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Delivering sustainability through a supply chain transformation manufacturingglobal.com

MARCH 20 19

RICOH

Revolutionising healthcare through 3D

A process-driven digital transformation

KTM Group:

Accelerating into Asia through supply chain excellence

Managing Director Luca Martin on the company’s supply chain transformation

TRAK RAP

Sustainable manufacturing in the digital age

TOP 10

Fast-Moving Consumer Goods companies


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FOREWORD

W

elcome to the March edition of

Pack has sought to reduce its

Manufacturing Global!

environmental impact without compro-

In our lead feature, we speak with

mising on quality.

Europe’s largest motorbike manufac-

The explosion of new digital tools

turer KTM Group regarding its plans to

has not only impacted traditional manu-

tap into the Asian market. Managing

facturers, but will also bring a multitude

Director Luca Martin has been

of benefits to sectors like

at the heart of the compa-

healthcare and automotive.

ny’s expansion, and

Ricoh explores the

discusses how the busi-

impact of new printing

ness has transformed its state-of-the-art manufacturing facility in

Luca Martin, MD at KTM Asia

Laguna, right in the heart of the Philippines. Designing and manufacturing sustainable packaging solutions for supermarkets and retailers, Chief

technologies in European healthcare, while Desktop Metal discusses how it continually supports automotive giants like Ford and

BMW which have turned towards the implementation of 3D printed parts. Elsewhere, we look at the top 10

Executive Officer (CEO) of TrakRap,

Fast-Moving Consumer Goods com-

Martin Leeming, looks at how its invest-

panies worldwide and essential

ment in new digital solutions has

manufacturing events in 2019.

impacted its packaging systems. Serge Corriveau, Vice President of Supply

Enjoy the issue!

Chain at Emmerson Packaging, also

Catherine Sturman

explores at how its innovative Smart-

catherine.sturman@bizclikmedia.com w w w. s u p p l y c h a i n d i g i t a l . c o m

03


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CONTENTS

10 KTM ASIA:

Accelerating towards the Asian market with supply chain excellence

40

30 PUTTING SAFETY FIRST THROUGH DIGITAL TRANSFORMATION AT FORD

EMBRACING INDUSTRY 4.0 IN MANUFACTURING


48 The advantages of 3D printing across the healthcare sector

56

66 82

INNOVATION THROUGH 3D PRINTING

Events & Associations


CONTENTS

86

Emmerson Packaging

102 Collins Aerospace


114

Bray International

128 Cincinnati Incorporated


10

MARCH 2019


ASIA

KTM GROUP

ACCELERATING TOWARDS THE ASIAN MARKET WITH SUPPLY CHAIN EXCELLENCE WRITTEN BY

LAURA MULLAN PRODUCED BY

CHARLOTTE CLARKE

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11


KTM

LUCA MARTIN, MANAGING DIRECTOR AT KTM ASIA MOTORCYCLE MANUFACTURING INC., REVEALS HOW THE FIRM IS READYING ITS SUPPLY CHAIN FOR ITS NEXT FRONTIER: ASIA

I

f you’re a motorcycle enthusiast, KTM Group will be a company firmly on your radar. Offering everything from trailblazing street

bikes to dirt-shredding motorcycles, KTM has earned its reputation as Europe’s largest motorbike manufacturer and now, on the road ahead, it has 12

its eyes firmly set on a new horizon: Asia. One integral player at the heart of this expansion is Luca Martin, Managing Director at KTM Asia Motorcycle Manufacturing Inc. Martin is a seasoned professional when it comes to two-wheeled vehicles: he started his career as a mechanical engineer, specifically working on vehicle engine development where he used artificial intelligence (AI) to optimise mechanical components. His next career move saw him at Ducati. “I helped to create the complete supply chain of Ducati in Asia from scratch,” Martin recalls. “We had to find new suppliers, develop new components locally to optimise the factories out there.” This was no mean feat, but Martin helped to establish Ducati’s Asian presence and therefore when KTM Group readied itself to enter the Asian market, Martin was an ideal candidate for the job. MARCH 2019


ASIA

13

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KTM

“WE STARTED PRODUCTION FOR BOTH LOCAL AND EXPORT MARKETS JUST OVER A YEAR AGO AND WE ARE ALREADY PRODUCING MORE THAN 7,000 UNITS A YEAR”

14

— Luca Martin, Managing Director at KTM ASIA Motorcycle Manufacturing Inc MARCH 2019

As part of this ambitious strategy, the company forged a US$2mn joint venture with Ayala Group’s offshoot Adventure Cycle Philippines Inc and a new subsidiary, KTM Asia Motorcycle Manufacturing Inc. (KAMMI), was born. Today, the company produces bikes such as the KTM 200 Duke and RC 390 at its state-of-the-art manufacturing facility in Laguna, right in the heart of the Philippines, offering the perfect springboard for KTM Group to enter Asia. “We started production for both local and export markets just over a year ago and we are already producing more than 7,000 units a year,” enthuses Martin. “We have big hopes for the Southeast Asian market.” Tackling a new location is a challenge for any firm, but with its strong local partnerships, KTM Group has been able to hit the ground running. “Thanks to Ayala’s support, we’ve been able to start production in a very short time: we’ve been able to move from a startup to a scaleup company,” Martin observes. “They really helped us establish strong relationships with local suppliers and this is one of the key advantages of setting up this joint


ASIA

CLICK TO WATCH : ‘KTM FACTORY RACING 2019 DAKAR RALLY REVIEW | KTM’ 15 venture.” As one of the largest and

suppliers are used to working in the

most diversified business groups in the

automotive segment and they’re used

Philippines, Ayala Corporation is

to helping manufacture millions of cars

present in markets including real

every year. Our challenge is to help the

estate, banking, telecommunications,

supplier understand that by working

water, power, industrial technologies

with a well-known brand, there’s more

and more. This has allowed KTM

opportunity to grow. In the long term,

Group to gain a deep understanding of

we hope to increase our more and

the Philippine market.

more bikes.” In doing so, KTM Group is

Entering this new market was a

not only helping to meet the burgeon-

challenge from a supply chain per-

ing demand for its motorbikes, it’s also

spective as it meant developing a new

helping to boost the local economy

network from scratch. However, this is

and generate employment for more

a challenge that KTM Group has taken

Filipinos. “Many of our suppliers are

head on. “Many Asian companies and

small- and medium-sized enterprises w w w.ma nufa c t uri nggl o b a l. com


KTM

16

(SMEs),” explains Martin. “By working

working with some partners in Asia to

with us, they get the chance to grow

develop a supplier rating platform

not only in terms of revenue, but also in

where each and every supplier can log

terms of qualities and process.”

in, create a profile and get feedback

Always keen to race ahead, KTM

about their performances. I think this

Group has also sought to digitalise its

digital approach is important for the

supply chain. “We’re finding new ways

future of procurement.” Data is

to get in contact with suppliers,” Martin

probably one of the most powerful

says. “In the past, we used to get

tools that supply chain professionals

hundreds of emails every day with

have today, however whilst technology

different company profiles and most of

is set to disrupt the sector for good,

the time I simply didn’t really have the

Martin affirms that a human approach

time to physically go through all these

is also vital. “If we want to build a very

potential prospects. Now we are

strong relationship with suppliers, I

MARCH 2019


ASIA

17

E XE CU T I VE PRO FI LE

Luca Martin Turnaround CEO with 10+ years of experience in the automotive business. Developing high-quality business strategies and plans ensuring their alignment with short-term and long-term objectives. Leading and motivating directors to advance employee engagement, developing a high performing managerial team. Setup of operational and financial goals, informing and advising Board members, managing the organization’s resources, promoting the enterprise to its stakeholders, recommending a proper budget, with an emphasis on cost savings. Start-up approach on new operations. Business angel and startup mentor/investor.

