Indian market,” supplies Devgun. To satiate the needs of the evolving Indian market, Continental

produces a large portfolio of premium tyres. Recently, it introduced an internationally acclaimed state-of-the-art tyre – 235 -50- R18 – for a luxury car brand designed and engineered at its tyre manufacturing plant in Modipuram. “The business environment has become more complex. Real talent is at a premium, while costs are under constant pressure. Such complex conditions have called organisations to display strategic agility. So, Continental decided to leverage innovation in all aspects of the business from products to solutions, business models and value propositions. It renewed focus on traditionally underserved segments, and the development of applicationspecific products,” Devgun confesses.

DAIKIN AIR-CONDITIONING INDIA

Sudip Bhattacharya, Senior VP, Manufacturing & Deputy Plant Head

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There is constant momentum in the manufacturing industry in terms of technology. With IoT becoming a norm, there are changes happening to manufacturing. As an application, IoT has worked wonders. In our factories, more machines are getting connected with the internet, and, interestingly, this is helping us cull out data that previously we were unable to do. We are also able to accurately predict machine behaviour. A lot of applications are coming up in the maintenance department wherein we are able to see the MTBF (mean time between failures) and MTTR (mean time to repair) of these equipment and able to predict accurately machine behaviour. It’s a very big revolution that is happening and making remote monitoring of these machines possible.

ELECTRICALS

The entire manufacturing ecosystem can be compared to an engine. Come to think of it, It is an engine and remains in a central position with functions like R&D, supply chain and procurement, revolving around the entire aspect of manufacturing. It is necessary to draw whatever support one can get from these departments. This can be physical such as those that can be achieved through meetRemote ings or electronic exchange monitoring of of views, or any other commachines has munication techniques. For helped production a smooth functioning of the immensely. factory, collaboration with numerous departments falls on the operations or the manufacturing team and there is a momentum required to keep the engine running.

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Manufacturing Head

Today's times fall in an era of transformation and change is constant.

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EATON

Balachandran Varadharajan, Director, Operations, Vehicle and Hydraulics – India

A processdriven approach helps to optimise collaboration.

Eaton adopts a highly process-driven approach to optimise collaboration between teams. In fact, collaboration is key to the way work is carried out at Eaton and is completely in line with the Eaton Business System (EBS), an embodiment of the company’s Integrated Operating Company philosophy. In addition, the last two years has seen some real improvements in technologies that make manufacturing and processes more efficient and operations more precise and measurable. “I see 2018 as the year that we ride the next technological wave, when it comes to manufacturing and operational excellence. This will be the year when Industry 4.0 is implemented and we move into reallife practice of these technologies. There are many opportunities for applying new and advanced digital, cyber-physical approaches to shop-floor automation that significantly improve manufacturing productivity, flexibility, quality and efficiency. Moreover, to effectively meet demand fluctuations and unpredictability, more agile and demand-driven planning processes will be created and adopted,” says Varadharajan. In general, he feels that a host of advanced technologies such as collaborative robots, 3D printing, simulation, augmented reality, cloud-based software systems etc. are likely be used across major manufacturing setups.

AUTOMOTIVE/AUTO COMPONENTS

R&D, quality and supply chain have direct bearing on manufacturing capital. While R&D builds a strong future outlook for expansion or optimum use of manufacturing capital, both quality and supply chain are essential linkages to meet customer expectations in least possible time with optimum costs. Hence, collaboration with quality and supply chain are more frequent to meet or exceed the product quality and optimising manufacturing cycle as per demand. The company carries out detailed plant review meetings every month with all functional heads and plans one month ahead its manufacturing cycle. The collaboration with R&D happens with respect to both long and short term horizon. Specific matters related to new customer requirements are taken up with the R&D team on a short term basis to provide quick solutions. In cases of new product development, the collaboration becomes long term but more frequent to meet the expected requirements from either existing assets or through development of new assets. Today's times fall in an era of transformation and change appears to be an understatement. Systems as a whole (including industrial outlook) is being forecast to transform within a decade. Hence, Dalmia Bharat sees a two-fold challenge for manufacturing. The first challenge would be to run hand-in-hand with the technological changes taking place. It becomes even more interwoven when one has to prepare one's workforce for tomorrow to benefit from this transformation. The second challenge is growing stakeholder expectations. The best quality products with least impacts on the environment is the new business model and it rewards in terms of brand value, product demand and reduced business risk.

COVER STORY LEADING MANUFACTURING COMPANIES

CEMENT

DALMIA BHARAT Prashant K Tripathy, Group

Manufacturing Today | FEBRUARY 2018

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OIL & GAS

COVER STORY LEADING MANUFACTURING COMPANIES

A GE COMPANY - BAKER HUGHES Naved Iqbal, Director, Operations

The entire manufacturing and supply chain of Baker Hughes (A GE company) is set in motion once the sales team clocks the order. The team is then required to draw up a process which includes supply chain, manufacturing, installation and commissioning. There are two major components to be looked at — upstream and downstream. The former involves drilling in subsea/surface, extract Efficiency the oil & gas using OFE is required (Oil Field Equipment). in engineering, The mid-stream and procurement and downstream involves manufacturing. moving it from the base for processing, which means to the refinery, petrochemical plant, fertiliser plant, or for power consumption. Most of the equipment used are OFE

and TPS (turbo machinery processes) and numerous other solutions. The cycle time for upstream would typically be 2-4 months after sourcing the equipment that is then delivered to the customer. The downstream and midstream cycle has longer lead times ranging from 10-16 months depending on the complexity of the equipment. Considering that the oil & gas market is driven by oil prices, and with oil prices falling last few years, there is no initiative by the oil companies to invest. This directly impacts orders. The companies executing orders have to stay competitive both in terms of optimising cost as well as ensuring they have the best capabilities when it comes to delivering equipment. Bringing in efficiency in engineering, procurement, and manufacturing cycle, must be strengthened.

HENKEL ANAND INDIA

Suneel Kumar Aggarwal, Plant Manager, Chennai

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with the R&D/ Product Development function is a must to ensure success. As far as the supply chain is concerned, Henkel has been in the forefront of digitisation. Their advanced supply and demand planning tools are linked to the ERP system. This allows automation and proper planning. “The last two years has seen huge strides made in the areas of safety, quality and productivity. Unit cost of production has been one of the most important drivers to remain efficient and fund growth. With so many Henkel factories manufacturing the same products, there has been cut-throat competition to be the benchmark in terms of unit processing cost. The concept of one global supply chain will ensure that each plant is fully utilised as all markets will want products with the lowest cost of production,” admits Aggarwal.

CHEMICALS

At Henkel, the functions of R&D, quality and supply chain, are well integrated into the plant structure, which necessitates daily interactions for collaboration. The quality manager works very closely with the plant manager right from the morning meeting, to the quality walk around at site, to identifying quality punch points, to support in problem solving, jointly addressing customer and supplier Product complaints, training, FMEAs and much more. Similarly, with regards introduction R&D, the nature of Henkel’s prodhas several gates ucts is such that change is a conbefore a product is stant. New product introduction commercialised. has several gates before a product is commercialised; moreover, any small change is brought about through the Management of Change process. Hence, for a plant manager, collaboration

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Anil K Makkar, Director, Manufacturing

Excellence in manufacturing can never be defined unless its linkage with R&D and supply chain is well oiled, while maintaining quality and process control management. In any manufacturing, more so with multi-locational plant situations, new product/process development plays an important role and needs to be handled with well-defined systems. In today’s scenario, where customer needs are changing faster than speed of human thought, the continuous participation of R&D in operations is significant. This is especially true in tyre plants where OEM demands require even R&D teams to go back to the drawing board for every new model being launched at speeds faster than ever before. Industry 4.0, digitisation and many more acronyms have been discussed at several forums. There is no doubt that digitisation will generate far more data and lead to better analysis and decision-making at the shop floor. The big question is how much digitisation and at what cost? There is a strong need to develop low cost digital solutions and a large need of trained resources to cut through this black box of technology. Today’s manufacturing environment sees a crucial role for supply chain. With geographies as large as ours, ensuring right product availability at right price is a challenge. The industry has been making progress from monthly sales forecast for regional distribution to daily replenishment. These changes with IT support have come a long way and have reduced sales losses. This aspect of excellence is at the verge of further explosion with the biggest ever reform i.e. GST.

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MITSUBISHI ELECTRIC INDIA

Deepak Mudliar, AGM, Manufacturing & Engineering (PLC, VFD & LVS)

Quality continues to be Mitsubishi Electric's top priority.

