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RNI Registration No. MAHENG/2011/37959. Postal licence No. MH/MR/N/154/MBI/11-13. Posted at Patrika Channel Sorting Office, G.P.O., Mumbai 400001 on due dates 7th & 8th of every month, Date of publishing on 4th & 5th of every month. Total no of pages 60

Volume 2 | Issue 5 June 2012 | `50

ITP Publishing India Publication

INSIDE 30 SECTOR FOCUS Bearings remanufacturing 38 SPOTLIGHT Plant Safety 44 PLANT VISIT Demag India Chakan

Father of the Forge

Baba Kalyani on nurturing the next generation

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Contents Vol 2 Issue 5 June 2012 38



44 Plant visit

MT inspects Demag Cranes’ India plant in Chakan, near Pune

50 Technology

How the iPad has delivered greater efficiency in manufacturing

55 Products, solutions, services 22 Meet the leader


10 Industry data 16 Plant updates 21 Appointments 4

The latest hardware arrivals on the Indian manufacturing market

Niranjan Mudholkar speaks to Baba Kalyani of the Kalyani Group

30 Sector focus

12 National round-up

Why the trend of bearings remanufacturing makes great sense

32 Rolling on

How to save costs and time by repairing ball bearings

38 Spotlight

Safety is paramount, so how are manufacturers approaching this?


Manufacturing Today june 2012

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Editor’s note Ambition required

T “Even though India is on the verge of manufacturing greatness, we, the nation as a whole have been unable to leverage the strong platform that we have built over the last two decades.”

he great Greek mathematician and engineer Archimedes, who discovered the laws of levers and pulleys in 230 BC, once famously said: “Give me a good enough platform and I shall move even the earth.” It is this spirit of ambition and faith in own’s abilities that truly defines greatness. Even though India is on the verge of manufacturing greatness, we, the nation as a whole are unable to leverage the strong platform that we have built over the last two decades. In fact, we seem to be regressing. India’s GDP has slipped down to 5.3 per cent in the fourth quarter of 2011-12; this is the lowest in nine years. And a key reason for this has been the fact that growth in the manufacturing sector has contracted to 0.3 per cent during the quarter ending March 31 from 7.3 per cent. Interestingly, these figures also coincide with the release of the Global Enabling Trade Report 2012 by the World Economic Forum (WEF). Published every two years, this insightful report also confirms that while other emerging economies like Turkey (62nd) and Mexico (65th) remain stable or rise [(Chile (14th), Saudi Arabia (27th) and South Africa (63rd)] in the ranking, India has declined to the 100th place. Even ASEAN members like Thailand (57th), Indonesia (58th) and the Philippines (72nd) have improved their respective positions. While all these numbers are quite disappointing, the idea is not to create a sense of despondency. Rather, it is to urge to learn from the situation and move ahead with renewed vigour. For example, the WEF report reveals that traditional notions of trade are increasingly getting outdated with the emergence of new global value chains that require different measurements, policies and cooperation. Now, that is something which India must take as a clear message. Secondly, as the finance minister too has pointed out, the recent performance – although not encouraging – should be seen in the light of overall global developments. A tight monetary policy that resulted into a big rise in interest costs and a weak global sentiment that affected domestic growth have been the main culprits. But there good news. The situation is now changing. As the FM has already said, most of these factors have bottomed out. “The rate cycle has been reversed; mining sector growth has turned around, progress has been made on fuel linkage for coal based power projects. There is also a turnaround in the investment growth rate in Q4,” he says in a recent statement. All this along with a prediction of a normal monsoon are encouraging signs and should certainly revive the overall situation. But it also requires a sense of responsibility and a spirit of ambition. Let us know what you think.

Niranjan Mudholkar, Editor

WRITE TO THE EDITOR Please address your letters To The Editor at


Manufacturing Today June 2012

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Manufacturing Decisive Tool for Manufacturing Excellence


Volume 2 | Issue 5 | June 2012

ITP Publishing India Pvt Ltd Notan Plaza, 3rd floor, 898, Turner Road Bandra (West), Mumbai - 400050 T +91 22 6154 6000 Deputy managing director S Saikumar Publishing director Bibhor Srivastava Group editor Richard Whitehead

Editorial Editor Niranjan Mudholkar T +91 98 1953 1819

Advertising Business Head Hafeez Shaikh T +91 9833103611 Business head Satyanarayan Naidu T +91 9833055655 Regional sales manager (South) Sanjay Bhan T +91 98457 22377



Manufacturing Today Awards 2012

“Celebrating excellence in Indian manufacturing”

Head of design Milind Patil Designer Reshma Jhunjhunwala

Production Deputy production manager Ramesh Kumar

Circulation Head of circulation and database Gaurav Gulati T +971 4 444 3000

Manufacturing Today started off with the objective of helping the Indian manufacturer excel and grow by being a useful, credible and respected industry publication. While we continue our editorial journey, we are taking our engagement with the industry to the next level by creating a platform where the endeavours and the accomplishments of the industry are recognised, honoured and celebrated. So, Manufacturing Today is pleased to announce its inaugural awards with the theme of “Celebrating excellence in Indian manufacturing”. Nominations are invited for eight company categories across two segments (based on annual turnover) from manufacturing companies operational in India for 12 months or more. There will also be three individual categories common to all segments. Thus, the total number of awards categories will be nineteen. Winners will be selected by an eminent jury consisting of experts and industry veterans through a rigorous selection process based on the nominations received. The awards function will take place in September 2012. Turn to page 55 for more details. For the comprehensive nomination document, write to the editor at DATES TO REMEMBER Deadline for sending nominations: August 16, 2012 Jury meet: August 30, 2012 Awards night: September 21, 2012


Distribution manager James D’Souza T +91 22 6154 6019 Disclaimer The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review. Printed and Published by Sai Kumar Shanmugam, Flat no 903, Building 47, NRI Colony, Phase – 2, Part -1, Sector 54, 56, 58, Nerul, Navi Mumbai 400706, on behalf of ITP Publishing India Private Limited, printed at Repro India Limited, Marathe Udyog Bhavan, 2nd Floor, Appasaheb Marathe Marg, Prabhadevi, Mumbai 400 025, India and published at Notan Plaza, 3rd floor, 898, Turner Road, Bandra (West), Mumbai - 400050 Editor Niranjan Mudholkar

Published by and © 2012 ITP Publishing India Pvt Ltd RNI No: MAHENG/2011/37959

Manufacturing Today june 2012

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Increased reliability with futuristic solutions

Setting the standard for performance and reliability SKF Explorer sealed spherical roller bearings The SKF three-barrier solution for harsh operating environments keeps the lubricant in and contaminants out of the bearing. Increased uptime, minimized lubricant use and a significantly reduced need for maintenance are the main benefits – valuable benefits for applications like conveyors. Maybe for your application too?

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The Power of Knowledge Engineering

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Industry data

Deals and details Up-to-the-minute information from the world of manufacturing. • Fiat Group Automobiles SpA and Mazda Motor Corporation have signed a non-binding MoU for the development and manufacturing of a new roadster for the Mazda and Alfa Romeo marques based on Mazda’s MX-5 rear-wheel-drive architecture. • Alstom has granted 90,000 Euros to Husk Power Systems for the ‘Dry Gasifier’ project in India. The grant will be used for bridging funding gaps for two identified ‘critical success’ factors that will enable HPS to become truly scalable in rural electrification business. • Jain Irrigation Systems Ltd and Talis Management Holdings Gmbh have announced a global strategic cooperation. Jain and Talis intend to strengthen their business relationship by offering integrated irrigation and water infrastructure solutions worldwide. • Premier Ltd and FIAT India Automobiles Ltd have signed a three year agreement for the supply of FIAT’s 1.3 litre multi-jet diesel engine to be used in Premier’s compact SUV RiO. This is the same engine being used by some of India’s leading car manufacturers. • Toyota Kirloskar Motor (TKM) registered a growth of 87% in the month of March 2012. The company sold 18,220 units as compared to 9,726 units in March last year. The Etios registered 89% growth in the first quarter, while the New Innova registered a growth of 53%.

• A poll conducted by, job search portal for senior professionals, shows that 83% of respondents are not expecting a slowdown in the job market. In fact, about 39% respondents said that the economy and the job market will see growth in the year ahead. • Voith will deliver 20 automatic front couplers for the Jaipur Metro. As part of its efforts to offer indigenous products to best fit local requirements, the semi-permanent couplers are being produced and assembled for the first time at Voith Turbo India. • Rahul Bajaj, chairman, Bajaj Auto, has been conferred the Life-Time Contribution Award Federation of Automobile Dealers Associations (FADA), for his invaluable contribution to the growth, development and success of Indian auto industry. • Automotive Component Manufacturers Association of India (ACMA) will partner with Messe Frankfurt to organise ACMA Automechanika New Delhi. This trade fair for automotive aftermarket products will happen from February 7-10, 2013. • CII president Adi Godrej has said that the recommendations made by the Parliamentary Standing Committee on Rural Development on the LA&RR Bill 2011 do not address concerns of the industry and will make the land acquisition more complex & difficult.


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national Round-up

Electronics market to hit Rs20 lakh cr India’s electronics market estimated at Rs3.25 lakh crore in 2010 is expected to reach the volume of Rs5 lakh crore by this year-end and Rs20 lakh crore by 2020, according to industry body Assocham. It also called for a vibrant ecosystem to develop laboratory-to-fabrication clusters across the country. “A national strategy should be formulated through discussions with key stakeholders including existing manufacturers and members of the MSME sector, industry associations,

respective government departments and regulatory bodies,” said Assocham secretary general DS Rawat. If local production continues to grow at a similar pace, it is expected to fall short of Rs 15 lakh crore during the same period. A strong push to domestic manufacturing is thus essential to bridge the demand-supply gap and generate mass employment, the trade body said in a statement. “There is a growing consensus that electronics industry needs a special emphasis. It will

encourage value generation, revenue generation and employment generation,” Rawat said adding practical and implement-able solutions should be worked out while establishing centres of excellence for incentivising collaborative research and development initiatives between MSMEs and MNCs. The global electronics industry reported at 1.75 trillion dollars is the largest and fastest growing manufacturing sector. It is expected to reach 2.4 trillion dollars by 2020.

ABB wins Rs175 crore substation order ABB India has won an order worth around Rs175 crore from NTPC to build two substations in Maharashtra. These have been commissioned to facilitate transmission of electricity from new power generation plants being constructed in the region. “The substations we are supplying will be equipped with the latest IEC 61850 substation automation system to facilitate open communication between the numerous control and protection devices within the substation


and beyond,” said N Venu, ABB’s local division manager and head of power systems division in India. Given its growth ambitions and per-capita consumption, India is expected to expand its power infrastructure substantially over the coming years. The substations will include 17,400-kV bays and 14,132kV bays in Solapur, and 12, 400-kV bays and eight 132-kV bays in Mauda. ABB’s turnkey project scope comprises the design, engineering, supply, installa-

tion, commissioning and associated civil works for the substations. The project is scheduled for completion in 2016. India has an installed power generation capacity of around 200,000 MW and, according to estimates by the International Energy Agency, the country needs to invest more than $135 billion to add between 600 and 1,200 GW of additional new power generation capacity by 2050 in order provide universal access to electricity across all its population.