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KTM

1953

Year founded

€1.14bn Approximate revenue 2016

HQ

18

Mattighofen Austria

MARCH 2019


ASIA

19

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KTM

Twice the power, Twice the possibilities

LEARN MORE

www.vpic-group.com | pndat@vpic-group.com


ASIA

CLICK TO WATCH : ‘THE JOURNEY OF A LEGENDARY BRAND HUSQVARNA MOTORCYCLES’ 21 think it’s important that we visit them. We need to create a face-to-face relationship,” he asserts, “but at the same time, I think that digital platforms can help buyers be more productive because they can count on reliable data to select suppliers.” As well as developing a new supply chain, KTM Group also had to contend with the challenge of getting the right talent and expertise on board, however when your brand is one associated

“THANKS TO AYALA GROUP’S SUPPORT, WE’VE BEEN ABLE TO START PRODUCTION IN A VERY SHORT TIME: WE’VE BEEN ABLE TO MOVE FROM A STARTUP TO A SCALEUP COMPANY” — Luca Martin, Managing Director at KTM ASIA Motorcycle Manufacturing Inc

with adrenaline and speed it seems that finding employees who are passionate about the product isn’t too w w w.ma nufa c t uri nggl o b a l. com


Proud to be part of.

Creating value for all.

Creating value by combining the power of innovation and product quality and passionately creating world class solutions catering to two wheeler, passenger cars, commercial vehicles, construction and agricultural machines and rolling stocks. Visit us at: motherson.com

wiring harness rearview mirrors moulded plastic parts and assemblies injection moulding tools moulded and extruded rubber components modules and systems machined metal products cutting tools aluminium die casted products sheet metal parts thin film coating metals IT services wireless power hot stamped parts

KTM Engine Factory in Mattighofen

MARCH 2019

• •


ASIA

difficult. “We’re lucky that we produce a product which you could call an entertainment product so you can tell talent, ‘Look, if you are passionate for the motorcycles, we are producing one of the best that you can find in the market’,” says Martin. “This is a very valuable retention tool. A lot of KTM employees are passionate about motorcycles or are even professional riders. On the other hand, we do believe that this isn’t the only thing we offer. We also try and onboard local

“KTM GROUP HAS WITNESSED RECORD VOLUME PRODUCTION EIGHT YEARS IN A ROW” — Luca Martin, Managing Director at KTM ASIA Motorcycle Manufacturing Inc

23

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KTM

“IF WE WANT TO BE SUCCESSFUL ABROAD, WE NEED LOCAL TALENT”

24

tion, the Asian market will play a key role in its future growth strategy. “KTM Group has recorded record volume production eight years in a row. Every year we’re producing more and more bikes and in 2018, we saw a total sales increase of about 10% to 261,000

— Luca Martin, Managing Director at KTM ASIA Motorcycle Manufacturing Inc

well-known brands for off-road in

people who believe in our values. If we

equipment manufacturers) but the

want to be successful abroad, we need

future growth of KTM Group cannot

local talent because only they can help

be as strong without Asia.”

KTM better understand the local culture.” The Philippine plant is KTM Group’s

motorcycles. KTM is one of the most North America and in Europe we are now one of the biggest OEMs (original

KTM Group’s reputation precedes it. To disrupt the Asian market KTM Group

third manufacturing facility, with its first

will undoubtedly rely in on its race-

located in its home country of Austria

proven success. Its distinctive orange

and the second in India. In selecting

motorcycles have crossed the winning

Asia as a key market, Martin contends

line at 18 Dakar Rallies in a row and

that as the group ramps up its produc-

KTM racers have gained 281 world

KTM Board of Directors

MARCH 2019


ASIA

25

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KTM

26

MARCH 2019


ASIA

CO MPAN Y FACT S

• 281 world championship titles up until now • 18 consecutive wins at the Dakar Rally • Europe’s biggest motorcycle manufacturer • Total sales 2018 increase of about 10% to 261,500 motorcycles

27

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KTM

“WE TRY TO TRANSFER WHAT WE’VE LEARNT FROM OFFROAD IN TERMS OF PRODUCT QUALITY AND EASE OF MAINTENANCE AND BRING THAT TO OUR STREET BIKES. WE ALWAYS WANT TO BE ON TOP OF TECHNOLOGY” — Luca Martin, Managing Director at KTM ASIA Motorcycle Manufacturing Inc

28

championship titles up into now. Martin wants to bring this same world class quality to Asia. “We want to show the Asian market that KTM represents

We always want to be always on top of

quality and more importantly, we’re

technology.” KTM Group has also

ready to race. We want to bring this

shrewdly kept track of emerging trends

racing spirit to Asia and we truly believe

in the motorcycle space. For instance,

there will be a bright future for big bikes

whilst the firm noticed a dip in demand

in this market.” The firm won’t just rely

for superbikes they tapped into the

on its legacy though: it’s keen to invest

growing uptick for smaller bikes.

in new innovation so that it can create

“This was a strong move by KTM,”

the best race machines in the market.

notes Martin. “We focused on smaller

“One of our biggest competitive

displacement bikes but our competi-

advantages is that we try to transfer

tors didn’t.”

what we’ve learnt from offroad in terms

Just as consumer demands are

of product quality and ease of mainte-

shaking up the market, the rise of

nance and bring that to our street bikes.

electrification could always change the

MARCH 2019


ASIA

29

motorcycle market for good. “We are

a challenge but with the right partner

now in an era of new mobility,” Martin

we will be able to prepare for this shift.”

asserts. “We truly believe that sooner

Looking ahead, the future is bright

or later there will be a move to electric

for KTM Group. The firm has cemented

motorcycles. We have been developing

its position as Europe’s largest

off-road electric bikes for many years

motorbike manufacturer, and now

already. We’re seeing a shift in that

Asia’s motorheads need to look no

direction and we want to be part of this

further if they want to get their hands

movement.” This market swing won’t

on a high-quality race machine.

come without its challenges though. Whilst the weight of a battery may only slightly alter the performance of a car, it can “completely change the handling of a bike”, according to Martin. “This is w w w.ma nufa c t uri nggl o b a l. com


LEADERSHIP

30

Putting safety first through digital transformation at Ford Manufacturing Global speaks to Torsten Hallfeldt, Stamping Supervisor at Ford, on how the company has prioritised safety through integrating its hotforming line at its Saarlouis plant in Germany WRITTEN BY

SE AN GA LE A-PACE

MARCH 2019


31

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LEADERSHIP

T

he importance of bringing new and innovative products to market cannot be underestimated. However, Ford

has found success by utilising a historical

technique that once helped protect knights from fatal attacks from their rivals. The automotive giant has recently unveiled the world’s first fully automated hot-forming process for auto parts, which it says will enable its all-new Ford Focus cars to become safer than ever before. Built as part of a €600mn (US$690mn) investment at its Saarlouis Vehicle Assembly Plant in Germany, Torsten Hallfeldt, Stamp32

ing Supervisor at Ford, explains the process of how the hot forming process works. “The hot forming process is not a new technology. In almost all car bodies, there are hot forming parts and you need a special material,” he says. “This material is a blank sheet and is going through a furnace. It’s around 40m long and we heat up the sheet to around 930°C in order to change the microstructure and weaken the material.” With the hot formed steel blanks heated to such high temperatures, the blanks are unloaded by robots and put into a hydraulic press, with a closing force of up to 1,150 tonnes. They are subsequently shaped and MARCH 2019


33

cooled in around three seconds. Hallfeldt explains the process of how the company is enabling its lines to become fully automated. “We have the blank sheets at the beginning of the conveyor and these metal sheets will then be picked up by the robot,” says Hallfeldt. “Everything then becomes fully automated from beginning to end. The blank sheets run through the furnace and are automatically put in the correct position as the metal sheets are placed into the dye.”

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LEADERSHIP

CUTTING-EDGE TECHNOLOGY

it has enabled Ford to achieve success

Having originally joined Ford in 2001

through its use of automation. “A big

as Technical Specialist of advanced

advantage is that we automatically put

materials and sheet metal forming,

the part into the conveyor behind the

Hallfeldt has progressed through roles

dye. The majority of the automotive

such as a Supervisor Stamping and

industry is doing this through racks,

Car Line Launch Leader before

and lots of people pick up the parts

becoming Launch Leader of Hot

behind the press line,” he explains.