Mudliar believes that it is necessary to constantly innovate and find new ways to build a competitive advantage. Mitsubishi Electric India looks at continuous refinement in planning, product design, manufacturing processes and supply chain processes for sustainability, as well as to keep the product tuned with existing & upcoming technology, while also staying cost competitive with common objectives to improve customer satisfaction and profitability. Besides this, quality continues to be their top priority from product design to manufacturing processes, in order to achieve good productivity and efficiency throughout. Manufacturing is set to evolve in the next couple of years, says Mudliar. The new era of manufacturing will be marked by highly agile, flexible and networked enterprises that use information to analyse as skillfully as they employ talent & machinery to deliver the best quality products & services. "A digital transformation towards Smart Factory and Manufacturing Execution Systems is essential in every horizontal & vertical value chain, both in processes and customer service," states Mudliar. In addition to the above, Mudliar says that it is equally important to focus and develop the skills of working people in order to drive a culture that promotes a digital transformation under Industry 4.0 guidelines.

ELECTRICALS

AUTOMOTIVE/AUTO COMPONENTS

There is a need to develop low cost digital solutions and trained resources.

COVER STORY LEADING MANUFACTURING COMPANIES

JK TYRES & INDUSTRIES

Manufacturing Today | FEBRUARY 2018

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TEXTILES

COVER STORY LEADING MANUFACTURING COMPANIES

RAYMOND LTD

Harish K Chatterjee, VP, Manufacturing In today’s volatile market, the price of the commodities can rise or fall considerably in a short period of time. Therefore, as the head of a manufacturing plant/business, you need to be on your toes to deal with any kind of adversity, believes Chatterjee. Raymond’s manufacturing units have created a team of technicians (engineers) called a Technical Raymond’s Cell, which conTechnical Cell sists of manhas employees agement staff from each employees from department. each manufacturing department: R&D, supply chain and quality assurance. The basic idea is to make them work

together right from the initial stages of manufacturing of a product. The technical team members brainstorm for every technical aspect, while team members from quality assurance ensure that no compromises are being made on quality, whereas team members from the supply chain function ensure the flow of material is maintained within the assured time period. The collaborative effort of this team ensures the smooth conversion of a sample/trial to bulk. “Every month, this team has a fixed meeting with me wherein we have a discussion about the products, processes, feedback and ideas, which basically help us to give the best qualitative results as a business,” Chatterjee concludes.

RELIANCE INDUSTRIES

Neelam Kumar Valecha, Site President, Dahej Manufacturing Division

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end’. The contract may be for delivery at the supplier’s factory gate or buyer’s premises. Quality of packaging, labelling, and handling during transportation, together make up the complete quality cycle. Valecha expects many changes to occur in the production process during the next couple of years. Many changes have already been introduced too. He highlights data transmission digitally including quality certificates; tracking the cargo by logistics; automatic storage and retrieval systems; automatic loading; and robotics, among these. “Speed; delivery accuracy where multiple products are stored; safe handling; a decrease in or elimination of manual intervention in most of the steps in packaging, storage, loading, dispatch, etc. has led to higher efficiency,” according to Valecha.

ENERGY/PETROCHEM/POWER

Reliance Industries carries out a regular review and addresses the collection of problems being faced by the plant or section of the plant, whenever there is delta gap between expected versus delivered quality. This is measured by well-established methods proven over time. Also, this is debated at the plant team level, which has representatives from technical, quality etc. During this process, problems/issues are studReliance ied and solutions are arrived carries out a at. Any unresolved issues regular review of that are still left are carried to problems being a higher level of investigation – faced by the R&D – either at company level plant. or to external research institutes, as is deemed appropriate. Supply chain also forms a part of the overall product ‘delivered as expected at the user

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COVER STORY LEADING MANUFACTURING COMPANIES

AEROSPACE

TAL MANUFACTURING SOLUTIONS

ZF INDIA

Suresh KV, Country Head

Amit Bhingurde, COO (Robotics)

The idea is to develop a product best suited to Indian conditions.

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A plant head plays a significant role in the overall operations of a manufacturing unit. The most important thing is managing the supply chain smoothly, which requires adequate planning. The supply of materials from vendors should be planned in a way that will maintain healthy stock inventory. Even if one small part is not available or out of stock, the entire assembly line comes to a halt resulting in less productivity. One must associate with vendors who supply good quality raw materials at regular intervals. The reputation of a component manufacturer depends on the quality of its products. It is important for a plant head to train employees on the shop floor/assembly line on quality procedures and standards. All employees on the assembly line must follow the standard operating procedures (SOPs). Random inspections and quality checks are necessary to understand consistency. Plant heads also closely work with R&D. Technical issues pertaining to machines, performance, efficiency and quality can be solved with their help. Initially, plant heads were responsible only for production and quality. Today, organisations have realised the potential of a plant head and given them the responsibility of profit and loss as well. Today plant heads are instrumental in increasing production, minimising unnecessary costs, maintaining quality standards and contribute significantly to the revenue. In the coming years, as R&D innovates, the onus will be on the plant head to streamline the whole plant to manufacture the latest products.

AUTOMOTIVE/AUTO COMPONENTS

Increased competition, globalisation, and preference for good quality products is reducing the shelf life of product lifecycles. TAL Manufacturing Solutions is also under pressure to reduce cost, improve time-to-market and stay ahead of the competition. Its R&D is based on what customer's want and quality remains the core of its process. TAL also sources some parts from foreign suppliers such as belts for the robots come from Germany, and motors from Italy. But this does not mean that it stops continuing to create local suppliers. As an indigenous robot manufacturer, TAL would prefer more local suppliers, but keeping quality in mind. The idea is to develop an indigenous product that is best suited to Indian conditions, is easy to use and maintain, and in line with international standards. TAL has had a culture of adopting new technology and entering into new arenas. It manufactured India’s first indigenous articulated industrial robot. To achieve this, it formed cross functional teams of R&D, quality and supply chain and gave autonomy to each department. As plant head, Bhingurde ensures a fine balance between collaboration and independent functioning of teams. Going forward, he believes that digitisation will have an impact on manufacturing. Industry 4.0, interaction of man and machine, and machine and data will open doors for greater innovation. In the next 2-3 years, smart manufacturing will make larger inroads, and the shop floor and top floor will be connected with real time data and alerts that would be collected and analysed leading to improvements in decision making. Aggregating data from various systems, assets and people will give a 3600 view into operations and result in higher operational performance.

Today, organisations have given the plant head responsibility of P&L too.

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COVER STORY LEADING MANUFACTURING COMPANIES

SUPPLY CHAIN HEAD Supply Chain Management involves so much more than just handling the flow of goods and services. The role has evolved to include modernday trends and technologies that need to be studied and incorporated to best suit an organisation’s goals. Besides dealing with risk and remaining sustainable, a good supply chain head must also ensure visibility into the future, keeping his team and resources agile at all times. All in all, this role is vital to the smooth running of manufacturing operations.

Anand Maithani, Head, Supply Chain Management, Asia Pacific, Middle East & Africa (APMEA) “The entire Supply Chain Management landscape has seen rapid changes in the last couple of years. Most of these changes have been fuelled by technology,” suggests Maithani, who lists three of the most notable of these changes. The first is Track and Trace/Real Time Visibility: While track and trace capabilities existed at some level in the past, with e-commerce providThe pace ing visibility of orders of embedding to consumers, this digital in supply has gone to a whole chains has picked new level. Traditional up steam. supply chains have now begun to embrace this as technology has become more accessible

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with the explosion of mobile devices and cloud computing. The second is Digital: The pace of embedding digital in supply chains has picked up steam. IoT, AI, machine learning, block chain which seemed like mere concepts are finding use cases, albeit still in the conceptual stage. Finally, we have Shorter Product Life Cycles: This is one of the most challenging trends. Supply Chain professionals now have to convert the process of forecasting for new products into a fine art. Maithani agrees that GST has given an opportunity to relook at the entire supply network. “One positive change has been the reduction in transit times, which will definitely have an impact on working capital,” he says.

AUTOMOTIVE/ AUTO COMPONENTS

APOLLO TYRES

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Prasad Deshpande, VP, SCM

Biju Matthew, Head, Supply Chain & Information Services, South Asia

Eliminating the stock transfer benefits also helps in direct dispatches.

The phrase ‘change is the only constant’ fits perfectly when we consider the developments that the supply chain industry has been through in the last few years. Today, information is available at the fingertips with the internet becoming more widespread, ever evolving bandwidths and reducing costs. This has led to a knowledgeable and aware consumer base for every organisation. As a result, supply chains today need to be integrated and agile. Gone are the days when organisations in a value chain would work in silos. “With the advent of technologies like block chain, the industry must move towards integrating the value chain to provide a sustainable output for the end-consumers. Supply chains around the globe are under pressure to evolve and perform, keeping a holistic approach in mind,” confesses Matthew. Also, GST has had a radical impact on the way businesses used to work with the numerous indirect taxes and legal laws. “Due to GST, we can now consider having tailored supply chain models that suit customer needs and help in better integration with their supply chains. Eliminating the stock transfer benefits also helps in direct dispatches to customer locations,” says Matthew. The implementation of GST takes away the tax distortion from the supply chain. For example, the decision to locate a factory or warehouse will now be based on where it makes most sense from the valuechain perspective. Overall, GST helps in improving the logistics scenario in a country where logistics remains a major unorganised sector, along with opening new gates for increasing export of goods from India.