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national Round-up NEWS highlights

MCCIA AWARDS The Mahratta Chamber of Commerce, Industries and Agriculture (MCCIA) has announced its annual Awards for Innovation and Entrepreneurship. The Chamber urges all SMEs to apply for these awards. Like every year this year too MCCIA would be giving out the GS Parkhe Award for Innovation in Entrepreneurship, Dr RJ Rathi Award for Green Initiatives, Ramabai Joshi Award for Women Entrepreneurs, Hari Malini Joshi Award for entrepreneurs developing a new product, design or prototype or import substitute item and the BG Deshmukh Award for Excellence in Corporate Social Responsibility. Anant Sardeshmukh, executive director general, MCCIA, says, “We want to spur entrepreneurs and take forth the message to them that the Chamber will always support them in their enterprise.” All Small, medium, large-scale units and professionals from varied fields in manufacturing and service industry are eligible to apply for these awards. Last date is June 30, 2012. Please send your applications to or contact Lalit Waykole, MCCIA, Tilak Road, Pune – 411 002. Tel: 24440371 / 24440472, Fax: 24447902. You can apply online from http://mcciapune. com/award.aspx

Fund for acquisitions India should aim to set up a financially viable sovereign wealth fund to further the country’s role as a global player, said Assocham’s secretary general, DS Rawat, last month. India is the only BRIC nation that does not have a SWF, while China, Singapore, Saudi Arabia, Norway and Russia are among the top countries with large wealth funds to make investments abroad. “Quick decision-making and transparency should be built-in features of the India’s SWF,” he said.


Spyware a critical target

According to the Telecom Commission member for technology, JK Roy, the government is in the process of setting up a laboratory to test imported telecommunications equipment. Speaking at a conference organised by Assocham, Roy said the move was aimed at checking for possible spyware and malware, and stepping up verification of phone subscribers to ward off cyber and terror attacks. “This will help in evolving a robust cyber-security governance framework as critical infrastructures like telecoms, banking and financial institutions, as well as energy production and transmission become increasingly dependent on computer systems

and networks,” said the member. The new laboratory will be functional by next year to scan telecoms equipment and networks to prevent harmful voice, video and data traffic. The announcement comes on the back of a study by Assocham-KPMG, showing that a centralised authority to govern cyber infrastructure was required to monitor attack trends and take necessary corrective actions. It said that communications and connectivity could open cyberspace up to growing threats, and that citizens, companies and the country needed to protect their mission-critical information and networks, including national borders.

Tranztar wins Tata Power order Commercial vehicle manufacturer Tranztar recently netted an order from Tata Power’s strategic electronics division to supply 41custombuilt trailers. These will be used to transport gen sets and electronic equipment to remote areas of the country. According to Nitin Chamaria, Tranztar’s CEO: “We won this order thanks to our ability to offer a comprehensive solution from design to final manufacture. This allows for customisation of the product based on specific needs and applications.” Tranztar recently launched a new curtain sider, which has been especially

designed to carry steel coils. It is also developing a similar trailer using air-suspension for applications in the FMCG, auto components, paper and glass sectors. Par of the AMW Group, Tranztar manufactures tippers, trailers and other commercial vehicles. Currently there are over 15,000 Tranztar tippers and 2,500 trailers on Indian roads. The company has also been expanding its global sales drive and recently received orders for specialised trailers from the Maldives and the US. It has also begun shipping trailers to Ghana based on orders received earlier this year.

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Plant updates

Dow Corning Solaris

The lowdown on manufacturing developments from India and around the world Advanced Drainage Systems

What: Opening a new manufacturing facility. Where: Watertown, South Dakota (US) When: To be fully operational by late summer 2012. Investment: The new Watertown plant is part of ADS’s $10 million capital investment announced last August to add significant pipe production capacity to the region. Quote: “When this plant opens, we will be operating 55 manufacturing locations worldwide. We will continue to build plants and add equipment and personnel to supply ADS products that are being used for infrastructure projects and for agricultural drainage systems.” — Joe Chlapaty, chairman and CEO, ADS.

Advanced Metal Technologies What:



Relocating operations to new manufacturing facility. Jeffersonville, Indiana (US).

When: By 2015. Investment: $19 million. Plant size: 310,000 sq-ft. More: In December 2011, AMT acquired the assets of MKM Machine Tool Company, which had operated in Jeffersonville since 1953. AMT manufactures complex metal and plastic parts for the automotive and industrial markets. Quote: “With our world-class design, engineering and manufacturing capabilities, the future looks bright for AMT.” — Neil Whitesell, owner CEO, Whitesell Group.

Bonfiglioli India

What: Investing in a new plant. Where: Sriperumbudur, Tamil Nadu. Why: For heavy duty industrial applications. Investment: A further Rs40 crore after an initial investment of Rs60. More: Company is also planning to set up an R&D

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Plant Updates

centre in the region and looking for engineers.


What: Where: When: Area: More:

Building its first Asian manufacturing plant. Batu Kawan, Penang (Malaysia). Expected to open by mid-2013. 9.2 hectares. At present, Bose operates five manufacturing plants, including two in the US, two in Mexico and one in Ireland.

Corning What:

Hosting grand opening and groundbreaking ceremony. Where: Shanghai, China. Why: For Shanghai automotive substrate facility expansion and for third capacity expansion to meet growing mobile emissions control needs in Asia. Investment: $125 million. More: Corning is a supplier of catalytic converter substrates and particulate filters, supplying manufacturers of gasoline and diesel engines and vehicles. Quote: “China now leads the world in both auto production and vehicle sales. This market growth, coupled with tighter regulations, will drive increased demand for Corning’s state-of-the art emissions-control products.” — Tom Lynch, GM, Corning Shanghai.

Donaldson What: Where: When: Why: Quote:

Building two new filter plants. Xuzhou, China. Expected to open around 2014. To serve the fast-growing filtration needs of China’s diesel-powered equipment and industrial markets. “These new plants will allow us to both further increase our air filter manufacturing capacity and establish our first Chinese-based liquid filtration manufacturing capacity to meet our projected Chinese Customer demand.” — Eugene Wu, president, Donaldson, Asia Pacific.

Dow Corning What: Where: Why: More:

Opening new business & technology centre. Solaris Fusionopolis, Singapore. To support innovation and sustainability initiatives in ASEAN/ANZ. The centre will be staffed by scientists, engineers, marketing and sales, and

BOC Dewar Filling Area

BOC India What:

Commissioning its helium transfill station. Where: Taloja, Maharashtra. Why: To increase market share in Helium significantly and to supplement its current specialty gases portfolio. Capacity: The facility is equipped to fill 300 bar high pressure cylinders and can decant upto 4 ISO containers per month. More: BOC India is a member of The Linde Group. Quote: “This expansion marks BOC India’s entry into the fast growing helium market enabling BOC India to widen its market presence and enhance service levels by being closer to customers.” — Srikumar Menon, MD, BOC India.


business support professionals to help local industries accelerate innovation and sustainability through silicon- and siliconbased products that are unique to the region. “The demand for silicon-based materials in a wide range of new and emerging applications is growing in the region. Our focused efforts will continue to bring innovative silicon-based technology into applications that will enable us to meet the needs for a sustainable future.” — Ian Wilson, executive director and vice-president for geographies, Dow Corning.

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Plant Updates

Nissan North America HQ

Nissan North America What: Where: When:

Beginning construction of new facility. Decherd, Tennessee (US). Production of new engines will begin in 2014. Why: To manufacture Infiniti & MercedesBenz engines. Capacity: 250,000 units per year. More: The Daimler and the Renault-Nissan Alliance first announced their strategic collaboration in April 2010, and are extending their reach into the US as part of both companies’ growth strategies. The companies are also moving forward with a vehicle platform-sharing initiative between Infiniti and Mercedes, and development of zero-emission vehicles. Quote: “Today’s groundbreaking marks the latest move in our collaboration with Daimler to localise production capacity and enhance our competitiveness in the global market.” — Mark Swenson, vice-president for production engineering and component facilities.

Everris Americas What: From: Where: Why:



Acquiring manufacturing equipment. X-Calibur Plant Health Company. Summerville, South Carolina (US). For additional manufacturing capabilities to more rapidly bring its new products to the market, including a controlled-release fertilizer technology currently under development by Everris’ Global R&D centre in the Netherlands. The equipment acquired by Everris will remain in a 42,000 sq-ft facility located approximately 15 miles from Everris’ controlled-release fertilizer production facilities in South Carolina. The purchase includes a fertilizer coating line and associated handling, processing and packaging equipment.


Malwa Mirage Ceramics What:

Where: More:



Inaugurating its new digital ceramic wall tiles plant. Pune. The new plant will use the latest technology to manufacture digitalceramic wall tiles in various contemporary, wooden, stone, and marble patterns, having both glossy and matte finishes. “Digital technology is the future of the ceramic industry, we are very optimistic that digital printing will lead the shift in paradigm from a price-based market to a design based one.” — Hussain Tambawala, executive director, Malwa Mirage Ceramics.

“Purchasing the X-Calibur equipment provides us with an ideal solution for our expansion needs.” — Ariana Cohen, president, Everris Americas.

GKN Aerospace What: Where: Why:

Opening a new manufacturing facility. Bristol (UK). To manufacture and assemble carbon-fibrereinforced wing components. Investment: £170m Plant size: Floor space of 30,000 sq-m.

India Yamaha MotoR

What: Establishing a third plant in India. Where: Vallam Vadagal, near Chennai. When: Production to start by 2014. Investment: Rs1500 crore Capacity: Initially 4 lakh units. To be expanded to 18 lakh units by 2018. More: IYM has two manufacturing facilities: one at Surajpur in UP and another at Faridabad in Haryana. The Surajpur unit produces motorcycles for both domestic and export markets while the Faridabad plant manufactures two-wheeler parts.

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Plant Updates Janesville Acoustics What: Where: Why:

Opening in new manufacturing plant. Celaya, Guanajuato, Central Mexico. To support the growing automotive industry in the region. Investment: $4.5 million. Plant size: 90,000 sq-ft. More: Janesville Acoustics is a Jason Incorporated company. The addition of the Celaya plant marks its second manufacturing facility in Mexico. In 2000, the company opened a plant in Uruapan, located in west-central Mexico. Quote: “As the global automotive industry continues to increase its presence in Mexico, we anticipate Janesville Acoustics’ Mexican footprint will expand in response.” — David Cataldi, president of Janesville Acoustics.

Nokia and Bac Ninh authorities

Nokia What:

Where: When: Area: More:


Starting development of its new manufacturing facility. VSIP, Bac Ninh province, Vietnam. To start operations in early 2013. 17 acres. In November, 2011, Nokia established a new company, Nokia (Vietnam), to build and operate the new Vietnam manufacturing facility. “The new Nokia manufacturing plant will produce and provide new devices for compelling and affordable, localised mobile experiences, particularly in growth markets.” — Mary McDowell, executive VP, mobile phones, Nokia.


What: Where: Why:

Starting production at new plant. Tiruchi, Tamil Nadu. To produce a full range of tyres, including truck tyres and radials. Investment: Rs900 crore. More: Will cater for domestic and export markets.

Plexus Corp

What: Planning a new manufacturing facility Where: Neenah, Milwaukee (US). When: To be completed in 2013. Why: To replace two existing leased plants. Investment: $50 million. Plant size: 410,000 sq-ft.

RusHydro & Alstom What:

Starting construction of a hydropower equipment plant. Where: Bashkortostan, Russia. When: Production scheduled for 2014. Why: To manufacture main power generation equipment for small (up to 25 MW), midsized hydropower plants (up to 100 MW) and pump storage plants (up to 150 MW), as well as auxiliary equipment. Investment: EUR125 million. More: Earlier, RusHydro and Alstom had set up a 51/49 joint venture: JSC AlstomRusHydroEnergy. Under the terms of the agreement, Alstom will contribute to the JV advanced operational management practices and technical know-how, and guarantees postcommissioning support. The plant will be a cornerstone of a multifunctional technical park in Bashkortostan with the aim of creating a research and manufacturing cluster and development of SMEs in the republic. A major goal of the project is localisation of manufacturing of power equipment and establishment of reliable and competitive vendors in Russia.