Forming in 2015. Such experience with

“We’re implementing a new technology,

Ford has meant that Hallfeldt has

called pressure-controlled hardening

become vastly experienced in the field

(PCH). It works by utilising a hydraulic

of hot forming. Having implemented

system in the bottom of the press and

the new technology, Hallfeldt believes

it’s used by increasing the pressure

34

“I believe we need to consider the technology for car bodies more carefully in order to increase safety and to be better-focused on the challenges which come with the automotive industry” — Torsten Hallfeldt, Stamping Supervisor, Ford

MARCH 2019


CLICK TO WATCH : ‘KNIGHTS, ROBOTS AND LASERS HELP MAKE ALL-NEW FOCUS SAFEST YET’ 35 of our part into the dye which leads to a very fast hot-forming time. The technologies that we have introduced in our plants are the first in the world and completely new. We have three additional lines that are linked to the hot forming process in North America and they are also running with the PCH technology of the press line.” However, Hallfeldt reflects on the challenges Ford faced when developing the hot forming technology and believes the timing is right to implement the new innovation. “Our biggest challenge when creating the lines was to ensure we built the lines into a given space. I believe we need to consider w w w.ma nufa c t uri nggl o b a l. com


LEADERSHIP

“We’re implementing a new technology, called pressure-controlled hardening (PCH). It works by utilising a hydraulic system in the bottom of the press and it’s used by increasing the pressure of our part into the dye which leads to a very fast hot-forming time” 36

— Torsten Hallfeldt, Stamping Supervisor, Ford

the technology for car bodies more

ENSURING SAFETY

carefully in order to increase safety

In order to make the vehicles as safe as

and to be better-focused on the

possible, Ford has used boron steel to

challenges which comes with the

deliver maximum driver and passenger

automotive industry,” explains Hallfeldt.

protection. With boron steel consid-

“If we look at the different vehicles

ered to be the strongest steel used in

coming up in the market, such as electric

the auto industry, it has enabled the

cars, there are still the passengers and

firm to achieve a maximum five-star

car bodies to consider so it’s important

Euro NCAP safety rating on its new

we continue to make robust bodies.

Ford Focus. Hallfeldt believes Ford

This is the right technology to introduce

takes safety very seriously and affirms

into the company and we plan to

it remains a key priority. “Safety is a big

continue to do this worldwide.”

advantage for us because due to us

MARCH 2019


37

operating a fully automatic production line, the complete line is capsuled. In terms of safety, I believe there are no issues about people getting hurt. If someone opens the cage or goes into the line, the complete line stops and nothing can happen. Safety is the number one priority for our lines.� The new model will also help Ford to attain a 40% improvement in the car’s ability to withstand w w w.ma nufa c t uri nggl o b a l. com


LEADERSHIP

head-on crashes. Hallfeldt affirms that such an increase is vital to ensure the company meets its aims. “The level of strength in the material used in the hot forming process is up to three times higher than the material which is normally used with the cold forming,” says Hallfeldt. “This technology helps us to get high-quality parts with a very high level of strength. It enables us to reduce the weight of the car bodies, in terms of reducing the emissions and also helps to increase the stability and the potential of crash safety issues. I believe this material is instrumental 38

in allowing our goals to be completed.” “We have a clear understanding of the technology in our projects and we have had lots of technical discussions too,” he says. “We set up specialist meetings and discussed the advantages and disadvantages of the technologies and came to the conclusion that in order to be one of the first companies to embrace hot-forming, we had to rely on this technology. We think that this technology is robust enough to put us in a very good position.” Looking to the future, Hallfeldt believes Ford is on the right track to success. “I think that this technology is only the first step as the ability to operate fully automatically is very important and allows us to produce MARCH 2019


39

parts efficiently. We’re definitely on the right track,” says Hallfeldt. “The next area we’re thinking about is in the laser area as we have already started to trim and evaluate options to enable us to load these steps automatically. We’re in very good shape and we’re leading the way in the industry.”

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D I G I TA L F A C T O R Y

40

Embracing industry 4.0 with TrakRap Manufacturing Global speaks to CEO of TrakRap, Martin Leeming, and discovers how industry 4.0 and technology is being utilised amidst his company’s digital transformation WRITTEN BY

MARCH 2019

SE AN GA LE A-PACE


41

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D I G I TA L F A C T O R Y

42

W

ith the importance of operat-

at his company. “It’s massive for us.

ing a sustainable business in

I suppose you can argue that we’re

an industry consistently ex-

unfortunate because we’re coming into

periencing technological change, it has

an already established industry of end

become vital that companies embrace

of line packaging,” he says. “However,

technology and introduce new systems

where we’re fortunate is that because

in order to keep up with competitors.

we’re coming in late, we’re able to start

In particular, the manufacturing sector

off digitally. We don’t have any baggage

has heavily embraced technology with

and haven’t got to try and transition

many companies undergoing a digital

from one to the other.”

transformation. Chief Executive Officer (CEO) of

Having initially joined TrakRap in 2010 following 15 years serving in

TrakRap, Martin Leeming, believes

senior level roles at supermarket giant,

that industry 4.0 is prioritised heavily

Asda, Leeming affirms TrakRap was

MARCH 2019


43

an idea in which he saw potential from the beginning. “When we considered all sorts of new and emerging tech-

people, and preparing with investment

nologies in packaging, I came across

and growth. However, in reality you get

TRAKRAP,” he explains. “To cut a long

mixed up with customers and most

story short it was something I believed

of your time becomes problem solving.

in and was passionate about as I felt

I think it’s the case for every growing

it was the answer for the future. The

business and I don’t think any small

owners of that company asked me if I’d

and medium sized enterprise (SME)

join them and it was one of those life

CEO would say any different. The

moments where you think, “I’d like to

things I should be doing I don’t spend

try and build something from scratch.

enough time on, and the things

“As CEO I should be setting the direction, leading, employing the right

I shouldn’t be doing I spend too much time on.” w w w.ma nufa c t uri nggl o b a l. com


D I G I TA L F A C T O R Y

“As CEO I should be setting the direction,leading, employing the right people,and preparing with investment and growth” 44

— Martin Leeming, CEO of TrakRap

REMAINING SUSTAINABLE TrakRap designs and manufacturers packaging machinery and sustainable packaging solutions for companies in an industry that caters towards supermarkets and retailers. With innovation a key priority, the firm has implemented new technology called the TRAKRAP System. Developed through forming a unique combination of the TRAKRAP machine alongside the specially designed ultra-thin stretch film, innovative pack designs are merged together to provide the most cost-effective, environmentally friendly solution available. In order to remain sustainable, Leeming maintains that his company focuses on using as little plastic as possible and always ensures it is

MARCH 2019


CLICK TO WATCH : ‘TRAKRAP SYSTEM’ 45 recyclable. “There are good plastics

they’re an incredibly versatile, useful

and bad plastics. We focus very much

and important economic asset, both in

on the good plastics and on using the

terms of food life but also cost. Recy-

minimal amount possible,” he says.

clable is very important.”

“Similarly, with corrugate, we reduce the amount used in all our applications,

EMBRACING TECHNOLOGY

so our packs always use less materials

TrakRap has invested heavily in digitali-

and are always recyclable. We’re able

sation and has demonstrated a com-

to combine different elements. We use

mitment to innovate. Leeming affirms

film, which is linear low-density poly-

that his company prioritises innovation

ethylene, and it’s a pure C8 polymer so

as TrakRap bids to differentiate itself

it can be recycled many times. I think

from other competitors in the manufac-

the debate around plastics is very emo-

turing sector. “We’ve got a digital plat-

tional at the moment but I believe as

form and we’re able to disrupt the mar-

the dust settles people will realise that

ket in terms of new packaging designs w w w.ma nufa c t uri nggl o b a l. com


D I G I TA L F A C T O R Y

and use the connectivity of digitalisation in order to link up with other systems that can have a massive impact on the productivity of end of line packaging systems,” he says. “We’re continually innovating all the time and we’ve got a lot of stuff going on. Collaboration is probably our biggest way of staying ahead because we’ve been guinea pigs - however, I believe we’ve now started to become more mainstream.” In order to establish and maintain success, some companies collaborate with each other for mutual benefit. Through 46

forming a key partnership with Siemens, TrakRap named the automation giants as its Technology Partner, where the collaboration helped to demonstrate the firm’s commitment to investing in the latest engineering facilities and technology. “If we look at some of our partners such as Siemens, we can’t afford the level of skills and expertise that Siemens has due to us operating as a SME,” explains Leeming. “But they want to work with us because they don’t get the interface that we’ve got with our customers with an end product. By combining those two, it means that we can keep up to date with the very latest digital technology.” Having won the FDF innovation award MARCH 2019


for the TRAKRAP System in September 2018, Leeming hopes to reflect on the company’s success during the past year and use it as a springboard for future achievements. “During the past 12 months, we’ve gained new customers which is always a good sign because we’re breaking into a very risk-averse business. The food industry, because of the penalties that supermarkets provide, is very conservative and slow to adopt new technologies. With us winning new business, it has meant that we’re overcoming these challenges,” he says. “We’re currently working with collaborative robot suppliers to develop a plug-and-play end of line solution. The digitalisation and connectivity has allowed this to become very simple and I believe there’s around 3600 food production lines in the UK that would benefit from this technology. With the FDF consisting of 7000 members of which 96% are SMEs, I believe there’s a huge potential for productivity improvement in the future.”