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Biocon is the first to have a biosimilar monoclonal antibody approved.

Today, Biocon has its mark made far beyond traditional businesses, having become the first company in the world to have a biosimilar monoclonal antibody approved in the United States of America. The approval for Trastuzumab in late 2017 represents a culmination of the efforts of the better part of the previous decade. “As for supply chain, adapting each of its functions, making them further capable of enabling the company’s biologics dream, has been the focal point of the company’s evolutionary changes,” states Deshpande. Sourcing for biologics has been markedly different from traditional procurement: the focus being more on supply assurance and risk mitigation than on cost. Capabilities in controlled shipments have improved remarkably with Biocon, today, being capable of delivering a wide range of temperaturecontrolled shipments across the globe. Overcoming geo-political equations has been a challenge and expertise in shipping to countries where cold-chain infrastructure is, at best, modest has been at the forefront of the company’s promise of delivering affordable innovation in the remotest of regions. Deshpande feels that GST is expected to reduce complexity, save time, cost and efforts of all links of supply chain. “The transition to the new regime has been reasonably smooth, and it has since opened up new functional areas in compliance and value creation. There is consensus that pharmaceutical companies would enjoy improved operational efficiency, reduced manufacturing & transaction costs, resulting in more affordable drugs,” he proclaims.

COVER STORY LEADING MANUFACTURING COMPANIES

CHEMICALS

BASF

PHARMACEUTICALS

BIOCON LIMITED

Manufacturing Today | FEBRUARY 2018

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ELECTRICALS

COVER STORY LEADING MANUFACTURING COMPANIES

BLUE STAR

D H Roy, EVP, R&D and Supply Chain Supply chain is the most dynamic function in manufacturing, today, and treated quite seriously at Blue Star. After all, with customer preferences becoming varied, customised and ever changing, the whole supply chain needs to be agile and flexible. “This also requires access to data such as customer specifications, design, Vendor cost and material in portals have stock across the become the order value chain, in orof the day with fully der to deliver the goods or services at integrated P2P a competitive price, processes. on time,” says Roy. And this is made possible only through integrated data management and real time cap-

turing, monitoring and analysing data. Vendor portals have become the order of the day with fully integrated P2P processes. While it is easy to capture data through various integrated software, analysing and interpreting data has always been a challenge. “Very shortly this skill set will be in demand. Ability to forecast demand, supply constraints and commodity movement have become key factors for success. As a result, supply chain is increasingly becoming a differentiating factor in an organisation. The good thing is that organisations have started recognising this,” believes Roy. He advises that in order to maximise the benefit of GST, organisations need to reexamine their sourcing, warehousing and, in the long run, even their manufacturing strategy.

Ashwani Bhargava, Director, Supply Chain, India Enterprise Compared to two years ago, today, there is an increase in complexity of aerospace manufacturing work with Indian suppliers, increase in maturity and experience levels of suppliers, global competitiveness in certain categories, increasing manufacturing presence of tier-I companies in India, and the advent of advanced manufacturing technologies, points out Bhargava. The “Despite these knowledge of advancements, the GST within the Indian aerospace supply chain is manufacturing ecostill evolving. system (outside of PSUs) remains nascent and has several areas where capability needs to be

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built or credibly established,” Bhargava further adds. Another area that has developed in the last few years, but still has a significant way to go is a sound project management and quality culture. This is especially relevant when Indian suppliers move up the value chain and move from being tier-II to tier-I for global Original Equipment Manufacturers (OEMs). Having said that, Bhargava feels that GST has brought in a lot of efficiencies and transparency in the supply chain. “The knowledge of GST within the supply chain is still evolving and organisations, including ours, are trying to see if the structure of their traditional supply chains are GST-optimal or if they need some changes,” he says.

AEROSPACE

BOEING

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The plan is to establish strategic partnerships with suppliers.

“In today’s competitive landscape, though the basics always remain the same, companies need to improvise their ways of operation to maintain their lead position in the industry,” feels Chhabra. At Bombardier, the aim is to continuously optimise their supply chain and ensure efficient project and commodity management. They work closely with suppliers to ensure flawless execution of projects and enhance competitiveness through standardisation and innovation. The plan is to establish strategic partnerships with suppliers and work out supplier development plans in the future. “As a strategic function, we deliver top performance, leverage Bombardier’s global scale and integrate suppliers in mutually beneficial partnerships," says Chhabra. Bombardier is focusing on a few initiatives such as: variablisation of costs, which is a paradigm shift from pure cost reduction; enhancing real time information and sophisticated modeling to predict outcomes and take actions ahead of time over vanilla inventory reduction exercises; and having smarter supply chain operations matching demand with sourcing and manufacturing capacity around the world, instead of running each facility separately. Chhabra is of the opinion that GST would be a good economic driver for the country, which will eventually result in more investment for the improvement of railway infrastructure. GST will bring in more transparency and a process-driven approach with less documentation, which will give confidence to MNCs like Bombardier to operate, invest and Make in India.

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Project management of launches is shifting to supply chain.

Over the last couple of years, there are multiple changes in the supply chain function, owing to a change in market dynamics and regulatory requirements. Firstly, it has become paramount to launch differentiated and innovative medicines in order to cater to the growing therapeutic needs. Hence, the entire project management of launches is gradually shifting to supply chain in order to bring agility and speed in execution to stay ahead of the competition. India has a high dependency on China to import basic chemicals and raw materials, however, with the growing instances of supply unreliability and cost escalation, there is a shift in focus to source locally. Increased focus to enhance the quality and capability of external manufacturing partners is seen. There is also an immense focus on attracting and retaining the best talent in an increasingly competitive market. Outsourcing transportation and warehousing operations to 4PL logistics providers is happening. Finally, there is better utilisation of available technology to streamline and simplify processes. “The GST transition has been quite challenging for the industry, considering the various changes in the IT system, tax-compliant invoice formats and pricing structure, treatment of closing inventory and stock returns, purchase from loan licensing locations as well as the training needs of employees and partners,” says Garg, adding that GST is still evolving and the Government will make the process simpler and more robust in time to come.

COVER STORY LEADING MANUFACTURING COMPANIES

HEAVY ENGINEERING

Sachin Chhabra, Head of Procurement and Supply Chain, India

Anand Garg, Head, India Supply Chain, GMO, SCM Strategy & Analytics

PHARMACEUTICALS

BOMBARDIER TRANSPORTATION

DR REDDY’S LABORATORIES

Manufacturing Today | FEBRUARY 2018

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FMCG

COVER STORY LEADING MANUFACTURING COMPANIES

GODREJ CONSUMER PRODUCTS (GCPL) Rakesh Sinha, Head, Global Supply Chain, Manufacturing and IT

"We invest in automation to improve our competitive edge on critical parameters. Since our supply chain strategy is based on innovation and agility, we continue to look for new technologies that enable these pursuits," says Dr Sinha. Unless a new technology helps the company become more innovative or agile, it doesn’t get priority. For example, GCPL Once used IoT for debottlea new necking certain protechnology is duction lines and improving their effective understood, its output. It is impleusefulness is menting robotics in discussed. some production lines. Flexible operations and faster response, the two bedrocks of agility, are common themes running across its choice of technologies. It is

important that new technologies are compatible with existing platforms. That is not a problem as most new technologies are compatible with multiple platforms. However, GCPL works with specialist partners who help adapt a particular technology on to its desired platform. The team keeps abreast of new technologies through conferences, publications and continuous dialogue with technology partners. Once the essence of a new technology is understood, its usefulness is discussed. Use of Artificial Intelligence in demand sensing has been one such application. There are new technologies which may prove to be critical in the future. These include 3D printing, IoT, machine learning, AI, Blockchain and Robotics. GCPL is currently at various stages of evaluating and implementing them.

Dinesh Jadhav, Executive Director, Supply Chain

HCCB is now one of the top 5 FMCG companies in India, with revenues in excess of Rs 9,000 crore. A few months ago, it announced its ambition to become a $2.5 billion company by 2020. As a part of its growth plan, HCCB aims to open 1 million outlets. This is besides the 2 million outlets it already operates. The ambition by itself is disruptive and challenging. Distributing across 3 million outlets If all goes for a business that still well, HCCB will uses 2-way returnsoon be supplying able glass bottles, to 3 million which are manufacoutlets. tured at 21 factories across the country, in packages, sizes and SKUs that are more than 150 in number,

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FMCG

HINDUSTAN COCA-COLA BEVERAGES (HCCB) is a massive challenge. Add to all this, the level of disruption in digitisation, changes in the transportation space, introduction of manufacturing technology for beverages like FormFill technology (forms and fills plastic bottles in one step. Instead of injecting sterilised air to expand the PET preform, this machine directly injects the liquid content) are rapid changes. "Supply Chain in beverage business is changing – manufacturing (effective, efficient and disruptive technologies), transportation (finding least cost and quickest way to reach products), maintenance of factories and assets (predictive maintenance versus prescriptive), capability development of people (training drivers), and is the an exciting time for SCM.