What: Breaking ground on new plant. Where: Eastern Province (Saudi Arabia). Why: For gas turbines and compressors . Investment: SR650 million. Plant size: 220,000 sq-m.

Steelcase What: Where: More:

Opening manufacturing unit in India. Pune, Maharashtra. The Pune facility will be the company’s twenty-sixth globally.

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Plant Updates

Nextant Aerospace What: Where: Why: Capacity: More:


Acquiring new facility. Cleveland, Ohio (US). To produce Nextant 400XT remanufactured business jet. 48 planes annually. The facility features a large production hangar that can handle six aircraft simultaneously, a second hangar for aircraft delivery and completions and a third that will house an enhanced aircraft painting operation. “Demand for the Nextant 400XT in the US, Europe and elsewhere has far exceeded our initial expectations. We are excited to open our expanded manufacturing facility, which will enable us to increase our production rate and meet not only current but also expected demand.” — Kenneth C Ricci, CEO, Nextant Aerospace.

VE Commercial Vehicles Ltd What:

Where: Why: More:


Inaugurating MCKVIE-Eicher Centre for automobile technology. Howrah, Kolkata. To create industry-ready trained candidates. This is the fourth automobile lab based on the concept of industry-institution tie up. Automobile labs are equipped with modern training aids like dynamic cutaways, practice units, multimedia training aids and technical publications that cover scientific ways of repairing, maintenance and overhauling of commercial vehicles. “The industry is already facing an acute shortage of skilled man power, with the automotive mission plan envisaging requirement of 25 million people by 2016. Our social responsibility programme has been designed to meet this critical gap.” — Vinod Aggarwal, CEO, VECV.

Vega Biofuels What: Where: Area: More:

Building a new manufacturing facility. Cordele, Georgia (US) 90,000 sq-ft built up over 15 acres. Vega Biofuels will work with Hunt, Guillot & Associates, the engineering firm, on the construction, project management and equipment installation of the new Traditional inauguration at theplant. Once it is complete, the facility will TL Jones Thane office. produce green energy bio-coal from timber



Nextant 400XT

waste for use in a number of existing coalfired power plants around the world. “Our plans now call for three manufacturing lines to be constructed initially, and two more lines installed during our second year. The facility will accommodate a total of nine manufacturing lines.” — Michael K. Molen, chairman & CEO, Vega Biofuels.

VIP Industries What: Where: Why:

Establishing a wholly-owned subsidiary. Bangladesh. To set up a luggage manufacturing plant.

ZF Lenksysteme

What: Starting steering systems manufacturing in India. Where: Phulgaon, Pune. Plant size: Over 10,000 sq-m. Capacity: 400,000 passenger car and 70,000 CVs. More: The company’s target is to achieve 80-per cent localisation. Quote: “This is an important step for ZF Lenksysteme to expand its operations in India. We chose Pune as it gives us an opportunity to be present right at the centre of India’s auto industry. It is home to world’s second largest two-wheeler manufacturer, the world’s largest forging company and many other leading auto manufacturers.” — Michael Hankel, CEO, ZF Lenksysteme.

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Appointments New DG general for IEEMA

Lafarge India appoints CEO

The Indian Electrical & Electronics Manufacturers’ Association (IEEMA) has appointed Vishal Gakhar as its new director general. Gakhar has over 17 years’ experience of similar organisations: prior to the appointment, he worked for CII and was responsible for heading its special initiatives and policy department in western region, and handled sectors such as logistics, healthcare, infrastructure, and verticals including sustainability, green business, climate change and family business. Gakhar has an MBA in marketing and takes keen interest in building bridges between industry and trade.

Martin Kriegner has been appointed CEO of Lafarge India with responsibility for all of the company’s cement, aggregates and concrete activities in the country. Kriegner, from Austria, joined Lafarge in 1990 and became the CEO of Lafarge Perlmooser in 1998 before moving to India as head of the company’s cement activity in 2002. Prior to this assignment, he served as regional president, based in Kuala Lumpur. He has a doctorate in law and an MBA. “My ambition, alongside that of the team, is to make Lafarge India the best company in the sector in terms of safety, cost, branding, quality,

PTC’s senior vice-president assumes new role PTC has announced the appointment of Jeffrey W Wilmot as its senior vicepresident and country manager in India. In the role, Wilmot will oversee PTC’s India operations and make decisions that focus on accelerating the company’s growth in the country. He will be responsible for all go-to market resources in India and also be an integral part of all the activities related to sales and marketing. Wilmot said: “I plan to capitalise on my experience to strengthen our presence in India and also expand our business through investments. With a focus on resolving customer problems and PTC’s unique understanding of the arena


of product development, we believe we will continue as the market leader in India.” Wilmot has worked for PTC for over the last 11 years. During this time, he held

several senior management positions in the company. Wilmot attended Widener University, where he earned a Bachelor’s degree in government and politics.

delivery, people development and sustainable innovation. We want to fully focus our business on our markets and the needs of our customers, driving increased value through innovation to ensure we remain at the forefront when customers are looking for construction solutions,” Kriegner said.

New Rolls pres announced Rolls-Royce, the global power systems company, has appointed Kishore Jayaraman as president of its India and South Asia operations. Jayaraman joins Rolls-Royce after a 23 year career at General Electric, latterly as CEO of GE Energy in India. Michael Shipster, RollsRoyce’s international director, said: “Kishore is an experienced industry professional with valuable knowledge and expertise. India is an important market for Rolls-Royce, with great potential built on a long and distinguished history across all of our business sectors.”

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cover story

Heading in the right direction


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Niranjan Mudholkar caught up with Baba Kalyani, chairman of the Kalyani Group, and CMD of the group’s flagship, Bharat Forge; and also with his son, Amit, the company’s executive director for an exclusive interview at the group’s headquarters in Pune A lean approach combined with flexible manufacturing form the fundamentals of your group. Is this the mantra for manufacturing success today? Baba Kalyani: In manufacturing, the only way you can become cost competitive is by adopting lean technologies. There are many approaches to lean technologies, and we have found our own way to do things. In our company, we tend to work towards ourselves. We don’t go outside, although we do go and learn from what other people are doing. But we absorb it and convert it to a way it will work in our business. And we do it very effectively. Just to give you an example, our inventory today is running at 11 days. Whereas just about three years ago, this was running at 60 days. Clearly, that saves working capital and makes things a lot more efficient. This has been possible by being lean. Amit Kalyani: Being flexible is another part. We are not an end-product manufacturer — we supply to various different producers — so our business model is to be flexible: to be fast and to be able to supply diverse range of products to various industries out of the same assets. Baba Kalyani: And the way we have done it is by using extensive computer-aided manufacturing. Our extensive capabilities make us flexible because we can make everything digitally first at our engineering centre and then the process can be applied to create the required product on the shopfloor.

You put in place a de-risking strategy way back in 2005 with the aim of combating the growing worldwide market volatility. After the financial meltdown, it was further consolidated. How is your organisation benefitting from the strategy? Baba Kalyani: If you look at the global financial crisis that took over some part of 2008 and some part of 2009, you will see that our entire de-risking strategy has worked extremely well. It was a very simple strategy. Bharat Forge in the 1990s was a very small company, prominently focused on Indian customers. We had a four or five large Indian customers, which accounted for 80 per cent of our business, and then we had some small customers. The Indian market was growing so to that extent it was okay to do what we were doing. When we went to outside markets after 2000, we were able to grow much more rapidly. As a matter of fact, between 2000 and 2008, we grew 10 times in terms of sales largely because we externalised ourselves. So we entered the markets of North America, Europe, Japan and China, and that’s where the de-risking came in because all devel-

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cover story

“In manufacturing the only way you can become cost competitive is by adopting lean technologies. And we have found our own approach.” —Baba Kalyani

oped markets in the world are cyclical in nature, especially in the automotive sector. Generally, they follow the cycles of emission technology changes every four years or so. To protect ourselves against this cyclicity we decided on three segments of the business: automotive, commercial vehicles and industrials. And we also decided to do this across three different continents: North America, Europe and Asia. Historically, all the three continents have never had the same cycles except for September 2008 and part of 2009. So we had nine segments and that worked very well. Now, we have added a new dimension to our strategy, and that has been getting into producing components for the industrial sector. We have identified five verticals. These include oil & gas; we are now big suppliers to the oil & gas industry in North America largely for offshore drilling and for shale gas. We have many customers in that growing market and we are increasing our value additions in that business. The second vertical is the construction and mining equipment segment, which


is also a large market for us. The next is railways in which we focus on locomotives, supplying large crankshafts and connecting rods for locomotives around the world, including in India, US, Russia and Europe. In fact, once we see the roadmap for Indian railways with the

new locomotives and high-speed trains, we will definitely want to be in those businesses as an OEM player. The fourth vertical is large marine engines and their components. The fifth one is the aerospace segment. It is a more difficult market to get into because there are a lot of processes for which you have to develop your organisation and your organisational capabilities. We have done all that and now we are AS9100-certified. We have some trial orders from aircraft manufacturers; we have also build relationship with material suppliers, especially Titanium, so we are moving in these directions and we have two manufacturing facilities for them. One is here in Mundhwa and the other is an advanced manufacturing facility in Baramati. Between these two facilities, we can almost make all

S. No


BFL Stake %


Annual turnover (Rs million)

Geographic location


CDP Bharat Forge GmbH


Auto components




BF Aluminiumtechnik GmbH


Auto components




Bharat Forge Kilsta AB


Auto components




FAW Bharat Forge


Auto components




Bharat Forge America




Auto components



Auto components






Speciality Chemicals




Automotive Axle


Auto components




BF Utilities






Kalyani Steels


Speciality steel



S. No 1 to 5 are subsidiaries of Bharat Forge & their financials are for year ended 2010. S No 6, 7 & 10 are part of Kalyani Group and their financials are for year ended March 2011. S No 8 & 9 part of Kalyani Group and their financials are for year ended September 2011.

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Part of a wide product range

“We believe we have tremendous capabilities in aerospace and I think we will be a major player in this sector in the next few years.” —Baba Kalyani

the products for all these five segments. We are driving this process and have seen some tremendous growth since we started this. The thought process began in 2006, before the meltdown, but the really acceleration came in 2009. If you look at our Indian operations, 40 per cent of our business comes from these sectors which had been hardly 10% a few years ago. It will grow even more as we will supply components for the energy sector, like turbines and generators. We will develop these verticals. Amit Kalyani: Basically, India is going to need a lot more infrastructure and industrial products. We want to leverage both these. Today, we are making components and hopefully in future we will make more value-added products.

Any investments planned in the near future? Baba Kalyani: Our investments are focused in two directions. One is on creating specific capacities for specific customers based on long-term contracts and the demands we see. This is ongoing. The second is to make strategic

investments, like the facility we created in Baramati for industrial manufacturing. We didn’t have orders in hand to do that; it was a strategic investment and it has worked very well for us. We are now looking at defence equipment in India. The sector is opening up and there are lots of opportunities. We believe we have tremendous capabilities in this sector and I think we will be a major player over the next few years.

You have mentioned that from 2020, every product manufactured by your group will have a green label. How are you going to do that? Baba Kalyani: We have a strategy of reducing our CO2 footprints. Amit Kalyani: That’s one part of it. We also want to reduce and reuse all our water so that we have zero discharge in terms of solid and fluid waste. Basically, we want to be a lot more environmentally sensitive and conscious.

Is that not the case already? Amit Kalyani: Much more than what we are now.