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47


TECHNOLOGY

48

The advantages of 3D printing across the healthcare sector RICOH DISCUSS THE ADVANTAGES OF 3D PRINTING IN THE DELIVERY OF PERSONALISED PATIENT CARE NATHAN RAWLINGS, Regional Additive Manufacturing Sales Manager, Ricoh UK and CHRIS FAWCETT, Additive Manufacturing Engineer, Ricoh UK WRITTEN BY

MARCH 2019


49

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TECHNOLOGY

3D

printing can bring massive benefits to the healthcare sector.

Not only does it provide a more personalised form of care for chronic conditions, but it can also speed up processes and relieve budgetary pressures on healthcare services. Its revolutionary potential isn’t going unnoticed. In a study by Ricoh which explored the impact new printing technologies are having on European healthcare 50

systems, 68% of healthcare professionals believe new printing technologies have the potential to fundamentally transform the health sector. 3D printing, also called additive manufacturing, is a process that turns a digital 3D drawing into an actual object, with the 3D printer building this out of thin, horizontally sliced layers. The ability to produce complex shapes and levels of structural detail involved means that customised models can be made for patients. There are different types of 3D printing technologies available which use different materials, and together, these have all made a disruptive impact on the health sector. These include: MARCH 2019

‘Health organisations must take a peoplecentered approach to implementing these new processes, ensuring everyone understands how to utilise new technology in the right way in order to maximise its potential’


CLICK TO WATCH : THE RICOH AM S5500P IS THE FUTURE IN A RANGE OF INDUSTRIES SUCH AS AEROSPACE AND MEDICAL 51 • Orthotics and prosthetics – addition-

be made to precise fit using available

al components for parts of the body

scan data. Additionally, the model can

that need to behave mechanically,

be manufactured in advance, meaning

such as limbs

the surgery is a lot smoother and quicker.

• Implants – such as bone and dental grafts •Pre-operative models – used to

This also yields distinct benefits for the patient, with the customised implant fitting perfectly, subsequently reducing

guide and help surgeons under-

the chances of infection and speeding

stand what to do in a procedure

up the recovery process. For these reasons, 3D printing is

A key advantage of 3D printing is that it

an extremely cost-effective solution.

produces bespoke models, which is

Complications cost the NHS a huge

crucial in improving patient outcomes.

amount of money every year. If the 3D

Take the example of inserting a cranial

model can ultimately improve patient

plate. Through 3D printing, the plate can

outcomes and help people to live w w w.ma nufa c t uri nggl o b a l. com


TECHNOLOGY

better and longer lives, it can reduce

are widening these by making materials

the likelihood of a patient returning to

such as polypropylene available.

hospital, in turn saving health services

Polypropylene’s mechanical properties

a significant amount of money.

are unique, and manufacturers are able

Another benefit of 3D printing is

to change the nature of its function

that complex designs can be achieved

through design. This is especially useful

which cannot be manufactured in any

in orthotics, where solutions are

other way. One limitation of 3D printing in

improved by being more lightweight

the past has been the material options,

and easier to use. Our work with

but Ricoh and other printing leaders

Prescription Footwear Associates

52

MARCH 2019


(PFA) to treat patients with muscle and

areas softer or more rigid.

soft tissue tightness around the ankle

3D printing can also be hugely

demonstrates this. The polypropylene

effective in supporting traditional

used had the requisite flexibility and

medical protocols. A good example of

chemical stability for medical devices

this is maxillofacial reconstruction.

such as those used by PFA. Subse-

MRI scans can create models of what

quently, we were able to make more

a patient’s skeleton and skull looks

complex design alterations at both

like, and this can be used by 3D print

prototyping and manufacturing, adding

manufacturers to create bespoke,

in greater functionality such as making

pre-operative models. At Ricoh, we’re

‘MRI scans can create models of what a patient’s skeleton and skull look like, and this can be used by 3D print manufacturers to create bespoke, pre-operative models’

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TECHNOLOGY

currently producing pre-operative ankle and spine models for the Robert Jones and Agnes Hunt hospital in Oswestry to assist surgeons in developing their procedure strategy prior to the surgery. Indeed, pre-operative models are becoming especially popular because they support and improve the traditional manufacture of parts, rather than replace these. This, in itself, is particularly useful for research purposes – for example, 3D models of the brain are being created based on brain tumours, in order to find out more about how the latter works. 54

There’s a far greater diversification in technology and materials compared to six or seven years ago, and 3D printing will continue on this trajectory. It doesn’t seem so far away to envision machines in the near future that can be used for a particular medical solution, with a wider range of materials to choose from. Indeed, our study showed that already, 65% of European healthcare providers are using new printing technologies to tailor printed materials to differing needs, including those of older and remote patients. Before then, however, there needs to be considerable focus on how to incorporate 3D printing into our health MARCH 2019

CO MPAN Y FACT S

• 68% of healthcare professionals believe new printing technologies have the potential to fundamentally transform the health sector • 65% of European healthcare providers are using new printing technologies to tailor printed materials to differing needs, including those of older and remote patients • A study we undertook in partnership with Oxford Economics found that if the UK’s healthcare sector were to invest in the right technology, as well as workspace and culture, it could generate a GDP increase of £8.8bn


‘3D printing produces bespoke models, which is crucial in improving patient outcomes’ systems. Health organisations must take a people-centered approach to implementing these new processes, ensuring everyone understands how to utilise new technology in the right way in order to maximise its potential. A study we undertook in partnership with Oxford Economics found that if the UK’s healthcare sector were to invest in the right technology, as well as workspace and culture, it could generate a GDP increase of £8.8bn. 3D printing is an exciting development which can transform the health sector. Offering bespoke models, faster processes, cost savings and ultimately improved patient outcomes, 3D printing is a technology that the healthcare sector must take full advantage of. If it is implemented properly, it has the potential to make a difference to hundreds of thousands of lives.

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S U P P LY C H A I N & O P E R AT I O N S

EMBRACING INNOVATION WITH 3D PRINTING Desktop Metal is reinventing the way engineering and manufacturing teams produce metal parts — from prototyping through to mass production — by implementing 3D printing

56

WRITTEN BY

MARCH 2019

CATHERINE S TURM AN


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S U P P LY C H A I N & O P E R AT I O N S

3D

printing and additive manufacturing are becoming some of the most

disruptive technologies in the fourth industrial revolution. Revolutionising traditional sectors,

such as healthcare, food manufacturing and most notably, the automotive sector, the global market for 3D printing and services is expected to grow to almost US$50bn by 2025. Metal 3D printing, in particular, houses widespread applications in advanced manufacturing and engineering, where this innovation can address unmet challenges of speed, cost and quality for many automo58

tive customers. Demand for additive manufacturing solutions continues to grow apace across the United States, both in terms of production and consumption. A recent study by Sculpteo found that 93% of companies using 3D printing in 2018 were able to gain competitive advantage, reducing time-to-market and the ability to deliver shorter production runs for customers. As industries continue to increase their investments to accelerate the production of customised products, businesses are continually seeking to increase sales and drive revenue growth across all avenues. Situated in Massachusetts, Desktop Metal has tapped into this demand. Producing 3D printed parts at low cost, which are cheaper, MARCH 2019


lighter and increasingly efficient, with a rapid turnaround besides has led the business completely disrupt the traditional manufacturing process. Attracting more than US$277mn in funding from some of the most renowned automotive giants and leading metal powder producers in the world, it has built strategic partnerships with Ford, BMW and more to accelerate its momentum in delivering scalable metal 3D printing technologies on a global scale. “The revolution we see happening in the manufacturing industry is very similar to what happened with digital photography and industrial printing, where offset presses have been disrupted in the past decade by digital presses. Once a digitally fabricated part reaches cost parity with conventional processes there are other economic forces that promote adoption. There is no need for physical inventory, tooling or shipping,� explains Jonah Myerberg, Chief Technology Officer and co-founder of Desktop Metal. A mechanical engineer by background, Myerberg gained experience as a race engineer for Porsche on its 919 team and for Mahindra Racing on its Formula E team, fully igniting his passion for the automotive space. Holding senior positions at Renovo Auto and Boston Impact, he established a new business unit at w w w.ma nufa c t uri nggl o b a l. com