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Ashish Pande, SVP, Supply Chain

Jitendra Mahajan, Chief Supply Chain Officer

Customer demand sensing is being aided by real-time data availability.

Supply chain is likely to be the biggest beneficiary of information technology changes and advancements that are taking place today, according to Mahajan. “Every process in the value chain, from farm to fork, is getting disrupted by individual stakeholders. As we continue to see extensive use of IoT in the way we source our key raw material, we have been extending the same in order to make a difference to the lives of farmers, making it easier to get connected now as compared to a year back,” he points out. Factory shop floors are also changing rapidly with adoption of automation, data acquisition, analytics and robotics application to enhance resource productivity. Similarly, development is seen in modern warehouses where robotics, IoT and AR are finding multiple applications to ease the management of a large, complex warehousing ecosystem. In addition, the logistic sector is also seeing a disruption in the way real time information is acquired and used for optimising resources and cutting wastages in the value chain. Customer demand sensing and subsequent fulfillment is also being aided by real-time data availability backed by enhanced computing capabilities. “Overall, the entire value chain has being seeing a series of innovations driven by emerging technology, which is only likely to accelerate in the coming times,” Mahajan observes. Also, GST has helped Marico in facilitating the ease of doing business and simplifying their network, thereby driving scale efficiencies across the value chain.

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Preferences are changing and the SCM needs to engineer speed to market.

In order to win at the market place, optimisation of the category value chain approach need to be adopted by supply chain managers. Value chain determined from suppliers to manufacturing to logistics and distribution and route to market needs to be responsive, agile and efficient and superior than the competitor brand/category to generate consumer preference. Preferences and choices are rapidly changing and the SCM needs to engineer speed to market, transform new product deployment and design new route to market. Digital disruption is a huge opportunity to improve responsiveness, cut layers of transaction and handovers and reduce non value-added activities while creating an ability to win at the market place. "GST is one of the fundamental reforms in supply chain and provides a life-time opportunity for supply chain managers to transform end-to-end value chain for customers and consumers," says Pande. Taking the total delivered cost approach, distribution network re-design, transport strategy leverage across primary and secondary movements, optimisation of route to market and if possible review of manufacturing and supply base infrastructure and optimisation is a possibility in the medium term horizon. Direct sales from factories to customers, modernisation and mechanisation of distribution centres, sharing MUFs and transport synergies, backhauling, etc would now be embedded in the supply chain strategy. GST also requires end to end compliance across the value chain to ensure input tax credit realisation and transaction level handovers need to be as per the GST requirement — accurate and timely both on documentation and execution on the ground.

COVER STORY LEADING MANUFACTURING COMPANIES

FMCG

FMCG

MARICO LIMITED

NESTLE INDIA

Manufacturing Today | FEBRUARY 2018

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COVER STORY LEADING MANUFACTURING COMPANIES

CIO

CIOs are operational and strategic, excel at planning, see the big business picture, better at negotiating with technology vendors, managing costs, and all the time are focused on the top line and the bottom line. Importantly, the help steer a company’s pace of manufacturing with the right kind of scalable technology. Their visionary and technical skills help them to serve as architects of the company’s IT infrastructure. A good CIO will not mince words and the CIOs we speak to here don’t either.

Balasundar Natarajan, CIO ABB in India has always been an early adopter of new technologies both in operations as well as R&D. The focus areas in the next two years would be to harness available capacity and invest in cuttingedge technologies to improve overall productivity of the workforce and to cater to the ever growing needs of customer base. ABB has globally launched multiple ABB strategic initiatives on has globally digitalisation and all countries will look into launched multiple the local environment strategic initiatives closely to connect on digitalisation. with customers. The company is planning multiple digital initiatives to enable the sales team to respond

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to customer needs promptly. ABB India uses Cloud based CRM and plans to utilise its capabilities to the fullest extent possible in the months to come. This enhanced usage is expected to enrich internal processes and serve customers proactively. Parallelly, it is focusing on service business to effectively manage installed base with customers. IoT has always been its core strength and the company keeps developing technologies that can provide enhanced customer experience. "We are planning multiple initiatives to improve internal ERP capabilities which will facilitate digitisation across functions. In order to sustain the benefits of new technologies, we plan to safeguard our environment with proven IT security initiatives," adds Natarajan.

HEAVY ENGINEERING

ABB INDIA

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Sandeep Sinha, Chief Operating Officer

All their plants are running at full capacity after the success of the BSIV engines.

Cummins India’s worldclass infrastructure is equipped with stateof-the-art technology such as at the megasite in Phaltan, their global R&D centre – the Cummins Technical Centre and India office campus, and the corporate unit in Pune. All these showcase and strengthen Cummins’ technology leadership and manufacturing capabilities to cater to domestic and global market demands. “Over the last 10 years, our continued investments in infrastructure reflect our growing commitment towards providing our customers with superior quality products that they can depend on,” believes Sinha, adding that all their plants are running at full capacity after the success of the BSIV engines introduced in April 2017. “As the largest independent engine provider, we are agnostic and support an open platform, which will help our customers’ succeed as technologies evolve better than any in the industry. Regardless of the power solution, connected customer care is what will drive better business results for our customers,” he says. Their connectivity solutions connect with a variety of different powertrain solutions in any application. According to Sinha, this is unique to Cummins, as many peers only have the ability to integrate their engine with their powertrains and software. “We are at a pivotal time in our industry. There are three main disruptions that are happening. The first is what we call as energy diversity, the second is connectivity, and the third is automation. This is due to the confluence of technology becoming economically viable and regulation,” concludes Sinha.

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Escorts is busy increasing the efficiency of manufacturing.

As group CIO, Kumar's primary role is to ensure that he aligns IT with business needs. As group CIO, he is required to have an insight into the problems and the plans that will enable him to find solutions quickly. There is a regular need to evaluate emerging technologies for understanding the business benefits and evolve IT as an enabler rather than as a support and technology department. Over the years, he has helped the company streamline the IT map and now the question he is busy addressing is increasing the efficiency of manufacturing. There is a need to reduce cost, like any other company. Secondly, Kumar is keen to increase the productivity of manpower deployed on the shop floor. The third point of focus for the company is to ensure that they offer customers extremely high quality products and one that offers a lifetime of experience. The team at the company has spent much time and investment on attending to this. In terms of keeping up with updates and new technologies, Kumar conducts regular PUCs with different vendors. Evaluations are an ongoing process, be it in data analytics, IoT integration, shop floor to top floor integrations, among the myriad things that are required. He believes that for the company to benefit overall, automating processes is key and displaying that process to the employees at large helps them in sequencing their production. The steps that he has taken have helped Escorts take its manufacturing a few notches higher and the company is seeing better results. Over last couple of years, Escorts has been reducing its raw material costs, helping expand margins. Raw materials as a percentage of sales now cost 66.8% in H1 FY18, compared with 73% in FY14. The first leg of profitability expansion was focused on gross margins.

COVER STORY LEADING MANUFACTURING COMPANIES

AUTOMOTIVE/AUTO COMPONENTS

Vipin Kumar, Group CIO

AUTOMOTIVE/AUTO COMPONENTS

CUMMINS INDIA

ESCORTS GROUP

Manufacturing Today | FEBRUARY 2018

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

HONDA MOTORCYCLE AND SCOOTER INDIA V Sridhar, Group VP & Director, Corporate Office Production

HMSI established its first manufacturing unit in Manesar in 2000. Its first automatic scooter Activa was launched with the concept of “designed for everyone”. With four plants producing over 20 models of scooters & bikes and a combined capacity of 6.4 million vehicles per annum, HMSI employs 22,000 people. With each factory, HMSI adopted latest technolCome ogy in automation to April 2020 add robustness & and India’s auto accuracy into its processes, machines to market will change provide world-class in more ways products. While inthan one. vesting in technology, though RoI is an important parameter, the prime focus has been designing safe, high quality, efficient and environment-friendly processes. The

plant in Gujarat is a benchmark not only in terms of volume, but also in safety, quality, productivity, morale and human aspect. As these four plants have come up at different periods in time, it is natural that they have different levels of technologies. This had resulted in a different production constitution in each factory. Unifying the constitution in each factory would give them best efficiency, consistent quality and a competitive cost. Come April 2020 and India’s auto market will leapfrog to the strictest emission norms, Bharat Stage 6. Changes in engine technology will contain pollutants to comply with the stricter limits, so would machines and processes to manufacture them. It would be a great challenge and HMSI sees it as a chance to unify its production constitution utilising latest technologies and making processes similar.