Baba Kalyani: We are reducing our CO2 footprint every year, and we have been mapping this in a structured manner. Also, we have made our systems far more energy efficient and we have found ways to reduce wastage. There is also an emphasis on using far more green energy, like wind, than using fossil fuels. Amit Kalyani: And for a largely energyintensive business like ours, to say that it’s a big thing. It obviously means that the processes we adopt over a period of time will be more and more energy efficient.

As you have said, building innovation capabilities at organisational level takes around 15 years. So how is your own innovation programme different from your regular R&D work, and how will it impact the firm both culturally and operationally? Baba Kalyani: We have taken a slightly different approach. Of course, we do a lot of R&D because every product we produce here is developed by us. We have no technological tie-ups with anybody and we have got into so many new areas — these five new areas we talked about. We had to learn and develop all these products ourselves. So yes, we do a lot of the regular R&D. But we also started something different about or seven years ago. Our thought was, ‘How do we create an innovation process and an innovation culture?’. We first started looking at hiring people from the outside, but we were not very successful — I think the reason being that the top talent generally shies away from getting into a shop floor; they like to be in high-profile places. So we decided to develop our own talent pool and set up a programme to trans-

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“So our business model is to be flexible, to be fast and to be able to supply diverse range of products to various industries out of the same assets.” —Amit Kalyani

form our own employees into engineers. This programme is in its ninth year now. Basically, it’s a three-year programme, and every year we see 40 to 45 of our employees graduating from it. Then we set up a programme with IIT-Powai for an MTech degree, and this was the foundation for creating talent for innovation. The whole idea was that we send 24 of our employees every year to the IIT Powai campus. It’s a two-year programme wherein one year is done at IIT-Powai, and for the next year, they work on innovation projects here. Then

we set up our centre for innovation, which is about 15 minutes away from here.

So basically you are starting one step behind innovation. You are first building up the talent required for innovation? Baba Kalyani: Yes, and we wanted people who know our business and are part of this business. So there are guys who have worked here for 15 to 20 years; they know our products and our processes. Amit Kalyani: And they have a clear direction, they have mentors and they are accountable. They produce something, which is measurable. Baba Kalyani: The good part of this programme is that this year we have filed seven patents, and we have many more in the pipeline. Now we have labs where people are working on new technologies; new things are happening. We are now trying to bring an electronics group into the business. We also tied up with universities in Europe and Australia and are now sending some of our employees to PhD programmes. By 2020, I must have 100 to 150 PhD guys out of all this in my company. That will become the backbone of this innovation technique and by that time — of course we will do a lot more innovation in between — but by that time it will be as good as you will see anywhere in the world in this business. We have a talent factory here.

The gap between what comes out of institutes and what the industry needs is continuing to widen. You are doing your bit. Why can’t the industry handle this problem collectively with a


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focus on coaching instead of poaching? Baba Kalyani: We have set up an ITI on our own in Khed. It has become a model idea in this country and almost everybody wants to copy it. The rural guys who get trained at this ITI are now getting jobs at Mercedes and Volkswagen, and all these guys have good salaries. I set the ITI up to get people here, but someone else is hiring them and I’m fine with that. The whole idea was to create a model. Now, we have taken three more ITIs and we are trying to do the same thing. We have also taken a little more than half-adozen rural engineering colleges as our talent partners. Senior technical experts from our plants mentor the teachers at these colleges. They develop special programmes and then we hire 120 to 150 students from these colleges in the third year. It is a four-year programme. After they finish the third year, they come here and spend one-and-a-half months with us and then go back. They have tests in between and when they finish these, they have a job here. So we are trying to do as much as possible to use our knowledge and capability to uplift the education system. Ultimately, the system must be changed if you want to change the situation. We are trying to set an example by this. If one company can do half-a-dozen institutions, and there are a thousand companies in the country who follow, then the problem will get solved.

Are you happy with the overall policy framework for manufacturing in India? What more do you expect from the government? Baba Kalyani: We always have good policies, like the recent National Manufacturing Policy, which aims to take manufacturing from 18 to 25 per cent of GDP. We should grow faster but the reality on the ground is something else: we have problems with land acquisition; we have problems with energy cost; we have talent shortage everywhere and the bureaucratic system does not change. All this has to be addressed on a priority basis.

The Kalyani Group is recognised as an ethicallystrong business house. How do you see this

On the shopfloor at the Mundhwa plant

“The infrastructure segment in India has opportunities but it lacks a truly world class Indian supply chain. That’s where we want to step in.” —Amit Kalyani

in today’s times of scams and other negative issues related to corporate governance? Baba Kalyani: Yes it’s not easy being ethical because there are a lot of temptations and shortcuts. First of all, we suffered because we are ethically strong, but this is part of our DNA. It developed from the way we set up our business. We are a B2B business and in this sphere, there is very little room for unethical behaviour due to a lot of transparency. Especially when you are interacting with international clients you have to be transparent; you have to be open.

Amit, the third generation of entrepreneurs usually find themselves in a difficult situation because the institution is already there and your job is to take it to the next level. What are the challenges you see in doing so? Amit Kalyani: I think more than challenges there are a lot of opportunities today. We have got a fantastic platform and the country is growing strongly. The company has some phenomenal strengths and I think the seeds have been sown into a lot of new areas where we can create new platforms for our-

selves, and that’s the direction where the company and group are going. So the task ahead is consolidating and growing the base and then getting into new, complementary areas.

So you see yourself into a position to take it to the next level? Amit Kalyani: Well, the company is very well positioned. I think we have a very good management, very talented people and we are heading in the right direction. We don’t have baggage like a lot of other companies, whether it’s financial or anything else. We are very quick in decision making. Those are the factors which are beneficial in running and managing the business. The whole infrastructure of the country offers tremendous opportunities. It is going to see a lot investment, and it lacks a truly world-class Indian supply chain. That’s where we want to step in. We have the manufacturing capabilities at the base level; we have the ability to create the design engineering and execution capabilities.

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02-03-2012 13:22:44

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sector focus

Optimising rolling assets

In light of the remanufacturing of bearings gaining increasing significance, Manufacturing Today had a chat with Sudhir Rege, director for South Asia at SKF in a bid to understand more about the subject.


n today’s industrial world, manufacturing assets are the lifeblood of any business. When they stop working, businesses grind to a halt. That’s why the correct maintenance of valuable plant assets is so important. Equally important is the requirement to maximise the operating lifespan of plant assets, for getting the maximum return on considerable investment. Bearings are core components of any plant assets, and they take a lot of punishment. An organisation’s assets may contain bearings from different manufacturers, and traditionally, near the end of

What remanufacturing services do

• Extend the operating lifecycle of bearings • Reduce lifecycle costs • Reduce environmental impact through recycling bearings • Maintain the condition of the replacement stock • Predict when the bearings need to be serviced • Reduce the likelihood of bearing failure • Improve an organisation’s overall asset reliability


their lives, they are replaced during times of planned maintenance or shutdowns. Replacement bearings can be expensive, and may involve long lead times. In addition, the scrapping of end-of-life bearings may have a negative impact on the company’s industrial sustainability profile — which is becoming increasingly important to the investors and customers. So, how can you increase the service life of bearings in order to decrease downtime, reduce costs and also reduce wastage? According to Sudhir Rege, South Asia Director for industrial markets, regional sales and services at SKF, the answer lies in remanufacturing the bearings.

Why remanufacturing? Rege’s answer is simple. He says: “Remanufacturing maximises a bearing’s service life.” It is estimated that close to 90 per cent of all bearings do not reach their calculated service life. And since a bearing

with more than 30 per cent left left of its service life can be worth remanufacturing, this illustrates just how significant an impact remanufacturing could have on the operating costs. Experienced experts in bearing defects can evaluate the bearing and decide if the defects can be removed by remanufacturing. And since the remanufacturing process removes surface distress, it can also increase the practical service life of the bearings. As a result, the potential cost savings through remanufacturing could be substantial.

Asset utilisation The correct timing for bearing removal and remanufacturing is essential to achieve the optimum balance of long practical service life and lowest operating costs. A range of predictive maintenance technologies and services, which can show the status of plant machinery at all times, is readily available in the market. Rege explains:

“Since the remanufacturing process removes surface distress, it can also increase the practical service life of the bearings.”

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sector focus

“Identifying the sequence of events leading to bearing failure helps create a plan to prevent future failures. Also available is a service called root cause failure analysis, which starts with an evaluation based on bearing analysis methodology and ISO classifications. After investigation, the service provider — like us — will deliver a set of causes and effects plus a comprehensive plan of corrective actions to prevent recurrence.” Since remanufactured bearings are already run in, and have proven their product and design quality, the risk of failure after installation is substantially reduced when compared to new bearings. Choosing the right remanufacturing partner is equally important. “Since your plant assets utilise a wide range of bearings, you need a remanufacturing partner who can deal with this diversity and complexity,” Rege explains. “In addition to standard remanufacturing, a good partner can also remanufacture your bearings to a new or higher specification. This can include mounting sensors and the provision of other enhancements, such as integrated lubrication, sealing solutions and rework to other specifications.”

Remanufacturing bearings also reduces environmental impact

Bearing remanufacturing service levels Level 1

Level 2

Level 3

Level 4

Cleaned and degreased

Bearing disassembled

All components inspected for dents, scratches, spalls, wear and form

Detailed bearing analysis report issued

Roller path defects removed by polishing or grinding

Non-raceway surfaces on inner/outer rings polished

Cage cleaned and inspected for out-of-roundness

Bearing assembled, measured and documented

Bearing cleaned and protected against oxidation

Remanufactured bearing returned in new packaging

Source: SKF

Bearing remanufacturing procedures

Bearing returned at customer’s request

Cage pockets machined to match over-sized rollers

Bearing before and after remanufacturing

Positive impact Remanufacturing also requires approximately 90 per cent less energy than manufacturing a new bearing. And of course by extending the service life of the bearings, the process avoids the scrapping of components and the unnecessary use of our natural resources. As a result, in addition to delivering cost savings to the operations, remanufacturing also represents an environmentally positive solution to the bearing maintenance operations, including secure destruction of the contaminated bearing lubricants.

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sector focus sector focus


hen a bearing is damaged, it is often removed from service and replaced before it completes its full, useful and economical life. Advancements in bearing design, materials, maintenance and repair methods have

greatly improved the potential for, and popularity of, bearing repair as an effective way to extend the life of the bearing. A high-quality repair programme also can address the challenge of determining if and when a bearing can be repaired. Regardless of the original manufacturer, a wide range of services are available for all bearing types. A repaired bearing, depending on the required level of service, can often be returned to likenew specifications in about one-third of the time and at a savings of up to 60 per cent of the cost of a new bearing. Furthermore, expe-

rience has shown that a successfully repaired bearing can run a life-cycle comparable to that of the first-cycle of the bearing. Growing popularity of repair programmes in heavy industries shows an increased understanding of the significant value, both in time and cost, compared to replacing bearings. Bearing repair is not a new concept, but it is increasing in popularity with heavy industrial customers, providing a tangible value. Advancements in bearing design, steel cleanliness, bearing maintenance and repair processes have greatly improved the potential benefits for bearing repair. When a bearing is damaged, the entire operation will suffer, resulting in additional costs, lengthened maintenance work schedules, unnecessary downtime and extended on-time delivery to final customers. In most heavy industrial applications, bearings are removed from service before they have reached their full useful and economic life. Bearing repair can be an effective way to extend the life of the bearing further along its theoretical bearing life, making it an economical alternative to purchasing new.