59


S U P P LY C H A I N & O P E R AT I O N S

60

“THESE NEW MACHINES ARE CAPABLE OF PRINTING COMPLEX PARTS AT A LOWER COST THAN TRADITIONAL TECHNIQUES LIKE CASTING” — Jonah Myerberg, Chief Technology Officer and co-founder of Desktop Metal

A123 Systems, which focused on the development of high-performance batteries. Successfully leading his team to design a new high-performance cell for Formula One, which has since been adopted by McLaren, Mercedes Benz and other high-profile motorsport giants, he now leads the technology roadmap behind Desktop Metal’s metal 3D printing systems, creating reliable products for customers and identifying opportunities to expand its manufacturing capabilities through additive manufacturing. “At Desktop Metal, we are committed to making metal 3D printing both accessible and successful for designers, engineers and manufacturing teams. In addition to hardware, we believe design for additive manufacturing software tools and techniques are critical to the successful fabrication of strong, lightweight parts that perform,” he says. “In order to facilitate the ability to design for additive, earlier this year we partnered with Dassault Systèmes on the preview of our software innovation, Live Parts, a generative design tool that offers a means for educational exploration to the largest community of engineers leading advancements in

MARCH 2019


CLICK TO WATCH : ‘IN-HOUSE METAL 3D PRINTING FOR LOW VOLUME PRODUCTION’ 61 additive manufacturing.” Although 3D printing is not a new

from steels and copper to superalloys and titanium. Taking raw materials and

phenomenon, gaining access to the wide

shipping them around the world, these

range of materials customers need for

parts are then assembled into product

metal parts has proved a significant

components and taken to factories

barrier. However, with such advances

which develop increasingly complex

in manufacturing technology, the sales

products. With trillions of dollars in

of industrial 3D printers have been

capital travelling at any given time,

predicted to surpass US$18bn by 2021.

Desktop Metal is leading the way in

Fully designing its systems around

enabling a new era of productivity.

metal injection moulding (MIM) and its

“A new class of high-speed industrial

powder supply chain, Desktop Metal

3D printers from companies like

has sought to utilise metal powders from

Carbon, HP and my own at Desktop

the MIM industry, where it has gained

Metal are enabling this change and

access to a wide range of materials,

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S U P P LY C H A I N & O P E R AT I O N S

of the fourth Industrial Revolution. These new machines are capable of printing complex parts at a lower cost than traditional techniques like casting. As this technology matures, it will usher in an era of borderless production. In this new model, only raw materials are shipped and factories around the world digitally print parts as they need them for the final assembly of the products they make,” observes Myerberg. Producing parts which are increasingly efficient, lightweight and durable will enable manufacturers to develop 62

bespoke products which would have previously been high-cost and out of reach. Launching two groundbreaking new systems, the Studio System and the Studio Fleet, set for release in 2019, the company is set to opening up further

mates metal 3D printing and is tightly

opportunities within 3D printing. The

integrated with Fabricate software to

Studio System is now on the market,

deliver a seamless workflow for printing

and has been designed to make metal

complex metal parts in-house — from

3D printing accessible and increasingly

digital file to sintered part,” explains

cost-effective for engineering teams.

Myerberg. “Since the introduction of

Responsible for the development of

our original Studio System, we’ve worked

metal prototypes, the technology has

closely with hundreds of customers

also eliminated the use of lasers and

across major industries—aerospace,

powders traditionally associated with

automotive, consumer electronics,

additive manufacturing machines.

cosmetics and more to identify key

“The three-part system fully autoMARCH 2019

applications and their requirements


“A NEW CLASS OF HIGHSPEED INDUSTRIAL 3D PRINTERS FROM COMPANIES LIKE CARBON, HP AND MY OWN AT DESKTOP METAL ARE ENABLING THIS CHANGE AND ARE QUICKLY BECOMING AN INTEGRAL PART OF THE FOURTH INDUSTRIAL REVOLUTION” — Jonah Myerberg, Chief Technology Officer and co-founder of Desktop Metal

to incorporate metal additive manufac-

office-friendly features within Desktop

turing into the design process. This

Metal’s original Studio System, but offers

research continues to inform our

even more functionality in the printing of

product development so that we can

small metal parts with higher resolution.

make adjustments in real-time.” The

On top of this, arriving in 2019, Desktop

recent introduction of its Studio System+

Metal’s Production System will become

is an enhanced version that addresses

the first metal 3D printing system for

the unmet needs of its customers,

mass production, delivering speed,

incorporating new print capabilities as

quality and cost-per-part needed to

well as hardware updates designed for

compete with traditional manufactur-

increased throughput, for example. The

ing processes.

technology combines all innovative and

“In 2019, we are also set to release w w w.ma nufa c t uri nggl o b a l. com

63


S U P P LY C H A I N & O P E R AT I O N S

Studio Fleet, a custom-configurable solution designed to address today’s challenges in low to mid volume production,” says Myerberg. “It leverages Studio System+ technology -- including a software-controlled workflow and stackable shelving for batch processing-- for the rapid production of highquality, complex metal parts.” As companies continue to embrace Desktop Metal’s additive manufacturing technologies, 2019 is set to be an exciting time for not only the company, but the industry itself. With the ability to the deliver dramatic product improvements, create complex geometries 64

that cannot be obtained via traditional methods and supporting assembly consolidation, the company is at the forefront of delivering superior products with a major deflationary effect on a company’s supply chain. “The continued support of our investors underscores the power of our metal 3D printing solutions to help engineers and manufacturers, for the first time, apply metal 3D printing for the entire product development lifecycle - from prototyping to mass producing complex, high performance metal parts in a cost-effective way. Ultimately what we are most excited about is continuing to get our products into the hands of customers across the globe,” notes Myerberg. “I believe that in the years to come you will MARCH 2019


65

see major car manufacturers turning to metal 3D printing to create parts in their shop within minutes and test out new products that would have been too expensive to test out beforehand. The possibilities with 3D printing in the automotive industry are endless.�

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T O P 10

TOP 10

68

Fast-Moving Consumer Goods companies In this month’s Manufacturing Global, we take a look at some of the leading Fast-Moving Consumer Goods companies in the world, originally ranked by MBASkool WRITTEN BY

MARCH 2019

CATHERINE STURMAN


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T O P 10

10

70

L’Oréal Founded in 1919 in France, L’Oréal has grown into a multinational brand with over 82,000 employees, becoming one of the most internationally recognised FMCG companies worldwide. Registering 498 patents in 2017, the business is focused on innovation and developing strong relationships with suppliers and partners. 100% of its strategically important suppliers will also take part in its sustainable development programme in 2020.

www.loreal.com

MARCH 2019


09

71

Phillip Morris Despite various campaigns, over a billion people are set to smoke in 2025. Multinational FMCG company, Philip Morris remains a leading tobacco company, expanding its footprint into more than 180 key markets. With 81,000 employees covering 80 languages in total, the company houses a comprehensive, agricultural supply chain; sourcing 400,000 metric tonnes of tobacco each year in partnership with 350,000+ tobacco farmers. The company has also sought to embrace the manufacture of electronic devices for heated tobacco products and e‑cigarettes.

www.pmi.com

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T O P 10

08

72

JBS Launched in the 1950s, global Brazilian food industry leader JBS is now home to 300 production facilities with over 10 billion-dollar brands under its umbrella., such as Seara, Swift, Friboi, Doriana, Moy Park, Pilgrim’s, Primo and more. Serving more than 300,000 customers, it is the world’s largest company in the beef sector, with over 235,000 employees. Its Legal Supplier Programme has enabled beef suppliers to adapt to Brazil’s environmental legislation, whilst the Green Light Pact initiative has seen cattle breeding centres in Mato Grosso do Sul, Brazil improve their production practices.