SPARK MINDA

Sanjiv Kumar Jain, Group CITO

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quirement and RoI before selecting a solution. Decisions cannot be on price alone. Vendor reputation, stability, R&D, product roadmap and references play an important role in decision-making. Keeping current needs in mind, and the phased roll out of solutions, one can spread the cost on milestones. Deciding on capex or opex approach is also better. Staying abreast of emerging technologies relevant to the business is an on-going challenge. CIOs need to keep themselves updated through peer networks, knowledge sharing, technology tradeshows, seminars, and keeping an eye on forwardthinking adopters. Also proof of concept for the function/operation involved brings confidence about impending changes to all stakeholders involved.

AUTOMOTIVE/AUTO COMPONENTS

Manufacturing industry is becoming a highly competitive, technology-driven business. Each business has to improve productivity, quality and cost offerings. IT leaders need to hone their skills to leverage the benefits offered by emerging technologies like enhanced cloud computing, AI, robotics and process automation using digitisation tools to have an agile IT infrastructure to respond as quickly as possible to meet customer expectations. More than ever, CIOs and CTOs need to work hand in hand to One bring new ideas and perspectives has to about how their collaborative maintain the work can drive business growth. There are several solution ofbalance between ferings from various vendors. As requirement and an IT leader, one has to maintain RoI. the balance between business re-

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Parna Ghosh, VP & Group CIO

As a Group, UNO MINDA is undergoing a transformation and seeing rapid growth in the local and global market. The fast pace of business growth has compelled the company to draw up a five-year strategy in keeping abreast with new technologies and solutions. New initiatives are driven by business KPIs (increasing revenue, decreasing cost, Major visibility into operafocus is on tions, HR efficiency building nextimprovement) and the company is legen analytical veraging new techdashboards, nologies to consider mobility. further expansions. Major focus is on building next generation analytical dashboards, Industry 4.0, mobility and all initiatives are driven through cloud services.

Manufacturing being its strongest arena (with 58 plants), it needed to scale up its SAP with higher demand of delivery speed from users. It upgraded the existing SAP ECC 6.0 to S/4 HANA in two phases. This is the first auto components company to adopt this. It gave access to mobile apps through FIORI applications, faster analytics and dashboards. All this was done to support the scale of 58 plants through a scalable system. To integrate its supply chain, UNO MINDA integrated its new Supplier Portal with S/4 HANA providing real time information to suppliers. A huge data size of 5TB was migrated to the new system in a record time of 56 hours. UNO Minda will set up a technology and innovation centre which will be a central engineering and R&D hub for the Rs 5,600 crore group.

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Excon 2017 proved that the construction equipment industry is bouncing back, after a bad slump, and in answer to the Government’s ambitious plans

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COVER STORY LEADING MANUFACTURING COMPANIES

AUTOMOTIVE/AUTO COMPONENTS

UNO MINDA GROUP


COVER STORY LEADING MANUFACTURING COMPANIES

HEAD OF QUALITY Any organisation is eager to contain costs during production, and there is no easier way to achieve this than by eliminating the cost of bad quality. After all, poor quality results in scrap material and wasted man hours, both of which are avoidable burdens for any company. In addition, quality issues adversely affect the reputation of a company. As a result, quality assurance is of utmost importance. An enterprising quality head may even look at ways to improve quality.

Mohan Raj S, General Manager (Quality)

Defence equipment are expected to work for long durations, sometimes in excess of 20-30 years, in environmental conditions ranging from temperatures of >55˚C to <-30˚C. Many of the systems are mission-critical and expected to function 24x7. The most important consideration for quality is the reliability and robustness, in addition to meeting specifications. Defence equipment are engiThe quality neered to order and team is made to order. The required to take batch size is small, up certification and manufacturing is courses. one time. The equipment undergo trials under various conditions. Quality is built into the equip-

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ment through design reviews at various stages of development. Highly Accelerated Life Testing (HALT) has been introduced to strengthen weak areas at the design stage itself. Quality Management Systems (QMS) of all the SBUs are certified for ISO 9001 and those of aerospace for Aerospace Standard, AS 9100. In manufacturing, state-of-the-art facilities have been set up for Microwave Super Components, precision machining facilities, etc. Vendors are included in Approved Vendors’ Directory based on credentials. Vendors are provided technical assistance and training on quality concepts at BEL training facilities. Quality improvement is attempted by enhancing the competencies of the designers and quality professionals.

AEROSPACE

BHARAT ELECTRONICS LIMITED (BEL)

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A separate Quality Improvement vertical has been created.

At Godrej Aerospace Division, Godrej and Boyce Mfg Co., quality is judged through internal and external customer performance metrics. Internal performance is judged by Right First Time (RFT) across all part/ features, whereas external performance is judged through a customer’s scorecard. Systems are developed to record the performance of each operation as well as operator and its cumulative effect to understand right first-time products. Percentage adherence to defined processes is also monitored to assure quality is built by following defined processes. “Being proactive, adherence to PFMEA, APQP, SPC practices is looked at to improve quality. PFMEA is updated periodically to strengthen the processes. Also, to continuously improve quality performance, operator engagement through Kaizen and periodical refresher trainings are focused. Segmentation of RFT data is done operation-wise/ process-wise/ product category-wise, to derive the improvement actions and tracking. Quality improvement activities are not only lead by QE/ME etc., but also lead by operators,” explains Thorat. The quality improvement drive is linked to the TPM journey and a separate Quality Improvement vertical has been created. Self-certification of the parts by operators at the shop level has also been strengthened over the last year. Ownership is brought in at the operator level with a culture that the operator will be the best judge to decide the quality of a product. Operators are trained on predicting defects through SPC charts. Finally, for the supply chain process, the supplier quality team is supported by specialists.

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Venkatesh Kumar GS, GM, Quality Management

HMIL has won awards for 3 years in the India Initial Quality Study.

Quality is a culture which has to be built over time. HMIL has inculcated such a culture not just within the company, but also amongst its vendors. HMIL believes that products that leave the factory must adhere to Performance Quality and Soft Quality. Towards performance quality, there are process control measures at every stage of production. The in-house quality experts work in tandem with component manufacturers to ensure that their technological and manufacturing standards are at par with HMI’s. Once mass production begins, the vehicle is subjected to rigorous quality checks in addition to the compliance tests of critical and safety processes. The checks are also applied during production for defect-free products. To assess soft quality, which is predominantly based on customers’ tastes, perceptions & preferences, the company brings on board an expert jury who evaluate the cars on aspects like seat and drive comfort, performance, gear shift feel, etc. This provides valuable insights, which is then used to improve products. HMIL has embraced the digital platform to re-invent its processes. They have combined a highly motivated workforce with digitisation to ensure that processes remain efficient and products defect-free. Since the company exports to 88 countries, the systems set helps delivers uniform world-class quality products. Meticulous planning, adaptability, speed, technical know-how and precise focus, become integral to providing a ‘tangible feel’ of superior quality in cars. Before any launch, special training programmes are arranged for the team to get comfortable with the new product.

COVER STORY LEADING MANUFACTURING COMPANIES

AEROSPACE

Amol Thorat, Head, Quality Assurance

AUTOMOTIVE/AUTO COMPONENTS

GODREJ AEROSPACE

HYUNDAI MOTOR INDIA (HMIL)

Manufacturing Today | FEBRUARY 2018

69


ENERGY/ PETROCHEM/ POWER

COVER STORY LEADING MANUFACTURING COMPANIES

JINDAL STEEL & POWER LIMITED Moreshwar Borkar, Quality Assurance Head

At Jindal Steel & Power Limited (JSPL), quality processes are identified based on the customer’s requirements or mutually agreed technical delivery conditions (TDC). “The pool of qualified, experienced and trained personnel is the strength of JSPL, helping to ensure the sustainability of process and product quality,” states Borkar. JSPL has a robust Total Quality ManJSPL has agement System a robust consisting of: conTotal Quality trol on in-coming, Management in-process and finSystem. ished materials quality; statistical analysis, non-conformance investigation, etc.; process design modification/ improvement; Integrated

Management System complying with the requirements of QMS-9001, EMS14001 and OHSAS-18001; and Total Productivity Management system. JSPL has made significant changes in the area of manufacturing and supply chain processes to sustain quality standards. A few initiatives undertaken are: stringent quality norms for in-coming raw materials and finished goods; evaluation/ re-evaluation of existing suppliers, new vendor development; knowledge/ skill / technology upgradation (e.g. long-welded rails, head-hardened rails, NOF, revamping of mills, commissioning of new state-of-the-art slab caster); technical collaboration with technology leaders (e.g. SMS Meer, Daniely); use of latest ERPs like SAP; and process automation.