A case for repair Initial bearing design takes into account the use and


Copyright: wen mingming

Bearing repair can provide a valuable and cost-effective alternative to their replacement across a range of heavy industries, writes Brian Strunck

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sector focus

application of the bearing and establishes a corresponding prediction for service life and fatigue life. Regardless of the design or manufacturer, bearings often deviate from these expectations due to factors such as improper installation, contamination, inadequate lubrication or misalignment. In fact, less than 10 per cent of bearings used in a heavy industrial application reach their design L10 life. Advancements in technology, materials, condition monitoring and reliability-centred maintenance programmes, combined with economic pressures, contribute to an increased potential for successful bearing repair programmes. A quality repair programme can bring about time and cost benefits, and some bearing repair sources will also offer a warranty on their service. When compared to the manufacture of a new bearing, bearing repair is considered a more environmentally friendly procedure, requiring less energy input and reducing raw material consumption and waste. The majority of energy required to manufacture a new bearing — melting and refining steel, material forging and turning, heat-treatment and grinding — is conserved through bearing repair. In addition to cost and time savings, bearing repair maximises the opportunity to achieve the theoretical bearing lifecycle. A common question is whether a repaired bearing will last as long as a new one. Studies performed by bearing manufacturers and independent researchers have shown that a properly repaired bearing will run a second service cycle comparable to that of the first. Repaired bearings often reuse materials that have already proved reliable in the application, therefore reducing the risk of bearing failure. It should also be stated that it is critical that replacement parts are made using materials and tolerances specified by the OEM. Any deviation from OEM specifications will increase the risk of premature failure.

What’s eligible? Although it offers many benefits, repair is not always the best option for a damaged bearing. The challenge of making proper

“Advancements in bearing design, steel cleanliness, and repair processes have greatly improved the potential benefits for bearing repair.” use of bearing repair services is determining if and when bearings need to be repaired and deciding which option is the best economical and long-term decision. Depending on the repair facility, limitations exist on the minimum and maximum size of bearings and product types that can be repaired. There are many different types of repair suppliers, ranging from small facilities limited in their scope of work and knowledge to large bearing manufacturers with an unlimited range of products and services. The scope of work also limits the size of bearing that can be repaired. All bearing types are eligible for repair regardless of the original manufacturer. Properly trained and experienced personnel involved in routine inspections serve as the first line in deciding if a bearing needs repair. Early detection of a problem through routine checks, preventive and predictive maintenance, and vibration analysis can reduce unnecessary downtime and expense, and help to capitalise on the capabilities and benefits of bearing repair.

Remanufacturing process Once a product is returned to a repair service centre, all bearings undergo a thorough cleaning process. Next, the bearing is disassembled; during this stage, trained repair technicians will record bearing information and actual internal clearances, and then complete the disassembly and tag with unique identifiers. Next, a detailed inspection of all the bearing components is performed and findings are recorded. The initial inspection includes looking for major

problems or damage, such as fractures, major spalling or bluing due to heat damage. These are indicators that the bearing may not be eligible for repair. Components also are examined to determine the scope of work required to return them to a like-new condition. In addition, technicians measure the bore, outer diameter and width of the bearing, as well as record the roundness of the major race components. The type and degree of damage determine whether it can be repaired and the appropriate method of repair. The level of detail supplied in this inspection report depends on the facility performing the work. A wide range of repair services and methods are available. Depending on the facility capabilities and level of damage, some repairs can be performed on site using existing personnel or a bearing manufacturer’s service personnel. In general, onsite programmes are suited for recertification or reconditioning processes, not for remanufacturing. Once the proper repair choice is made and the process completed, the bearings are reassembled and packaged for storage and transportation. Generally, a final inspection is performed on the bearing to ensure that it meets the assembly criteria specified by the bearing design. Again it must be stated that different suppliers perform different levels of inspection and packaging. Bearing manufacturers that perform bearing repair often follow the same procedures as with a new bearing. Most resource manuals describe the damage and may help to eliminate the

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sector focus

cost and estimated repair time when requesting any type of repair service.

Copyright: Amir Hossein Biparva

Limitations and expectations

When compared to the manufacture of a new bearing, bearing repair is considered more environmentally friendly

causes, but often they do not venture into the relationship between damage and reparability. It is always recommended to contact a bearing service technician to assist in any damage assessment or for repair feasibility.

Options and methods Various industries and applications may demand different scopes of repair service, but generally, repair service tends to fall into three types. A Type 1 service generally describes the recertification or clean and inspection repair process; Type 2 usually applies to the reconditioning or polishing repair process. Bearings with more extensive damage require a Type 3 level of service, referred to as the remanufactur-

It’s time to repair when:

bearing is nearing or has exceeded • itsThesuggested life expectancy. Operating temperatures • 200 degrees Fahrenheit.have exceeded have been exposed to exces• Bearings sive vibration. has been a sudden change in • There lubrication and temperatures. operating audible sounds. • Excessive There has • integrity. been a loss of bearing seal


ing process. This level involves extensive processes, such as regrinding of races, replacement of rollers or cage components and may even include replacement of a bearing race. Often, the regrinding of raceways will require the manufacture of oversize rollers in order to maintain bearing geometry and clearance in bearings where radial internal clearance is critically held. In cases where lateral clearance is held, oversize rollers, new spacers or additional shims would be provided. These levels of repair have traditionally been suited for bearings with a 12-inch inner diameter and greater. However, reclamation service cares for bearings as small as three inches in ID, meaning that smaller bearings, which were often thrown away, can now be handled if received in large quantities, and returned to service. Cleaning, inspection and the application of a polishing finish can return these used bearings to like-new condition for a fraction of the cost of replacement. It is always good practice to have a bearing service technician review a product before it is returned to a repair centre to make sure it is economically feasible to repair. Turnaround time on reconditioning and repairs can be as short as two to four weeks, depending on the need and scope of work required. Companies making use of bearing repairs should always request a complete, itemised quote that includes

Although bearing repair has proven to be a cost-effective solution, like any service it is subject to limitations. Bearings can be repaired, often more than once, but not indefinitely. A general rule of thumb is that bearings should not have more than three regrinds. Regrinding removes surface material, so it needs to be done carefully. The Timken Company’s standards suggest that the maximum stock removal on any race should be 0.025 inch in diameter and the roller size should not exceed 0.015 inch from the original equipment manufacturer standard size. These recommendations help reduce the risk associated with altering the design integrity of the bearing. Please note that Timken’s guidelines are not industry standard rules. In fact, some repair centres have no stated limitations on design alterations. If done correctly, repaired bearings offer like-new performance. However, it is important to recognise and understand how repair options address damage modes. For example, polishing can address a variety of damage modes but is not effective for the removal of debris indentations or wear. Therefore, in such cases, do not expect like-new performance if the bearing is only polished since that does not repair all damage. It is recommended to consult with a bearing manufacturer representative or application engineer to help determine the cause, extent and suggested repair of the damage. It is also critical to have any bearing repair performed by properly trained and experienced personnel because unnecessary repairs can lead to additional damage and limited bearing life. The growing popularity of bearing repair demonstrates the increased understanding of the benefits and value it offers. A quality bearing repair programme can result in significant savings compared to discarding and purchasing new bearings. In addition, the lead time for repair is substantially less than that of a new bearing. • Brian Strunck represents Timken India.

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Power List



INDIA’S MANUFACTURING ICONS TOGETHER IN ONE DEFINITIVE SUPPLEMENT The Manufacturing Today Power List 2012 – coming July 2012 As a key driver of the Indian economy, our manufacturing industry is gearing up for the next stage of its growth. Over recent years, it has


quickly evolved through its concerted focus on productivity, performance and profitability. To highlight this impressive growth, ITP India is pleased to present the first annual “Manufacturing Today Power List”, which will feature the 25 most influential personalities in the Indian manufacturing industry. It will be unveiled in the magazine’s July edition and will cover a broad spectrum of industries, including automotive, machinery, electrical & electronics, power equipment, pumps, aerospace, heavy industry, metals and general engineering. The Manufacturing Today Power List is currently being compiled by our editorial team in consultation with industry experts. These figures are true industry insiders and include senior members of industry bodies, thirdparty consultants, top industry professionals and other technocrats. Most of them will form our editorial advisory board and serve on the jury panel for the Manufacturing Today Awards 2012, which will be held later this year. We accept that we will not be able to include every notable person in this business, but each person listed in the Power List will have significant influence. These 25 manufacturing heavyweights are not just influential, but are also innovators and change-makers in their own right. They make things happen and their accomplishments are critical for this industry to

1. Technocrats: The masters of engineering who have made a mark with their technological acumen and have redefined research and development in their respective sectors. 2. Entrepreneurs: The dreamers who have also become achievers through innovative ideas, hard work and their risk-taking ability. 3. Industry captains: The experienced figures who have done it all to take the industry to the next level with their Herculean efforts and great ideas. 4. Youth brigade: The young and the restless from the industry who are creating a whole new world through their vision and ideas. 5. Internationals: The overseas professionals who are playing a key role in shaping their respective sectors in particular and Indian manufacturing industry in general.

sustain and succeed.

Advertising options and sponsorships are open. Last date for booking is June 23. Contact: Sanjay Bhan: +91 9845 722377, Satyanarayan Naidu: +91 9833 055655,


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Safe business

is good business

Minimal automation coupled with high human intensity makes for a very challenging work environment on the shop floors. Niranjan Mudholkar finds out how is the issue of safety is being handled in Indian manufacturing


he ideal work environment is one that gives confidence to the worker and encourages performance and productivity on the shop floor; the workplace should be safe and hazard free. So what does the term safety mean on the shop floor? According to RC Bajaj, joint managing director of, UIC Udyog, there are two sides to the equation needed to achieve industrial safety. The first, he says, is on a wider level, promoting activities with respect to environmental pollution control, which is primarily driven by external approvals and certifications. “The other aspect is internal safety measures. The organisation


needs to provide a safe working environment where people can work without fear of physical harm and or health hazards or any kind of discrimination or mental pressure. Any one or combination of these factors can affect working efficiency,” he says. Sanjay Choudhary, chief technology and sustainability officer at Tata Chemicals, says plant safety requires a holistic approach towards people, facilities and technology. He explains: “The people aspects are focused around personal safety and involve aspects of leadership and workforce engagement reflected in policies, safety goals, rewards and consequences, training and capability

building and behavioural safety. Facility safety is centred on process hazard analysis, mechanical integrity, start-up and shutdown safety and O&M manuals, emergency planning and preparedness. The technology elements are about management of change, process safety information, HAZOP, intrinsic and inherent safety, and design for safety.” Similarly, Suresh Tanwar, corporate head for safety, health and environment at Tata Motors, says it is about safeguarding the health of employees and the property and assets of the plant. “It covers a number aspects, like safetyrelated training, inspections and sur-

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spotlight What is plant safety? Provision and maintenance of plant and systems of work in the factory that are safe and without risks to health. Arrangement in the factory for ensuring safety and absence of risks to the health in connection with the use, handling, storage and transport of articles and substances. Provision of such information, instruction, training and supervision as are necessary to ensure the health and safety of all workers at work.

veys, risk assessment, incident investigation, good preventive maintenance and the right emergency response management,” he adds. While the formal definition may vary from organisation to organisation, safety is key to all manufacturing facilities. And as Amit Srivastava, HSE manager at Faurecia Group, says, it basically means work hours free from any accidents coupled with occupational health managed effectively with systematic

medical check-ups and the environment supporting safe working. While acknowledging the importance of safety, Bajaj also points out that different industries have different working styles, practices and process. He says: “Safety measures should be designed and developed depending on the nature, type and understanding of the working personnel. It is important that senior personnel lead from the front by following safety norms, otherwise it would be difficult to inculcate the safety practices within the workmen.” Mohan Shankar, assistant VP, TÜV SÜD South Asia, a certifying, inspection and testing agency, agrees. He says: “The safety needs of a plant differ from

Maintenance of all places of work in the factory in a condition that is safe and without risks to health and the provision and maintenance of such means of access to, and egress from, such place as are safe and without such risks. Provision, maintenance or monitoring of such working environment in the factory for the workers that is safe, without risks to health and adequate as regard facilities and arrangements for their welfare at work. By Alok Goel, CEO, Nitco

industry to industry depending upon the nature and complexities involved.”