www.jbs.com.br

MARCH 2019


07

73

Coca-Cola Coca-Cola’s wide-ranging distribution network, strong portfolio and exceptional marketing capabilities have made it one of the most iconic FMCG companies in the world. Available in over 200 countries, its products are supplied through one of the world’s largest beverage distribution networks, where suppliers must adhere to its Sustainable Agriculture Guiding Principles (SAGP) and Supplier Engagement Program. Adopting SmartLabel technology across its manufacturing operations, the business is also leading the way in the identification, implementation and sharing of best practices. Each product now houses a QR code, providing complete transparency.

www.coca-colacompany.com

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T O P 10

06

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AB InBev Originally established by combining three big companies: Interbrew, Ambev and Anheuser-Busch, Belgian-Brazilian beverage company AB InBev is officially the world’s largest beverage business. Selling over 500 beer brands, such as Budweiser, Corona, Leffe and Quilmes in more than 100 countries, the company is acutely aware of its need to frequently adapt and enhance its distribution network. Partnering with nearly 50,000 farmers, the business is committed to sustainable sourcing, where its flagship platform, SmartBarley has utilised data analytics to support more than 5,000 enrolled farmers improve their productivity and environmental performance. AI and blockchain will also support its manufacturing capabilities.

www.ab-inbev.com MARCH 2019


05

75

Unilever Housing some of the most recognisable everyday brands, Unilever’s aggressive acquisition strategy and strong brand presence has seen it become a household name across 190 countries worldwide. Its R&D centres have sought to fully bolster its manufacturing operations and vast distribution network, where the business has maintained its zero non-hazardous waste-to- landfill agenda since 2017. Additionally, a number of its initiatives have provided employment opportunities to those in rural areas. Unilever’s Sustainable Living Plan (USLP) has enabled half of the company’s agricultural raw materials, such as palm oil to become sustainably sourced.

www.unilever.co.uk

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T O P 10

04

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PepsiCo The main rival to Coca-Cola, PepsiCo’s beverages, as well as its food products continue to grow in popularity and demand. Harnessing significant brand awareness, the Fortune 500 company is one of the most admired companies in the world. Its six global divisions form part of its aim to transform its products which are delivered through its extensive distribution network to meet the ever-evolving needs of customers.

www.pepsico.com

MARCH 2019


03

77

Procter & Gamble Following from its acquisition of personal care company Gillette in 2005, Procter & Gamble has become one of the largest FMCG companies, with operations in up to 70 countries. Providing a range of personal and consumer health products to five billion customers, the company’s recent plans to acquire the consumer health division of Merck Group, as well as implementing a new simplified management structure will form part of its 2020 vision.

www.pg.co.uk

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T O P 10

02

Johnson & Johnson A firm family favourite, Johnson & Johnson remains one of the most influential FMCG companies. With products in three categories, Consumer Healthcare, Medical Devices and Pharmaceuticals, the business has grown

78

at a considerate pace, with up to 250 subsidiaries under its umbrella. The company’s complex, global distribution network and diverse supplier base has seen the business embrace new technologies across its network, as it continues to thrive in its role in delivering quality products and services at affordable prices for consumers.

www.jnj.com

MARCH 2019


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T O P 10

01 Nestlé

Undertaking a number of corporate acquisitions, Swiss food and beverage company, Nestlé has become the largest in the world, with more than 2000 brands available in 189 countries. Home to the world’s largest private food and nutrition research organisation, the company 80

invested US$1.7bn in its research capabilities in 2017 alone, supporting its 30 R&D facilities worldwide. Its recent partnership with Starbucks will see the business bolster its complex distribution network. Additionally, in alignment with UN Sustainable Development Goals, Nestlé is striving for zero environmental impact across its operations. Providing clear labels across its manufacturing lines, the company provides nutritional knowledge as well as supporting local farmers who provide high quality ingredients within its sustainable sourcing efforts.

www.nestle.com

MARCH 2019


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EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences from around the world WRITTEN BY CATHERINE STURMAN

26–27 MARCH 2019

The American Manufacturing Summit The American Manufacturing Summit is

Manufacturing & Technology Conference & Expo

definitely one to look forward to in the

[ PITTSBURGH, USA ]

new year. The annual event is a leader-

With past speakers such as Bill Ruh,

ship-focused meeting designed around

CEO of GE Digital, and Sean Suggs,

improving plant floor operations and

Senior Vice President and Chief Digital

manufacturing strategies worldwide.

Officer of GE and President of Toyota

The 2019 summit provides an oppor-

Motor Manufacturing Mississippi, the

tunity to explore key case studies in

Manufacturing & Technology Confer-

the industry. “Join the in-depth discus-

ence & Expo (IW M&T), the event not to

sion to build your roadmap to achieving

be missed. Suitable for all senior figured

innovation, maximising manufacturing

across the manufacturing spectrum,

profitability, optimising plant floor

as well as plant managers, the event

operations and establishing standard-

will also provide hands-on demos,

isation across multiple manufacturing

workshops, and will provide key insights

facilities.”

into driving operational excellence.

www.manusummit.com

www.mfgtechshow.com

[ CHICAGO, IL ] 82

01–03 APRIL 2019

MARCH 2019


14–17 APRIL 2019

Food Automation & Manufacturing Conference and Expo [ MIAMI. FLORIDA ] Situated just 30 minutes from Fort Lauderdale Airport, the Food Automation & Manufacturing Conference & Expo will be spread over two and a half days. Attracting a range of food and beverage processors and suppliers, attendees can gain key insights into the latest

10 APRIL 2019

The Industrial Data Summit

trends and technologies which are impacting their operations. Past attendees such as Ben & Jerry’s, Procter and

[ LONDON, UK ]

Gamble, Campbell Soup, Tyson Foods

As the UK’s largest gathering of

and more have taken advantage of the

manufacturing data professionals, the

opportunities the event provides to

executives from the UK’s biggest auto-

attendees, who can meet like-minded

motive, aerospace, defence, electronics,

individuals and attend a number of ses-

pharma, food and electronics manufac-

sions in a variety of topics. Van der Groof

turers are set to discuss the role of Big

(VDG), Rockwell Automation and Matrix

Data across their businesses. The event

Technologies are but a few of the large of

is also part of The Manufacturer’s sum-

number of sponsors of this year’s event.

mits and is a CPD-certified event.

www.foodengineeringmag.com

https://industrial-data.uk

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EVENTS & A S S O C I AT I O N S

15 MAY 2019

The Manufacturing Finance Summit Another event delivered by The Manu-

15th Anniversary Manufacturing Leadership Summit

facturer, The Manufacturing Finance

[ HUNTINGTON BEACH, CALIFORNIA ]

Summit sees the UK’s largest gathering

Now in its 15th year, the Manufacturing

of manufacturing finance profession-

Leadership Summit invites individuals

als. 80 like-minded executives will

from all areas of the manufacturing sec-

explore how the finance sector is

tor. With close to 60% of attendees

impacting UK manufacturers, from

situated in senior level roles, opportu-

automotive, aerospace, defence, elec-

nities for networking with c-suite

tronics, food and drink and FMCG.

executives, general managers, vice

With attendees given the option to

presidents and directors will remain

choose which speaker they listen to,

in abundance. Last year, notable com-

the summit offers freedom of choice

panies such as Bosh, Caterpillar, Dell,

revolving around three conference

Cisco, Ford and more attended this

streams: risk, capital and innovation.

established event.

www.manufacturing-finance.uk

Click to view website

[ OXFORD, UK ] 84

10–12 JUNE 2019

MARCH 2019


19–22 JUNE 2019

Manufacturing Expo 2019 JULY 2019 The Global Manufactur[ BANGKOK, THAILAND ] ing & Industrialisation Learn the latest and best practices for Summit (GMIS) improved supply chain and logistics performance in Japan. In just one day,

[ YEKATERINBURG, RUSSIA ]

acquire the latest knowledge and the

The Global Manufacturing and Indus-

most effective techniques to grow your

trialisation Summit is now in its second

supply chain, manufacturing, logistics

iteration and is certainly not to be

and distribution capabilities in Japan.