The policy is to delight customers and deliver what has been promised. Philips believes in an internal customer approach, which emphasises on passing zero defect to the next internal process and continuous supplier improvement. Products & solutions are monitored and improved on during production to ensure that no defects are passed on to customers. Robust They have estabprocesses lished a robust Quality helps achieve Management System (QMS), where prometrics of safety, cesses are estabquality, cost and lished, matured and Inventory. monitored through an internal audit programme. A proactive identification of defects are done through capabilities across the

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site using Kaizen. Over the past few years the focus has been to develop operational excellence by following the Philips Lean deployment methodology. A focus has been to develop capabilities and culture (People), strengthen the process (System & Processes) and continuous improvement. People are trained in lean basics such as 6S, Kaizen, standard work, and built in quality. System and Processes helps achieve key metrics. This is done through Continuous improvement. The mantra for success is “Every Day, Everywhere and by Every One”. The improvement opportunities are implemented through Kaizen that run for 3-4 days and is focused on one problem. This has helped to achieve results in 3-4 days rather than working as a project which would run for more than six months.

ELECTRICALS

PHILIPS INDIA

Subhash Vashisht, Director, IGT Systems Global Operations

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R Periaswami, Senior VP, Quality

Subassembly level testing, and quality ownership is handled by the supplier.

The key parameters for judging quality can be divided into two categories: appearance and performance. TVS Motor prefers its customers to do the talking and this dy- namic factor changes from time to time. The stated and un-stated needs are captured and converted in the engineering specifications through ‘quality function deployment’ (QFD) approach. Engineering specifications are taken as a part of the specification to evaluate the product. Similarly, the performance of the vehicle is also aligned to the customer’s touch point, usage, etc. Other things looked into is the degradation of the product over a period of time, usage environment, etc. The product behaviour should be consistent and any deterioration should be minimal when used in the customer’s environment. At TVS Motor, quality processes are based on BIG M, where manufacturing is not limited to production. Manufacturing includes product development, SCM, production, sales and post-sales service. Customer expectations on performance are continuously rising along with their demand for value. Manufacturing quality is continuously improving through variation reduction by implementing automation, process optimisation and skill enhancement. Quality processes are driven through defect reduction. To achieve specialisation, the manufacturing and supply chain process started utilising core expertise. Buying more in terms of sub-assemblies is encouraged with upfront involvement of the partners who can offer technical solutions throughout the product life cycle. Levelled production, JIT and Kanban revolutionised the supply chain in improving efficiency and improved product quality too.

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Hyoujun Soubi creates a strong shop floor which can improve continuously.

Product quality starts at the drawing stage. Whether it is the ease of manufacturing or usage of raw material, all parameters play a role in defining product quality. A standard procedure for robust process design consistently produces good quality products. Called Zenshu Ryohin, it has 7 steps that focus on design verification, defect-free process condition, quality process design setting & defect-free process management. The 7 steps have been set up systematically to ensure product quality — sustained and improved at each development stage. Even at the commercial stage, modifications and improvements are made to the manufacturing line to make high quality products as efficiently as possible. Continuous improvement is challenged by striving to achieve global leadership by benchmarking quality indices to global standards. This is done by analysing global best practices and challenging creation of new benchmarks amongst Yamaha factories. Another method employed is Hyoujun Soubi activity. This focuses on creating standardised working methods to create a strong shop floor which resists changes and can improve continuously. From a traditional batch-production system, they have evolved to Just In Time. Sub-assemblies are set up next to the main assembly lines, and cycle times of processes have been synchronised to ensure required stock. There is strong focus on training resources. A considerable amount of time is spent on training resources to ensure a ready pool of trained manpower for each processes. The main driving motto is “Customer No.1”, so all strategies are aligned to this one goal.

COVER STORY LEADING MANUFACTURING COMPANIES

AUTOMOTIVE/AUTO COMPONENTS

Sanjiv Paul, Senior Vice-President

AUTOMOTIVE/AUTO COMPONENTS

TVS MOTOR COMPANY

INDIA YAMAHA MOTOR

Manufacturing Today | FEBRUARY 2018

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COVER STORY LEADING MANUFACTURING COMPANIES

R&D

Revolutionary product launches and technological prowess are what distinguish good manufacturers from great ones; hence R&D efforts must be continuous and well-supported for a company to excel. Any manufacturing company worth its salt is backed by a robust R&D unit. It goes without saying then that the head of such a division must be a visionary leader. After all, it is their foresight that gives direction to an organisationâ&#x20AC;&#x2122;s vision to make exemplary products for its customers.

Yogesh Sharma, New Product Development & Quality Assurance

Team members play an important role for an excellent product. They drive brainstorming sessions on DFM (design for manufacturability) and DFMEA/PFMEA (design/process failure mode effect analysis). In addition, latest simulation software (thermal/lighting) and designing software helps create a robust product. SWOT analysis tool is helpful for any organisaR&D tion and their R&D cells budget to identify strengths and weaknesses, includes training, focusing on the projdesigning & ect, organisation, or simulation the business area. An software. R&D cell invests a good amount of time in identifying opportunities (having latest technology for manufacturing in-house)

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and any threats arising from weaknesses. The team should spend time in planning an excellent product. Traditional waterfall development cycle is history; R&D functions are adapting agile practices of development. R&D budgeting starts with a market survey matching one's existing product line and matching it to future manufacturing/designing, payback period and RoI. Adding a new product line means 1-2% revenue investment in technology, manpower training, setting up JV or TA so as to strengthen in-house capabilities. Automotive lighting industry is emerging with new-age technologies head lamps and tail lamps, and to stay in sync with technology and customer demand, the R&D budgeting process includes cost of migrating from LEDs to OLEDs.

AUTOMOTIVE/AUTO COMPONENTS

LUMAX AUTO TECHNOLOGIES

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The move from product supplier to a solutions provider is a big innovation.

For Scania CV India, employee retention comes high on their list. Rugeland says, "As R&D head, I consider employees to be our most important tool. To recruit and empower good engineers is a good recipe for an innovative organisation. Sitting together on top of the factory and working cross functionally with both production, purchasers and suppliers and utilising experience and expertise from various backgrounds are also a good enabler for innovation." He believes that it is important to empower people by establishing a culture of innovation, investing in technology tools to support innovative processes and platforms they need to do their jobs better. The move from being a mere product supplier to more of a solutions provider is in itself a big innovation, specially in India. Some of the key examples of solving local transportation needs are introducing sustainable public transport vehicles with ethanol powered green bus in Nagpur and bio-diesel retrofitted engines for KSTRC in Karnataka. Product wise, the company recently launched P440 8X4 20.2 m3 U-Body tipper for Indian mines. This is a classic example where the use of high-strength materials and a new innovative design allowed an increased payload on the same vehicle and increased the fuel efficiency for customers. "We can also leverage the innovations of our global organisation. We have the knowhow, methods and experience to ensure superior quality and provide a high safety level on our products," says Rugeland.

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Meenu Singhal, VP, Industry Business, India

Schneider Electric is keen to make India an export hub.

“Innovation at every level is a focus that drives Schneider Electric, and keeping life on for everyone and always is what inspires our businesses,” claims Singhal. They have a team of R&D professionals spread across the globe, who share their expertise to deliver cutting-edge products and solutions for energy management. At Schneider Electric’s Global Technology Centre in Bengaluru, 460 employees are focused on product development, and resource enhancement. The centre’s gamut of activities includes research in the fields of electro-mechanical design and software development. The innovative products and technologies developed at the centre are available in all markets across the globe. Their innovations are aimed towards leveraging digitisation, optimising easy implementation and operation, safety, flexibility and enabling products and services to evolve. Schneider Electric is keen to make India an export hub. The company runs a big R&D centre in India, exporting their whole range of products to 15-20 countries. Every year, Schneider spends 4-5% of its turnover on R&D. “Our next generation of active energy management and automation architecture, EcoStruxure, delivers IoT-enabled solutions that seamlessly connect, collect, analyse, and act on data in real time. It facilitates enhanced safety, efficiency, reliability, and sustainability, and allows us to drive energy efficiency in markets that combined, consume 70% of the world’s energy,” professes Singhal.