Deeper impact Does plant safety have a direct impact on efficiency, productivity and profitability? The spokesperson of Tata International believes that it does. He says the cost of accident prevention is far less than the total cost of an accident. Whether we look at the major

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accidents, like the Union Carbide’s Bhopal gas tragedy or any minor incident where a worker received minor injuries during work hours, the cost of the accidents have been very high, and are often difficult to estimate. If plant safety norms are in place, the workers will not be afraid of being injured while working, and they will be far more efficient and productive. This concept is often explained with the help of animated safety films that drive home the message in a simple but effective way. On the other hand, at plants where safety systems are below par, workers’ attention is divided between productivity, their own safety and the safety of machinery and materials, and this ultimately affects efficiency and production. Apart from high accident costs, unsafe plants also reduce the motivation of the workers, leading to reduced efficiency and an eventual decline in profitability. There is a common misconception that plant safety is a hurdle in the plant operations, and this needs to be set right with the help of case studies and proper risk analysis from the running of unsafe plant operations. Choudhary of Tata Chemicals points out that managers tend to forget the economic considerations linked to operational efficiency and productivity, and only when faced the consequences of safety incidents do they realise the

At the Tata Chemicals Mithapur plant, safety is centred on process hazard analysis, mechanical integrity, start up and shutdown safety

Safety measures at Tata Motors Employees across the plant are trained on various safety measures. Safety observation drill: This is a process where representatives have been trained to observe operators while they work. These representatives engage with them on matters of safety. If the operator is found working safely, he is complimented; if he is found not to be wearing protective equipment or working dangerously, he is engaged in conversation to ensure that he commits to work safely and follows processes. Rigorous investigation: Followed after an inci-

Technology should serve as an important aid in the mission of safety. Pic: Inside Nitco Plant


dent has occurred, this is designed to prevent any recurrence and for other facilities to learn from the incident. Mock drills: These are carried out across various emergency scenarios to gauge level of preparedness on emergency management. Contractors’ safety management: This is done through regular contractor’s safety meetings and intra-contractor audits are conducted. Through risk management practices, risk level is brought down. Tata also conduct internal and external safety audits, and reviews on safety performance.

business case for safety. “Sustained productivity requires a paradigm shift from a ‘fix it’ mindset to one that is more along the lines of ‘solve and prevent it’. We have observed that productivity is best at our sites which have the best safety records. Safety and performance improvement go in tandem,” he says. Bajaj of UIC Udyog also believes in the direct relationship between safety, efficiency, productivity and profitability. He says: “Unless the workplace is safe, people will be reluctant to work. With growing education levels, people have become more conscious and seek safe working conditions. In unsafe workplaces, workers become

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and O



“Plant safety reduces the direct and indirect costs of accidents and, therefore, improves profits.” —Alok Goel, CEO, Nitco Ltd.

and O&M manuals, amongst other things

apprehensive and shaky, resulting in a reduction in work efficiency. Specifically, under unsafe conditions, workers will leave their stations frequently for a breather, resulting in a loss of efficiency and productivity. Most importantly, when a person works in the same place, it becomes monotonous, resulting in a loss of concentration. Most accidents take place when a person looses concentration and attention. Any accident occurring inside the plant premises results in a loss of man-days and consequent production.” Bajaj also draws attention to the role played by trade unionism in this aspect. He gives the example of West Bengal, where any untoward incident could lead to major problems and huge losses of production. “It is all the more necessary that fingers are not pointed towards a lack of facilities or safety measures,” he adds. Shankar of TÜV SÜD illustrates this: “A recent fire accident in a power generation plant from a coal conveyor belt claimed lives and damaged assets worth Rs20 crore. The plant witnessed 25 days of breakdown, which affected productivity, the morale of the employees, efficiency and profitability, and it eroded the brand image of the company. Thus, it’s imperative to adopt a proactive approach towards plant safety. Tanwar of Tata Motors also believes

“Sustained productivity gains requires paradigm shift from a ‘fix it’ to a ‘solve and prevent it’ mind-set.” —Sanjay Choudhary, CTSO, Tata Chemicals

“Plant Safety on an on-going basis is very vital aspect for the survival and success of any organisation.” —Mohan Shankar, Asst VP, TÜV SÜD South Asia.

“Plants good in safety are also good in profitability.” —Amit Srivastava, quality & HSE manager, Faurecia Group

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Pic: Inside the Nitco plant


A safe work environment gives confidence to the worker and encourages productivity.

Setting an example At Tata International’s Dewas leather manufacturing plant, safety has always been considered paramount. This plant, which is India’s largest leather exporter, with a capacity of 4 million sq-ft/month, is ISO 9001 & ISO 14001 certified. Safety is driven by everyone down the line and championed by the senior leadership. Focus is on training and awareness of all safety aspects. To sustain a safety culture, teams periodically conduct drills, which help in measuring preparedness and improve response. The plant also observes important dates, such as National Safety Day (March 4), World Environment Day (June 5), Bhopal Tragedy Day (December 3). This helps in developing a good EHS culture. Other key reinforcements include ample visual displays, safety messages, discussion of case stuies, sharing of reports on recent industrial accidents and lessons learnt. The safety team acknowledges that accidents do not just happen; they are often caused by either unsafe conditions (around 11% ) or unsafe acts (87%) with only 2% attributed to natural calamities. Thus, with proper control mechanisms, safety professionals can help industries avoid accidents in up to 98% of cases. This clearly shows that a proactive approach towards accident prevention is a must.


that plant safety has an impact on the business. “For example, if there is a serious accident, it can lead to business interruption. There are direct and indirect costs attributed to accidents. The production line might be stopped until an investigation is concluded by statutory bodies or within the organisation. So efficiency, productivity and profitability can be affected in accidents. We believe good safety is good business.” Accident costs are a big burden on society as, often, the only earning member of a family will be affected, following which either he loses his potential earning capability or it is diminished for the rest of his life. In both cases, the survival of the worker and his family depends on the government. Thus as the manufacturing sector develops greater focus on plant safety, a reduced number of accidents will lead to greater efficiencies, and therefore positively impact economic growth.

changes and modifications in a facility or the addition of new facilities. Moreover, an orientation towards risk assessment in terms of risk score alone may not suffice, and one has to focus on the criticality and complexity involved in the various processes of the organisation. The focus on classification of risks into low, medium or high would also depend on the above factor, he adds. Other aspects include a company’s current safety work practices, housekeeping practices, work permit systems, waste disposal practices and periodical monitoring and measurement of incidents. Considering the fact that safety is a people issue, equally important are issues such as the outlook of employees and management, the overall culture towards safety and employee consultation and participation in arriving at safe work practices.

Overall scenario Bajaj says very few organisations take this issue seriously or provide neces-

Key aspects Shankar defines plant safety as a meticulous method of practice to achieve a minimal impact to humans, machinery and the environment. He also identifies some of the key aspects of this critical issue, saying that risk assessment in an organisation needs to be reviewed on an ongoing basis in the context of

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sary facilities. “Environmental safety requirements are adhered to as otherwise the plant operation may be stopped by law enforcers. Even in this area, most organisations barely fulfil the mandatory requirements as it is a costly affair without any visible return in the profit margin. Some large organisations provide all necessary facilities and training to their employees. Most of the medium and small industries do not provide any facilities or make a mockery in the name of safety. It may appear surprising that many organisations do not even register all their employees in the ESI scheme,” he says. So why is this happening? Bajaj says: “The situation is such because of lack of adequate consciousness. In advanced countries, organisations have to pay huge compensation in the case of a accident or permanent disability. However, in India, people do not even report in case of small injuries. In the case of death or a permanent disability, the management settles the dispute with the bare

Taking a proactive approach

• Conduct detailed risk assessments covering all activities • Monitor the health index of employees at specified frequencies. • Ensure effectiveness of operational ability of the safety installations across the plant. • Increase plant safety awareness levels among the personnel inside the plant Properly inspect PPEs and safety systems • • Involve surrounding industries and society for mitigating risks

minimum compensation. If the compensation package is raised and made uniform, organisations will be forced to provide all necessary safety measures.” How relevant is the plant safety issue in the overall Indian manufacturing sector? The spokesperson at Tata International says that it is a big challenge for the entire manufacturing sector in a country like

• • • • • •

Horizontally deploy safety measures during emergencies Check for deviations in the Standard Operating Procedures Investigate regularly to attain maturity levels Accumulate any lapses as losses Have a readiness index for emergencies and operational control Make plant safety a lifestyle among all employees across the organisation.

By Mohan Shankar, Asst VP, TÜV SÜD South Asia

India. He says: “Compared to developed countries, there are more cases of fatality and reportable accidents in Indian plants because of a lack of awareness at all levels, from occupier to workers, less focus on automation, a weak judicial procedural system on accidents, poor enforcement of legal requirements and often our complacency at sites.” Choudhary says safety needs to be the top priority for the Indian manufacturing sector, to achieve success in global markets and simply for the licence to operate. “With the majority of work being done by contract workers, who have low safety skills, and with the increasing turnover of workers due and the influx of young, riskprone employees, safety management faces real challenges. However, we see significant engagement by the industry and the safety performance is improving. This is also important in view of globalisation and for the Indian manufacturing sector to become apreferred supplier and compete in the world, will have to ensure safe operations,” he says. Shankar remarks that the Indian manufacturing sector is poised to further grow at an exponential rate: “Besides meeting local demand, companies are also catering to global markets. This competitive environment is pushing companies towards attaining a higher level of efficiency, productivity, the adoption of best practices, thereby reducing wastage and downtime. This also includes adopting a proactive approach towards plant safety.”

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Plant visit


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plant visit

Handling with care Of the Demag Cranes’ 26 production sites around the world, its India plant in Chakan near Pune has the unique distinction of having the widest product range. By Niranjan Mudholkar


hen it comes to material handling equipment, industrial cranes play a vitally important role in manufacturing, just as they do in other industries. Indeed, it could be said that the strength of the cranes segment directly reflects the overall economic situation due to its relationship with key sectors. Not surprisingly, the industrial cranes market is on the rise due to growing demand from the automotive, infrastructure, power equipment, logistics, steel and general engineering industries. Despite the inherent significance, this Rs2000 crore market is rather fragmented with only a handful of organised players active. However, these few companies dominate the overall market with close to an 80-per cent share. While there are no official figures available to show the actual consolidated sales numbers — there is not yet a formal trade body — it is estimated that the

annual demand for industrial cranes in 2011 was approximately 15,000 units, and that it is likely to touch 20,000 units by 2013. It is in this light that we decided to visit the manufacturing facility of one of the few organised players, Demag Cranes and Components India. Demag India is a wholly-owned subsidiary of Demag Cranes & Components GmbH Germany, which has presence across 60 countries with 26 production sites. The Indian operation offers a complete range of products and services available under the Demag AG umbrella. Its business is broadly divided under three divisions: cranes, components and services. The Chakan plant, which is also the company headquarters, performs all vital functions, including design, development, manufacturing, and sales and services, including refurbishment. Besides the Demag Brand, the company also sells Gottwald cranes for port technology.