missed. The event focuses on innova-

This summit will draw upon the experi-

tion and Fourth Industrial Revolution

ence of leading companies to explore

technologies in the global manufactur-

how a cross-functional supply chain

ing sector. In particular, the conference

team can enhance company results in

will look at the UN’s Sustainable Devel-

Japan. Along top experts, high-profile

opment Goals and the role of nature

speakers and top practitioners will be

inspired technologies in manufacturing.

invited to share their views on manag-

This theme will be explored through

ing supply chain, procurement and

interactive debates, sessions and

logistics in Japan.

workshops.

www.manufacturing-expo.com

https://gmisummit.com

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86

Delivering sustainability through a supply chain transformation WRIT TEN BY

DA LE BENTON PRODUCED BY

ARRON R A MPLING

MARCH 2019


CANADA

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E M M E R S O N PA C K A G I N G

SERGE CORRIVEAU, VICE PRESIDENT OF SUPPLY CHAIN AT EMMERSON PACKAGING, EXPLORES HOW THE COMPANY’S SUPPLY CHAIN TRANSFORMATION DELIVERS ON ITS SUSTAINABILITY GOALS

A

cross the modern business landscape, the perception of procurement and supply chain management is undergoing

a dramatic transformation. Traditionally viewed as a business support function and merely a cost 88

center, businesses all over the world are currently investing into their supply chains as a recognition that it is now viewed as a true business enabler. For Emmerson Packaging, one of the leading flexible packaging solutions providers in North America, the supply chain has been built into the company’s core operations since it was founded back in 1956. For Serge Corriveau, Vice President of Supply Chain, the supply chain management function of Emmerson Packaging is the ‘WD40’ of the business. “We’re like a machine and as long as we’re well oiled, everything works and the business can continue to

— be successful,” he says. “My motto is be brilliant, be Serge Corriveau, brief and be gone. If we’re not moving, innovating Viceand President of Supply Chain, changing in a particular part of the business Emmerson Packaging then we look at that as a missed opportunity.”

Corriveau joined the business in 2013, initially MARCH 2019


CANADA

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E M M E R S O N PA C K A G I N G

“W E’RE LIKE A MACHINE AND AS LONG AS WE’RE WELL OILED, EVERYTHING WORKS AND THE BUSINESS CAN CONTINUE TO BE SUCCESSFUL” — Serge Corriveau, Vice President of Supply Chain, Emmerson Packaging

working as a business analyst before being given the role of change management lead for a new SAP system implementation. The implementation of SAP provided the opportunity for Emmerson Packaging to transform its supply chain vertical. “Once the model was presented, our CEO asked me if I would like to lead the charge in implementing the changes,” he says. “I accepted the challenge and the rest is history.” The new supply chain vertical consists of five departments within Emmerson Packaging including warehousing, logis-

90

tics, purchasing, production planning and customer service. The customer service department was added to the supply chain vertical in early 2018. “Customer satisfaction is dependent on the supply chain, so this recent addition made perfect sense,” Corriveau says. “Customer service is a fundamental part of any successful business and its very important in the supply chain because it’s the source of customer

— Serge Corriveau, Vice President of Supply Chain, Emmerson Packaging

information, it provides the customer with real-time information on product availability and distribution operations,” he says. “These departments are particularly important in ensuring

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CLICK TO WATCH : ‘EMMERSON PACKAGING ON MARITIME MADE’ 91 a seamless supply chain and by oversee-

order to reach a state of control,” he says.

ing all five departments it ensures we

“Once we reache that level of control,

can support the overall strategy of the

you can step back and trust the team to

business.” Corriveau had previously

deliver. If something was to go sideways

worked with automotive giants Hyundai

then we’d react properly because we

and Kia and was familiar with working

are in control and being proactive. Clear

in a large-scale company with “tons of

communication internally and externally

resources and a very strict structure”.

is so important”.

But as Emmerson Packaging set about

With data monitoring and KPIs

building a supply chain vertical, Corriveau

established, Emmerson Packaging

realized that enhanced inventory plan-

created an element of control over

ning and control was required. “The first

inventory management and estab-

step before anything could be achieved

lished the same level of control over

was to look at data, create and track

logistics and purchasing. “Control

KPIs and make changes along the way in

means making everything resource w w w.ma nufa c t uri nggl o b a l. com


That’s why we’ve joined Project STOP. NOVA Chemicals is a Strategic Partner in Project STOP, a global initiative that brings corporations and governments together to keep plastic from reaching the world’s rivers and oceans through the development of waste collection services and a recycling supply chain. The immediate focus of that effort is the countries of Southeast Asia, where fast-growing economies mean the demand for products packaged in plastic are outpacing

novachemicals.com

governments’ abilities to meet the challenge of waste management. At NOVA Chemicals we’re passionate about sustainability. That’s why, along with investing in Project STOP, we’re engaged in R&D work focused on developing packaging solutions that support a circular economy. We’re proud to play a key role in Project STOP and its crucial efforts to build a better future.

Copyright NOVA Chemicals Corp. 2019, all rights reserved.


Imagine a future without marine plastic pollution. It starts with making more plastics recyclable.

T

here is growing awareness and concern about marine plastic pollution—and there’s an increasing determination to put an end to it. One part of the solution is Project STOP, a joint initiative started in 2017 by SYSTEMIQ and Borealis to help stop the flow of plastics and other materials into the world’s rivers and oceans. Another part of the solution is to further develop infrastructure to collect and recycle plastic packaging, especially in the world’s fast-developing nations. Of course, that also requires making plastic goods, particularly plastic packaging, more recyclable to

support a circular economy that puts more recycled plastics into new products—and less into places where they don’t belong. Initiatives like Project STOP will test and develop new solutions with the potential to seriously slow—and eventually eliminate—the flow of plastics into the world’s oceans. Together with work to develop more recycling and recovery technologies and more recyclable products, we can realize the promise of a circular economy. Below are some emerging trends that are yielding promising results.

More applications for recycled plastic material.

The more flexible, the smaller the footprint.

The plastics industry is investing in research and development centered around technology for creating “clean” recycled polyethylene and incorporating it into finished products with performance comparable to 100% virgin plastic.

Replacing traditional materials like cans, glass and cardboard with flexible plastic packaging significantly reduces packaging volume, reducing the carbon footprint during production and shipping.

Simpler is better for the environment.

One-piece closures for easier recyclability.

Many food packages are made with a mix of materials, making them difficult to recycle. Companies are now working with their suppliers to eliminate foil, nylon and other materials and move to single-material, recyclable flexible film structures.

Another important trend is the shift from two-piece, mixed-material closures to one-piece, recyclable closures in beverage and other containers.

The bottom line: Recyclable plastic packaging has value as recyclate, adding an incentive to implement new waste collection and recycling systems that can go a long way toward keeping plastics out of the world’s oceans.

What about food waste? Advances in package integrity— improved barrier, toughness and seal —in polyethylene-based flexible film structures help improve package integrity and extend shelf life. That means less food is spoiled, which reduces landfill waste and even more importantly, helps to address world hunger. It’s a win-win.


E M M E R S O N PA C K A G I N G

94

based,” Corriveau says. “Data is key

to re-examine the perception of what

there as it cannot be disputed. We

the supply chain actually is, as Corriveau

break each department down into

felt there was often a misplaced belief

pieces and work through it one piece

that it was “just warehousing and

at a time and it’s been a successful

logistics”. “Supply chain for Emmerson

strategy for the company”.