COVER STORY LEADING MANUFACTURING COMPANIES

AUTOMOTIVE/AUTO COMPONENTS

Ola Rugeland, Director, R&D

ELECTRICALS

SCANIA CV INDIA

SCHNEIDER ELECTRIC

Manufacturing Today | FEBRUARY 2018

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AUTOMOTIVE/AUTO COMPONENTS

COVER STORY LEADING MANUFACTURING COMPANIES

TATA MOTORS Pratap Bose, Head of Design

CVs are business tools rather than personal consumer products, hence, the need for good design is influenced by several factors. It offers professional pride to operators. TML’s first CVs were based on Mercedes Benz origins, and facilitated an early rise to dominance in India. From 1990, formal design methods were applied to all CV programmes, including the LPT709, Ace, Super Brand identity Ace, Prima, Ultra and is expressed in Signa cargo vehicles, as well as commerevery aspect of the cial passenger carriproduct. ers and buses. Over the years, comfort and ergonomics have become important for CVs, considering their operating cycles are longer than those of cars and that

they are a lot larger and heavier. Two major factors that drive the engineering of HCVs are regulations, government enforced policies and customer requirements. As a market leader, every CV TML has designed is ambitious. Examples include Tata Ace, and the Prima range. In the bus segment, the recently launched hybrid and electric bus highlight the design DNA for buses. Brand identity is expressed in every aspect of the product — comfort, quality, a marked rise in connectivity, rapid turnaround, easy maintenance, and safety all add up to a need for “integrated design expression” which goes far beyond mere “styling”. With increasing expectations of CV owners, operators and end-users, and the need to expand our exports, opportunities for CV design will continue to expand.

WABCO INDIA

Dirk Wohltmann, Engineering Director

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tion focused methodology as well as an overall strategy to focus on the right areas. The design is driven by a strong frugal approach to meet requirements and avoid non value-added features. For engineering/R&D, a globally aligned budget plan is developed at the end of the year and is distributed towards customer and innovation projects. Some recent innovations from Wabco has been Fleet Management systems to cater to Wabco's new area of "Data" which complements its strategic pillars of safety and efficiency; air management and filter system to ensure high air quality, low maintenance cost; innovative valve concept for global trailer control systems; and door control systems for India market to induce global safety features.

AUTOMOTIVE/AUTO COMPONENTS

Wabco India utilises the Six Sigma DMAIC (Define, Measure, Analyse, Improve and Control) and DFSS (Design for Six Sigma) approach for areas such as engineering problem solving and innovation elicitation. Well-trained motivated employees with the freedom to work on innovative ideas are the most important asset for a creative work environment. To drive short time to market, the team is foThe team is cused on reuse, modfocused on reuse el-based engineering and model based and upfront simulaengineering & tion as well as accelsimulation. erated test methods. Innovation also includes cost efficiency and Design-to-Cost with special func-

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PROFILE HAVELLS INDIA

BRIGHT SPARK HAVELLS INDIA IS USING INTELLIGENT INNOVATIONS AND STATEGIC ACQUISITIONS TO PAVE THE WAY FOR ITS DOMINANCE ACROSS THE LIGHTING LANDSCAPE BOTH IN THE INDIAN AND OVERSEAS MARKETS. HAVELLS INDIA IS A BILLION DOLLAR FAST Moving Electrical Goods (FMEG) company and enjoys enviable market dominance across a wide spectrum of products, including industrial & domestic circuit protection devices, cables & wires, motors, fans, modular switches, home appliances, electric water heaters, power capacitors, CFL lamps, and luminaires for domestic, commercial and industrial applications. Havells recently acquired the consumer durable business of Lloyd Electrical and Engineering, thereby entering the $15 billion consumer durable industry. Currently, Lloyd is amongst the top three brands in air-conditioners and a well-entrenched national player in TVs and washing machines. Havells owns some of the most prestigious brands like Havells, Lloyd, Crabtree, Standard and Promptec. Its network constitutes around 4,500 professionals, over 7,500 dealers, 40 branches in the country, and a sales presence in more than 45 countries. Its twelve state-of-the-art manufacturing plants in India, located at Haridwar, Baddi, Sahibabad, Faridabad, Alwar, Neemrana and Guwahati, are manufacturing globally acclaimed products, synonymous with excellence and precision in the electrical industry. The company pioneered the concept of exclusive brand showrooms in the electrical industry with ‘Havells Galaxy’. Presently, over 500 Havells Galaxies across the country are helping customers, both domestic and commercial, to choose from a wide variety of products for different applications. Havells became the first FMEG company to offer door step service via its initiative ‘Havells Connect’. Thanks to the quality of products and quick service, it has minimum customer complaints and highest customer satisfaction. Today, Havells, along with its brands, has earned the distinction of being the preferred choice for electrical products for discerning individuals and industrial consumers both in India and abroad. Havells offers the same quality of products for both Indian and international markets. It is committed to keep powering the world with its state-of-the-art innovations and energy-efficient solutions. Currently, over 90% of its product offering is energy efficient and manufactured in-house.

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The company is constantly working towards improving its environmental performance. Havells is now amongst the very few companies in the country that has a unique distinction of being 'Water Positive'. Not only this, it is slowly adopting green energy and has installed rooftop solar panels to power its manufacturing facilities. Havells has significantly reduced its paper consumption and is gradually moving towards becoming paper and wood positive. Additionally, the new packaging designs help reduce the landfill volume by 90%. Throughout its operations, social investments are integral to Havells' approach for doing business. The primary focus areas are improving the quality of education, promoting economic development through training and access to better jobs, providing mid-day meals and making investments that help preserve a clean, safe, healthy environment. The mid-day meal programme in Rajasthan continues to feed 59,000 children every day, throughout the year, leading to improved attendance and performance at school. Contributing to the Government’s Swacch Bharat Abhiyan, Havells has built over 2,800 bio-toilets across 300 schools in Rajasthan. The company is also providing funds to maintain these toilets and conducting sanitation sensitisation workshops for children and teachers with a hope to see an all-round development of future generations. The essence of Havells’ success lies in the expertise of its fine team of professionals, strong relationships with associates and the ability to adapt quickly and efficiently, coupled with the vision to always think ahead.

1. Innovative and smart technology introductions such as New Moon are giving Havells an edge over competition.

Manufacturing Today | FEBRUARY 2018

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EVENT REPORT IMTEX FORMING 2018

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MADE OF METAL

IMTEX FORMING 2018 WAS THE PERFECT OPPORTUNITY FOR VENDORS TO DISPLAY INNOVATIVE METAL FORMING TECHNOLOGIES AND SOLUTIONS TO CUSTOMERS. BY MITALEE KURDEKAR

“At IMTEX 2018, we showcased how our products increase the performance of machines and their subcomponents, offer reduction in the manufacturing cost, as well as improve and speed up the assembly process.” – Shilip Kumar

1. The inauguration ceremony in progress. 2. Nearly 40,000 visitors attended the event.

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TOUTED AS SOUTH EAST ASIA’S LARGEST exhibition on metal forming technologies, as well as the Indian Machine Tool Manufacturers’ Association (IMTMA)’s flagship event, IMTEX FORMING 2018 (along with the concurrently held Tooltech 2018) was successfully concluded recently in Bengaluru. The exhibition was held at the Bangalore International Exhibition Centre (BIEC) over a period of six days from January 25-30, 2018. Over 500 exhibitors showcased their solutions to nearly 40,000 visitors from across 60 countries during the course of the exhibition. Attendees also participated in technical sessions. Indian participation included many business delegations from the public and private sector, representing various manufacturing industries such as automotive, aerospace, defence, railways, power, capital goods, general engineering, and medical engineering. The event was inaugurated by RV Deshpande, Honourable Minister for Large and Medium Scale Industries and Infrastructure Development, Government of Karnataka. The highlight of this exhibition, which was spread over three halls, was that 23 countries, including India, were a part of the show with independent pavilions organised by groups from three counties, namely China, Taiwan and Germany. This, of course, meant that the most cutting-edge technologies and expertise available were showcased at the event for the benefit of participants and visitors. Technologies on display were in the areas of robotics and automa-

FEBRUARY 2018 | Manufacturing Today

tion, welding and joining, wire-forming and drawing, presses, die casting, hydro forming, sheet metal forming machines, presses for applications, die and mould, and hydraulic and pneumatic systems and elements. ENCOURAGING FEEDBACK There was an ample amount of enthusiasm demonstrated by some of the key players that we contacted to learn of their experiences regarding their participation at IMTEX FORMING 2018. Ajey Phatak, head, marketing, Beckhoff Automation, said of the turnout at the event, “We expected end users, machine manufacturers to visit our booth and understand

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STELLAR SHOWCASE At this year’s IMTEX Forming 2018, Beckhoff Automation, backed by their German technology, demonstrated how to significantly enhance machine tool productivity through PC-based control. The Beckhoff