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plant visit

Vitals Company: Demag Cranes & Components (India) Pvt. Ltd. Company head: Suhas Baxi, CEO & MD Plant location: Chakan, Tal Khed, District Pune. Plant manager: Dieter Eichler, COO Plant area: 12.7 acres


In India, Demag has had a very reputable presence since its first sale in 1913 to Tisco. Represented by an agent since 1958, Demag decided to incorporate its own Indian subsidiary in 1996 to be closer to its customers and provide them with better solutions, products and service support. Accordingly, a trading operation was started.


Manufacturing Date when manufacturing started: Manufacturing in India: Products manufactured: Manufacturing capacity: Catering to which market: Raw material used: Staff strength:

July 2010 in the current Location Since 2000 Cranes and components 1,000 cranes per annum India, Sri Lanka, Bangladesh Mild steel 400

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plant visit

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plant visit

Expansion First steps: Trading operation between 1996-2000. In 2000, a manufacturing plant was set up at Hinjewadi to manufacture and assemble cranes. As business and installations in India grew, a need to increase manufacturing capacity arose. The current plant was part of an expansion plan in 2010. Future plans: Future expansion plans will be shaped by market dynamics and the ability to serve pan India customers efficiently.


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plant visit


Demag Cranes & Components (India) is a subsidiary of Demag Cranes AG, which is one of the world’s leading suppliers of industrial cranes, crane components, harbour cranes and port automation technology. Services, in particular maintenance and refurbishment services, are another key element of the group’s business activities. In financial year 201011, the group, with 6,000-plus employees, generated revenue of over a billion euros. It had operative earnings before interest and tax of EUR75.7 million at the end of last September. For the yearlong period before this, 19.3 per cent of revenue was generated in Germany, 27.5 per cent in Europe excluding Germany and Russia, 15 per cent in North, Central and South America, 15.3 per cent in Asia, 17.4 per cent in the BRIC countries and 5.4 per cent in other countries. Since August 2011, the USbased Terex Group has held a majority share in the company.

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How the IPAD conquered the world of manufacturing The iPad, darling of the consumer crowd, dares to get gritty as Pfizer and other companies try it out in industrial settings.


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irst it won accolades as the next killer consumer device. Then it slipped into the backpacks and briefcases of white-collar information workers, and in some cases it’s becoming a corporate-sanctioned alternative to the laptop. Now the Apple iPad — and, to a lesser extent, emerging competitors in the burgeoning tablet market — are starting to pop up on the plant floor and in distribution centres and warehouses, promising to wring efficiencies and cost savings out of industrial operations by offering mobility and real-time data visibility to workers in manufacturing. “When Apple created the iPad, the [manufacturing] industry had a sort of wake-up call... that mobility is not only relevant for people outside the company, but also for those inside the company who have information needs and are not tied to their desk, but are tied to their asset,” says Pierfrancesco Manenti, a manufacturing analyst at IDC Insights. “With a relatively small investment, companies can recreate the whole information-on-the-fly scenario that was nearly impossible before unless they made enormous investments in PCs, cable networks and ruggedised computers.” Specifically, workers strolling the plant floor while armed with a tablet device can, for example, readily track key performance indicators, get realtime alerts on potential equipment failures, tap into corporate data and even control machines remotely. Featuring wireless capabilities and spacious, high-resolution screens, these units are well equipped to deliver visual or even animated work instructions to an operator of a specific machine, and could even update those instructions in real time if there were changes. Thanks to higher-end capabilities like onboard video and voice, and georeference information, a tablet could steer a worker to an area where there’s a problem on a production line or in a warehouse. The worker could then use the tablet to record a video of the problem and send it to the corporate office for more effective troubleshooting.

“We’re a small company, and our resources are limited. Deploying iPads is something we did that didn’t cost a lot, and we’re finding big results.” —Tim Markley, President, Markley Enterprises

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A toe in the water All good stuff, but to be clear: the iPadled tablet invasion into operations is just getting started. Many experts say there are limitations to what is essentially still a consumer device. For example, there are questions about the durability of tablets in harsh environments, not to mention concerns about security and gaps in functionality, particularly when it comes to working with bar codes and scanners, a cornerstone of warehouse operations. Still, just as the iPad is coming into office suites in the hands of people who love using it in their personal lives, that same “consumerisation of IT” trend is prompting manufacturing and IT execs to consider tablets as economical and accessible replacements for expensive ruggedised PCs or hard-to-use Windows-based dedicated mobile devices. Sensing an opportunity around tablets and mobility, major vendors of manufacturing, warehousing and logistics software are busy working with key customers to pilot experimental apps and to explore how to best leverage the technology. SAP, for example, is in the process of looking at its product line and creating a road map for potential apps, including ones for manufacturing, says Frank Schuler, vice president for manufacturing solution management at SAP. Other major vendors, including RedPrairie, which offers warehouse management and logistics software, AspenTech, a provider of process manufacturing optimisation software, and Rockwell Automation, are also actively developing and testing apps that will have a home on the iPad and other mobile devices. As in other markets where users and vendors are exploring the possibilities of mobile computing, the challenge for manufacturing software vendors is to develop apps that take full advantage of tablets’ unique user interfaces while still meeting customers’ business requirements. “The newer devices open up totally new ways of people accessing information and navigating through the app in a graphical way,” says Schuler. “The navigation paradigm lends itself to a more casual user than the typical user interaction.”


“With a relatively small investment, companies can recreate the whole information-on-the-fly scenario that was nearly impossible before.” —Pierfrancesco Manenti, analyst, IDC Insights

Cruising the warehouse The quest for more mobility on the plant floor is hardly new. Windows-based mobile devices have been available for years, and many of them have been designed to survive the harsher environments of factories and warehouses. But the general consensus is that they are limited in functionality and saddled with screens too small to be useful. Ruggedised PCs have been another option, but they are expensive (typically around $5,000) and don’t untether users

from the need to be at a specific location to get information feeds or to input data on the fly. Ruggedised laptops somewhat solve the mobility problem, but they’re still much heavier and more expensive than their consumer cousins. MBX Systems, a manufacturer of hardware appliances and embedded systems, had traditionally used Motorola Windows Mobile devices and bar code scanners in its warehouse to keep track of inventory and to pick orders, but the devices never lived up to their promise,

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according to Justin Formella, CIO of the Wauconda, Illinois-based company. The screens were tiny, the devices were slow and there was no room for a keyboard. Some of the mobile units required a stylus for input, but those would often get lost, so operators used real pens on the screen, which destroyed them. “These devices were marketed as ruggedised and industrial, but they didn’t hold up well,” Formella says. As for newer Windows-based mobile devices, MBX looked around but was still not impressed. “We did evaluate the newer generation of devices, but to be honest, most of the drawbacks still weren’t addressed,” Formella continues. After considering a number of options, Formella turned to Apple iPod Touches. Then, when the iPad was introduced, he felt he finally had a viable solution. “For years, it has felt like we’ve had our hands tied with the poor performance of various Windows Mobilebased touch devices,” he explains. “With most of our [custom-built] enterprise software running as a Web application, the iPad has become

the perfect match for us as a low-cost and high-performance mobility solution.” Along with Bluetooth bar code scanners, iPads, enclosed in industrialised casing made by OtterBox, are mounted via speciality hardware from Ram Mounts onto carts that cruise the MBX warehouse. MBX Systems used specialised hardware from OtterBox and Ram Mount to encase and mount iPads, along with Bluetooth bar-code scanners, on carts that cruise its warehouse. Instead of fumbling with paper instructions or kludgy mobile devices, warehouse operators are served their picking tickets directly on the iPad and can enter any exceptions (for example, a pallet that was damaged or a shipment with fewer parts than expected) to feed back into a custom, Web-based ERP system. Since they first started using the tablets last November — 10 iPads were deployed initially — workers in the MBX warehouse can pick, on average, 14 per cent more orders per month while reducing picking defects by 20 per cent. In the factory, employees no longer have to carry clipboards and use pens and paper to record notes about exceptions or write descriptions of quality problems — and later re-enter the information on a PC (which they sometimes never got around to doing at all, Formella admits). “Now they can do everything they’d do on their desk on the iPad while picking — they can even check email,” he says. Plans call for pushing instructions on how to assemble the hardware appliances and embedded systems MBX manufactures out to the iPads. Navigating the instructions will be easier on the iPad’s touchscreen; currently, operators have to sit in front of a monitor and manually scroll through assembly details. MBX’s iPad rollout hasn’t been without its share of challenges, Formella admits. Security wasn’t an issue, because everything is done via the Web-based system, which is protected with standard SSL encryption and passwords; no data is stored on the iPads themselves. Still, the group had to jury-rig the tablet to accommodate the Bluetooth bar code reader, and Formella had to take some steps to lock down the devices to prevent opera-

tors from installing personal apps — including the staff favourite, Angry Birds. Physical theft wasn’t as much of a concern, Formella says, because the devices are attached to the carts, making them pretty difficult to take off with. While he’s happy with the Apple products, Formella emphasises that it’s the tablet form factor, rather than the brand, that works for MBX. “We did evaluate other tablets, but at the time there wasn’t anything competitive [to the iPad]. If we were to do the project today, I think we may have chosen one of the Android-based tablets, mostly because they don’t seem to have the same issues and workarounds associated with making the Bluetooth scanner work,” Formella says.

iPad, meet forklift Markley Enterprises, a small manufacturer of point-of-purchase displays, was so sold on the idea of using iPads in the warehouse that the company modified its browser-based warehouse management system from RedPrairie to work on the real estate of the iPad. Like MBX, Elkhart, Indiana-based Markley has progressed from Windows Mobile devices to iPod Touches to the iPad and is currently using four iPads and eight iPod Touches. The iPads are mounted on forklifts, eliminating the need for workers to walk back and forth to computer terminals to retrieve instructions on managing inventory or picking orders. At the same time that it deployed the iPads, Markley also eliminated a batch process and reworked a system to be able to combine orders from the same location. Those changes, combined with the iPad rollout, mean workers are now able to pick multiple jobs simultaneously, resulting in a reduction in travel time within the warehouse, says Tim Markley, president of the company. And with the iPads affixed to the forklifts, there is little or no chance that they’ll be dropped or damaged, mitigating concerns about durability. “We’re a small company, and our resources are limited. This is something we did that didn’t cost a lot, and we’re finding big results,” says Markley, who

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iPads in the Pfizer lab

“The newer devices open up totally new ways of people accessing information and navigating... in a graphical way.” —Frank Schuler, vice-president, SAP

estimates the total cost of the project — including the purchase price of the hardware, programming costs and sitelicense fees — to be in the tens of thousands of dollars. Using the iPad and a wireless warehouse management system (WMS), Markley estimates the time employees spend tracking inventory has been


shaved by about 30 per cent. The iPad has also opened up new possibilities around data capture. Using the iForm data-capture app purchased from the Apple App Store, Markley’s IT group designed a quality-control process whereby workers collect data about the physical status of pending jobs, using video and voice to annotate observations and problems.