EVENT REPORT IMTEX FORMING 2018

newer technologies. While major visitors included end users and auto component manufacturers, very few OEMs/ machine builders attended.” At the same time, Mohini Kelkar, director, sales & marketing, Grind Master Machines, provided encouraging feedback, suggesting that this year’s event had been good. She explained how the event highlighted various business avenues that were now ready to be explored. “There are many new kinds of components that are being developed. This is happening given the fact that industries like aerospace, defence, energy, engineering, and infrastructure, are coming up in a big way,” she suggested. Many companies with a good track record and excellent product portfolio have used the event as a networking platform, choosing to rely on discussions and deliberations to strengthen their business interests. Hypertherm India is no exception. Yaseer Wajahet, market manager, Hypertherm India, pointed out, “We had planned to use this platform to meet with current customers and prospects, which include both channel partners and end users. And we’re happy that the response at the show was very positive, with many enquiries about the XPR300 – the highlight of Hypertherm’s showcase at IMTEX FORMING 2018.” Henkel, realising the importance of the event in reaching out to customers, used the opportunity to their advantage. Shilip Kumar, president, Henkel Adhesives Technologies India, emphasised that, “At IMTEX 2018, we showcased how our products increase the performance of machines and their subcomponents, offer reduction in the manufacturing cost, as well as improve and speed up the assembly process.”

booth showcased how complicated 5-axes CNC machines with higher performance and a competitive advantage can be realised not only through end-toend engineering with integrated intellectual property protection, but also through cloud-based automation with predictive maintenance using PC-based control. The high-performance Beckhoff CNC is ideal for all machine tools: from compact HSC (High Speed Cutting) milling machines to high-performance series machines that perform the widest variety of machining and processing tasks (cutting, milling, and eroding). Outlining Beckhoff’s range of new technologies and products, Roland van Mark, product & marketing management industrial PC, Beckhoff Automation, said, “The new ultra-compact C6015 Industrial PC (IPC) from Beckhoff is designed for universal application in automation, visualisation and communication tasks. The new model is inexpensive, compact and flexible, opening doors to application areas that were previously closed to IPC technology.” He further stressed, “The most important feature of this IPC is its extremely compact size, without compromising suitability for industrial applications.” Kelkar highlighted how Grind Master has entered into strategic collaborations with many European and

“There are many new kinds of components that are being developed.” – Mohini Kelkar 3. Grind Master displayed five products at the exhibition.

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4. Over 500 exhibitors showcased their solutions.

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EVENT REPORT IMTEX FORMING 2018

use of light metals while maintaining excellent corrosion protection, reducing/eliminating the heavy metals and sludge generation.

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“We’re happy that the response at the show was very positive, with many enquiries about the XPR300 – the highlight of Hypertherm’s showcase at IMTEX FORMING 2018.” – Yaseer Wajahet

“Major visitors included end users and auto component manufacturers.” – Ajey Phatak 5. Hypertherm used the platform to meet with both channel partners and end users. 6. Beckhoff demonstrated how to significantly enhance machine tool productivity through PC-based control.

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USA-based companies to cater to the increasing demands from growing industries within the Indian economy. She explained, “Our partnership with MJC Engineering & Technology Inc. from USA for flow forming machines has been very well received by the industry. Several automotive, aerospace and defence components are switching to the flow forming process for lightweighting of components.” In addition, Kelkar said that, “Precision deburring for aerospace components is a major challenge, with a need for these to be deburred very precisely. Our partners, Timesavers Inc. from Holland are wellknown for delivering high-precision deburring solutions for aerospace components. As the aerospace industry grows in India, we will see more and more demand for such kind of technologies.” Meanwhile, Henkel, the leading solution provider of adhesives, sealants and surface treatment, displayed its wide portfolio of products that impact and benefit the Indian machine tool industry. For example, the LOCTITE HY 4060GY and LOCTITE HY 4090 next generation universal structural bonders are powered by a patented hybrid technology that combines the most critical attributes of structural, instant and epoxy adhesives. They are designed to reach beyond conventional approaches and help tackle the most challenging assembly and repair situations. Also, BONDERITE duaLCys Process is a unique concept in the area of machining and in-process cleaning for the metalworking market. The BONDERITE duaLCys process leverages Henkel’s extensive expertise in both lubrication and cleaning technologies. On the other hand, BONDERITE M-NT solutions are next generation metal pre-treatment technologies for painted metal surfaces that enable the increased

FEBRUARY 2018 | Manufacturing Today

TRYST WITH TECHNOLOGY All things considered, one thing was quite evident; many new technologies and products on display at IMTEX FORMING 2018 had new capabilities utilising the latest technology enablers like robotics and Internet of Things (IoT), which identified with Industry 4.0 concepts. Explaining Beckhoff’s design for IPCs, which enables an installation of local intelligence in smaller machine modules, van Mark suggested, “This kind of design can significantly simplify the modularisation and standardisation of machine modules.” He added, “Decentralising the intelligence is critical for Industry 4.0 and IoT concepts. I foresee numerous potential applications for the C6015, where users want to collect machine and process data for transmission to cloud-based systems in very confined installation spaces. The ultra-compact IPC can function as an intelligent IoT gateway, which is also able to buffer large data volumes or to run remote diagnostics.” Grind Master’s robotic deflashing machine, RCF series, is an automatic machine for fettling of iron cast components. Robotic fettling of iron cast components is a revolutionary technology for the casting industry, offering a leap in productivity and quality to casters, while at the same time creating a healthier and safer workplace. A robot equipped with an electric spindle tool completes the operation with consistency and repeatability through its lifetime. Grind Master’s metal forming machines offered with MJC’s technology are extensively used for manufacturing various applications including next generation jet engine lipskins, aluminium liners for fuel cells, wheel rims, brake drums, gas cylinders etc. These machines are Industry 4.0 compliant with advanced data-logging, setup and workcell management systems. COMPLIMENTS GALORE IMTEX FORMING 2017 also witnessed an International Seminar on Forming Technology (ISFT 2018) as a complimenting activity, organised by the IMTMA, on January 24, 2018. The seminar broadly focused on the changing trends in metal forming processes with the advent of an increasing use of composites, electric vehicles and light-weighting. The maturing of hot forming, tube hydroforming, roll forming, and flow forming, were also discussed. Kumar of Henkel summed up the success of the event well, when he stated, “We see a great opportunity across different industry verticals in India, and as market leaders, we intend to take on the challenge of converting the latent market potential in the country into a market through such forums.”

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CASE STUDY TVS LSL

A HOLISTIC APPROACH

THE TEAM AT TVS LOGISTICS SIGNIFICANTLY ENHANCED WAREHOUSE PROCESSES TO REDUCE CUSTOMERâ&#x20AC;&#x2122;S OPERATIONAL COST BY $1.2 MILLION PER YEAR.

LEARNING FROM EXPERIENCED MASTERS CAN be a wonderful thing. When the customer decided to shut down their external warehouse and instead invest in creating additional 1,200 hi-bays inside the premises for in-plant logistics, TVS Logistics Services Limited (TVSLSL) planned and managed the transition seamlessly within the stipulated a time span of three months. What the solution provider did helped save the customer $1.2 million per year! The 3PL solution provider promptly put processes in place to manage additional volume of parts by improving the internal efficiency. It derived the processes by following the Toyota way of problem-solving methodology and use of why-why analysis, Pareto diagram and motion study. MOVING FAST TVS LSL implemented three process changes one after the other. It resorted to a) process improvement to reduce unloading & movement time by removing wastes from the process; b) optimised layout by creating a mirror image of the dock next to the existing one and following FIFO; and c) reduced documentation time. Considering that the objective was to handle additional 55% inventory volume without adding resources and minimise errors, TVS LSL needed to act fast and move quickly. Importantly, it must ensure that it supports the customer reduce supply chain costs and maintain seamless operations during the transition.

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In step 1, optimising unloading and movement, led to reduction of 17 minutes on the overall time taken of 195 minutes and brought it down to 178 minutes. Layout change was the next sequential improvement and this not only offered easier access to the docks but also made provision for two 40-feet containers to be stalled closer to the dock. The co-operative customer provided an additional space and made this possible for TVS LSL. As a result, the movement of pallets from the dock to staging was carried out in parallel to the process of unloading, further reducing time by 55 minutes. The third change introduced an independent monitoring mechanism by the 3PL for supervising pack adherence check, process, as a result of which the waiting time and the follow-up time with the customer further reduced by 50 minutes. The results of all these actions had a tremendous effect. Besides helping save $1.2 million per year, the move helped improve per person productivity by 56.32%. Overall, the unloading process time improved from 65 minutes to 17 minutes, documentation time reduced from 65 minutes to 15 minutes and the total time taken to complete the sequential process reduced from 195 minutes to 73 minutes. Customer satisfaction was guaranteed by TVSLSL by sustaining the improvement through automatic adherence - any material, if not binned, cannot be unloaded from the truck and visibly observed on the floor. This reduced errors and it became a consistent process.

Manufacturing Today | FEBRUARY 2018

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Manufacturing Today February 2018  

Manufacturing Today is a one-stop shop for the latest news and views on India’s vibrant manufacturing sector. From operations to supply chai...

Manufacturing Today February 2018  

Manufacturing Today is a one-stop shop for the latest news and views on India’s vibrant manufacturing sector. From operations to supply chai...

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