Pfizer has a number of pilot projects underway to see how the iPad and possibly other tablets can facilitate collaboration among scientists and deliver critical data closer to the plant floor, according to Eric Cordi, an associate research fellow at the New York-based pharmaceutical giant. Working with iPhones, iPod Touches and the iPad, Pfizer is using AspenTech’s new Aspen Properties Mobile App to serve up information on the properties of particular chemicals and technical literature to chemists and scientists in certain areas of the plant; traditionally, this type of material had only been accessible off the plant floor in handbooks or online technical resources. While the devices in their current form are not allowed on the plant floor because of the risk of fire and other safety reasons, they are within reach just off the floor in adjacent offices and labs. “Process development scientists work in many different environments, and fluid access to information is an important part of the creative process,” Cordi says. Without leaving the plant floor, they can use mobile applications to quickly access useful data to influence the design of the next experiment, he adds. While the business case for mobile devices in operations like those at Pfizer has never been stronger, it’s still early to call the iPad a sure thing for manufacturing, says Kenneth Brant, an manufacturing industry analyst at Gartner. For the harshest environments where there are copious amounts of dirt and water, the iPad and other new tablets remain untested, he points out. “There still a question around the form factor in terms of these consumer devices really making it in those environments,” he says. Such caveats notwithstanding, there is still great interest in the agility that the new generation of tablets brings to the plant floor, whether the ultimate device ends up being the iPad, a competing tablet, or a new, revamped, ruggedised mobile device.

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01-06-2012 11:28:18

Products + Solutions + Services

Virtual exhibition All the latest launches to the newest upgrades in the one section

Blueflex promises high-efficiency motors Energy supply and consumption is one of the biggest challenges in India today, so how can we address it. Pumps alone account for around 12 per of total energy consumption in India, and in an effort to reduce this figure, Grundfos has developed Blueflux, a patented advance motor technology, which reduces energy waste in pump application. With pump motors accounting for most energy loss, Grundfos high-efficiency motors and variable frequency drives (VFD) have been specifically designed to reduce energy consumption. Working with these products can save up to 60 per cent of the energy, the manufacturer claims as they optimise cut waste. A Grundfos Blueflux VFD regulates motor speed in response to varying system demands. This ensures the motor never does more work than necessary, which in turn reduces the downtime and increases the operational lifetime. Grundfos Blueflux motors and VFD are designed to integrate perfectly with each other. The VFDs are programmed with Grundfos software and can be preset and pre-attached to the motors or purchased separately. Grundfos also offers E-solutions in which the pump, motor and VFD come fully integrated. Blueflux enables immediate and substantial savings in commercial, industrial, public and water utility applications. What makes it better?: Every aspect of the technology driving a Grundfos Blueflux solution has been developed to answer the real needs of applications. Using state-of-the-art computer stimulations, it has been successful in minimising four types of losses that occur in an electrical motor. These include excessive loss in stator windings, losses in stator and rotor laminations due to eddy current and hysteresis, losses due to current flow in rotor bars and end-rings and losses due to friction in the bearings. Minimum energy loss means the reduction of the amount of heat generation. The cooler motor means longer lifetimes for bearings, insulation materials and less heat to the ambient environment. In addition to this, Grundfos Blueflux solutions require only one fan to cool the motor and drive. The software and the interfaces in Blueflux are purpose built, installation error is eliminated and establishing the right per-

formance levels is a straightforward task. External VFDs come with unique software for 33 Grundfos pump ranges. The integrated drives are fully pre-programmed and delivered as plug’n’pump solutions. Blueflux drives have a range of parameters such as constant pressure, constant differential pressure, proportional pressure, constant level and constant temperature. The lower operating temperature of Blueflux motors ensures that the bearings need less frequent re-greasing. Only high-quality bearings are used and a bearing monitoring function automatically displays a warning when it is time for re-greasing or bearing replacement. On average, switching to Grundfos Blueflux reduces lifecycle cost by 50 per cent. After the short payback period of aroundtwo years, the substantial financial and environmental benefits keep growing, claims the manufacturer.

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01-06-2012 11:30:46

Products + Solutions + Services

Fastest solid carbide drill On March 1, Sandvik launched what it calls the fastest solid carbide steel drill on the market — CoroDrill 860. This, the company claims, is a top performer for conventional drilling, chamfered holes, inclined surfaces, cross holes, stack drilling and convex/ concave surfaces. With excellent chip evacuation control, it provides consistently problem-free drilling at high penetration rates. New geometry combined with a flute shape provides a cutting-edge shape for effective clearance of chips, even at increased penetration rates.Low cutting forces give fewer problems with weak fixturing, thin-walled components and loads on the cutting edge. The drill comes in lengths 3-8xD as standard. For more information: Contact Sudhir Malikat, Tel:+919764091414; Email: or log on to

Yellow truck in Chennai

Electrode for plasma cutting

After completing its journey across Central and Northern India, Sandvik Coromant’s Yellow truck is now entering the South. To mark the event, a special inauguration function was organised near the AIEMA Centre, Ambattur Estate. P Kaniappan, director of Wabco India, was the chief guest for the ceremony and was joined by Klas Forsström, president AB Sandvik Coromant. In his inaugural speech Kaniappan said: “Wabco has had a long association with Sandvik Coromant and we are very pleased to work with them. Sandvik Coromant works to improve the productivity at the shop floor as well as by designing highly customised tool for all requirements. This commitment in turn helps us achieve our own targets.” Forsström said, “Yellow Truck has reached numerous customers across India, successfully addressed most of the challenges and delivered on-the-spot solutions. It will be our pleasure and privilege to meet customers from South India.” To know about Yellow Truck’s southern journey visit

Hypertherm has has launched its new CopperPlus electrode for Hypertherm Duramax torches that, it claims, delivers double the consumable life for plasma cutting compared to standard consumables. The electrode is a simple drop-in replacement that requires no changes to any other consumable parts or system settings. “By simply replacing the electrode, customers can save a substantial amount of money, without sacrificing the cut quality or performance of their plasma cutting systems,” said Clayton Gouldof Hypertherm’s torch and consumable team. “In addition, customers will see a reduction in downtime because they will not have to stop production to replace the consumables in their torches as often.” The CopperPlus electrode is fully compatible with the complete line of Duramax torches. Currently, these are available for the Powermax65, 85, 1000, 1250, 1650, 600, 800, 900, MAX42, and 43 plasma cutting systems. Key benefits of the new electrode include: double the consumable life when cutting metals up to 12mm in thickness, compared to standard consumables; full compatibility with all Hypertherm Duramax torches; easy integration that requires no changes to any other consumable parts or system settings. Hypertherm designs and manufactures advanced cutting products for use in a variety of industries such as shipbuilding, manufacturing, and automotive repair. Its product line includes handheld and mechanised plasma and laser systems, consumables, CNC motion and height controls and CAM cutting software. The New Hampshire-based company has been involved in metal cutting for more than 40 years.

Klas Forsström and P Kaniappan inaugurating the Yellow Truck


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01-06-2012 11:30:48

Products + Solutions + Services

Lean selection

High-speed grinding

Junker’s Grindor allround offers custom-tailored power and precision and is especially prized for being userfriendly and cost-effective — topped with Junker’s usual excellent product quality and precision. It can be equipped with CBN or diamond-grinding wheels, making it both flexible and versatile. This multi-functional ID/OD grinding machine is ideal for manufacturing single parts and small batches — the perfect choice for contractors, small suppliers and medium-sized companies. It can also be used in workshops.

Junker’s high-speed grinding machine, Grindor speed, is now available with a new-generation control system. With CBN or diamond abrasives, it guarantees optimal results and enormous output; from small batches all the way up to mass production. The machine is equipped with a high-resolution B-axis, making it absolutely universal and allowing for a very wide range of applications: it grinds ODs, shoulders, tapers, chamfers, radial grooves and plunge cuts with ease and speed. Rough and finish grinding operations can be done using up to two high-speed grinding spindles with 12kW drive power and a peripheral speed of up to 140m/s. This means that maximum stock removal rates are combined with excellent surface quality. In the two years since the Grindor speed was first presented at GrindTec 2010, countless customers have chosen the Grindor speed for themselves. For Junker, the best part is that these customers come from completely different industries.

Flexible, high-capacity grinding Grinding with Quickpoint means high-speed OD grinding with just a point-sized wheel contact area. The machines work with a CBN or diamond grinding wheel that is only a few millimeters wide. Practically any material or combination of materials can be ground, including steel, aluminum, carbide, industrial ceramics, powdered metal, plastic, glass. When it comes to carbide in particular, performance can be increased up to 600 per cent. With the help of interchangeable grinding modules, these machines are extremely flexible and can be configured to completely grind a wide variety of parts. Grinding between centres and using a small grinding wheel contact zone results in very high part quality. Quickpoint is fast and simple to retool and makes investments in inflexible special machines a thing of the past.

Manufacturing Today june 2012

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01-06-2012 11:30:55

Products + Solutions + Services Take a different approach

Floorcare machines Sealed Air’s Diversey business has launched its new line of Taski floor care machines and cleaning technologies at an event called Innovate to Excel. According to the company, the new line of machines feature a robust and durable design with long-lasting components, and have been built to meet specific needs in sectors such as building care, retail, hospitality, industrial and healthcare sectors in local environments. The Taski machines are expected to deliver superior floorcare performance, efficiency and safety while reducing environmental impact. Diversey’s comprehensive Taski floorcare portfolio ranges from scrubber driers and single-disc machines to dry and wet vacuums and carpet-care solutions. Combined with the company‘s expertise in utensils, chemicals, dosing and dispensing, and coupled with a nationwide aftersales service and support network, the Taski portfolio delivers to customers a total integrated solution that provides superior cleaning performance for all floorcare needs.

With the Grindstar, Junker presents a grinding concept that gives lathe machining more than a run for its money. Particularly when it comes to medium through to large batch sizes, this concept really stacks up: the grinding operation is up to three times faster. And, very importantly, the machine’s rate of availability is over 96 percent. The Grindstar can be equipped with a bar feeder, and the contour is ground through radial infeed using special profiled grinding wheels. The cut-off operation that follows leaves no cut-off burrs and ends either with the clamping chuck releasing a finished part or with the part being passed to the next spindle for finish grinding. Cutting speeds reach up to 140 m/s. Parts ground on the Grindstar typically range between 1.5 and 20 mm in diameter. Its extremely fast cycle times result in savings, especially when the machine is used for mass manufacture: part costs are 25 percent lower as compared to lathe machining. With an Rz value of up to 2 microns, the surface quality also far surpasses the required minimum value and makes this machine particularly advantageous for the supplier industry.

Expert Days on Service Robotics Experts from all over the world came together recently for the fifth Expert Days on Service Robotics at Schunk, the competence leader for clamping technology and gripping systems. This event is the world’s leading communication platform for applied service robotics. Under the slogan “Service Robotics – Quo vadis?” 18 speakers from 10 countries presented in practice-orientated lectures a comprehensive picture of the human-robot interaction. The significance of the symposium of the committed family-owned company was proven by the speakers list: it ranged from Steve Cousins, president and CEO of the US-American robotics forge Willow Garage, to Prof. Roland Siegwart of the ETH in Zurich. Lectures from Bosch, Siemens, Philips, and the EC made it clear that service ro-botics used in the commercial and domestic sector has become a major economic factor, which is commercially used by an increasing number of companies. Visit our website for detailed information on this event at The 6th Expert Days on Service Robotics will take place on February 27 to 28, 2013. Contact details, Phone: +91 80 40538999, Fax: +91 80 40538998, Email: Satish., Web:


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6/1/2012 10:48:15 AM

CoroDrill®860 Holes at rocket speed! CORODRILL®860 TEST:


Yes, this is the fastest solid carbide drill on the market for steel drilling. And we can prove it. But it is not just fast, it is economical and won’t give you any problems. We even take care of the reconditioning. The secret? A unique new geometry which ensures a guaranteed consistent

top performance time and again. And a new cutting edge shape providing effective clearance and low cutting forces. The perfect combination for drilling holes at rocket speed. Still need convincing? Contact your local Sandvik Coromant drilling specialist today.

Scan the code and read more about this high performer for steel drilling! CW_ADVT.indd 1

5/31/2012 3:32:37 PM

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