Packaging is so much more than that:

The advantages of data analytics

there’s production planning, manufac-

are plain to see, allowing the business

turing, procurement, warehousing and

to —make smarter decisions and

the list goes on,” he says. “Production

Serge Corriveau, predictions, but building a supply chain Vice President Supply Chain, highlighted vertical in thisoforganization Emmerson Packaging

planning scheduling is the very heart of our organization. We have worked hard

to Corriveau that the data “just wasn’t

to nail down our data and forecasting

there yet”. This forced the organization

and are incredibly proud of where we

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95

are. With new insight we were able to

its commitment to sustainability as a

make changes across the business,

business and delivers on this not only

for example moving the releases of

through its internal commitment but its

warehouses from customer service

products – specifically recyclable and

to warehousing and logistics – this

biodegradable options. Corriveau was

streamlined the flow with our custom-

proud to go into detail around Emmer-

ers as the information to deliver on this

son Packaging’s SmartPack. Manufac-

promise resides in the supply chain”.

tured through a process that signifi-

Emmerson Packaging’s customer

cantly reduces environmental impact

base continues to evolve. The modern-

without compromising on quality or

day customer demands transparency

lead times, SmartPack proved how

in products and across supply chains.

crucial it is to have control over the entire

Emmerson Packaging prides itself on

supply chain. In order to achieve this w w w.ma nufa c t uri nggl o b a l. com


E M M E R S O N PA C K A G I N G

innovative and truly ground-breaking

We’re not willing to short change

process, Emmerson Packaging sought

the process and we ensure all of our

out a strategic partner, which it found

strategic partners are of the same

in Nova Chemicals. “I cannot stress

belief. Nova Chemicals agree with this

enough the importance of having trusted

sentiment, having worked with us on

partners in everything you want to

this SmartPack™ project and they

achieve through the supply chain,” says

were keen to move fast.” Moving fast

Corriveau. “We’ve been doing business

proves key for Emmerson Packaging

with Nova Chemicals for many years

as Corriveau notes that consumer

and they have been instrumental in our

demands are changing and in order to

success because of their commitment

be ahead of the curve they need to be

to innovation and our partnership.”

proactive. “The new era of customers

“We’ve had discussions with suppliers in the past that wanted to cut corners.

place a greater emphasis on the environmental impact of the products

We’re more than a transportation provider. We’re a business partner WHAT WE DO We create, proactively communicate, and flawlessly execute, innovative solutions that intertwine the needs of our clients and comingle them with our conveyances so that value is realized together.

— Serge Corriveau, Vice President of Supply Chain, Emmerson Packaging

OUR WHY, HOW & WHAT ARE SIMPLY DEFINED AS: Why: Adding Gray Matter to What Matters. How: Developing Long-Lasting Tiered Relationships. What: Create and Flawlessly Execute Innovative Solutions Flawless Execution is a disciplined cycle of stating our objective; planning the solution; proactive communication internally and externally; followed by continuous improvement through learned results

WHY ONE FOR FREIGHT? Visit our Site

MARCH 2019

Get in Touch

FIND US ON


CANADA

97

they buy, and are going to greater

demand,” says Corriveau. “We approach

lengths than ever before to ensure

everything with the notion that sooner

“they are not part of the problem, but

or later, the customer is going to ask us

part of the solution”.

to elevate our game and go beyond

The demands of the customer extend

SQF certification – so we can’t be

into certifications, with Emmerson

chasing.” Emmerson achieves this

having proudly achieved Safe Quality

through a three-pillar approach: safety,

Foods (SQF) certification, among

quality and productivity. “You can’t be

others. While for many businesses the

productive if you don’t produce quality

customer drives these decisions,

product.” he says. “And you can’t

Emmerson Packaging is proactive and

produce quality products if you don’t

has higher expectations of its supplier

do it in a safe environment.”

network and warehousing. “It’s about trying to stay ahead of the customer

To this end, Emmerson Packaging invests heavily in safety programs w w w.ma nufa c t uri nggl o b a l. com


E M M E R S O N PA C K A G I N G

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and internal reward systems designed to encourage employees to go above and beyond to be safe, produce quality products and be productive. Corriveau believes being safe is the most important out of the three. “Once you have employees who are working safe, quality products and productivity follow,” he says. “We want our employees to come to work in a safe environment and at the end of the day go home safely to their families. We work hard to instill this quality into our employees so they are safe inside and outside of work.” Corriveau believes the results speak for themselves as the company has been recognized as one of Canada’s Best Managed Companies for nine consecutive years by Deloitte. For him, this recognition echoes Emmerson Packaging’s CEO’s sentiment that “our customers push us to be better” because the company looks to always be ahead of the curve, and therefore needs a workforce that is ready to go above and beyond. Emmerson Packaging has three major markets: frozen food, pet food and towel and tissue otherwise referred to as “overwrap”. Having two plants, one in the town of Amherst, Nova Scotia and one in the small city of Belleville, Ontario means that Emmerson Packaging’s supply chain needs to be best in w w w.busi ne ssc hief. com

99


E M M E R S O N PA C K A G I N G

class. “In some cases, there is a large geographical distance from these customers, so how do we compete? By being better, fluid, and by providing a seamless journey,” says Corriveau. “We work hard with trusted partners such as ONE For Freight, a solutions first transportation company that helps us achieve our goals. We can compete with anyone on lead time and service.” As Emmerson Packaging continues its journey of supply chain transforma100

tion it does so with a key competitive advantage that no other current packaging producer has. Together with

“W E’RE NOT WILLING TO CUT CORNERS AND WE ENSURE ALL OF OUR STRATEGIC PARTNERS ARE OF THE SAME BELIEF” — Serge Corriveau, Vice President of Supply Chain, Emmerson Packaging

trusted partners like Nova Chemicals, the company not only produces its own packaging but proactively works on innovative and new concepts in its own Research & Development department and in-house laboratory. Emmerson Packaging is also proud to be vertically integrated and converts its own products. Ultimately, the success of Emmerson boils down to its commitment to sustainability and its customers. “If our

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1956

Year founded

450+

Approximate number of employees 101

customers are successful, then and

Emmerson Packaging believes they

only then do we get to be successful,”

can deliver a quality product to their

says Corriveau. “From the very first

customers that not only meets the

days of the company we’ve been

demands of the market but is also

extremely proud of how we operate

environmentally responsible”.

and how we continue to strive to reduce our impact on the environment. Moving forward, it’s about looking at what more can we do for our customers, our employees and our communities. By focusing on sustainability, w w w.ma nufa c t uri nggl o b a l. com


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SOA R I N G STA N DA R D S AC RO S S TH E A ERO S PAC E M A N U FACT U R I N G MARKET WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

JARROD K NIGHT S

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C O L L I N S A E R O S PA C E

COLLINS AEROSPACE HAS UNDERGONE A NUMBER OF ACQUISITIONS IN RECENT YEARS, PROPELLING THE BUSINESS TO NEW HEIGHTS

104

E

stablished following the merger of United Technologies, subsidiary Hamilton Sundstrand and the

acquisition of Goodrich Corporation, Collins Aerospace (CA) has become a colossal conglomerate in aerospace manufacturing. Following the acquisition of US multinational juggernaut, Rockwell Collins in 2018 , the business has entered its next stage of growth, where it is now set to explore new tools, products and processes to support its customers and further its global reach. Designing, building and providing essential maintenance support for commercial, military, business and regional aircraft, CA has gained a diverse portfolio. Its commercial aircraft production in particular will rise exponentially as a result of increased air traffic due to the booming tourism sector. Posting US$2.5bn MARCH 2019


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TRANSFORMATION:

“a marked change in form, nature or appearance”

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Advanced Manufacturing Services (AMS) has been designing and building bespoke manufacturing solutions for over fifteen years. Each project is designed around the customer’s initial concept, whilst adding our experience to create innovative and productivity-boosting installations. Each transformation doesn’t happen by chance, it takes experience, skill and vision to provide bespoke production solutions. Boosting output, reducing waste and significantly increasing productivity are just three of the many advantages gained when embarking on this journey. A transformation can range from a specifically designed workstation 106 to a complex re-design of a manufacturing production line. To help bring your ideas to reality, please call us.

CLICK HERE TO VISIT AMS-ELECTRONICS.CO.UK

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107

adjusted operating profit from US$14.7bn

ration across its business functions.

net sales in 2017, the company maintains

Creating a new framework which not

a wide range of products present in

only boosts employee engagement,

almost every aircraft. Its divisions range

but works to create value streams, the

from actuation and propellers, aerostruc-

company has focused on its customers

tures, air management systems, electric

to drive further value across operations.

systems and engine controls, all the way to interiors and space systems. Developing a new leadership culture,

Housing a number of outdated technologies designed over 20 years ago, CA has embraced new digital tools

the business has made a number of

which will promote ease of manufacture.

improvements to ensure continual

The use of robotics, innovative tracking

growth. Exploring new revenue streams,

systems and automation are all areas

it has sought to remove waste from

which manufacturers are exploring

its processes while promoting collabo-

to transform their assembly, test, w w w.ma nufa c t uri nggl o b a l. com


C O L L I N S A E R O S PA C E

108

maintenance repair and overhaul

‘COLLINS AEROSPACE DESIGNS, MANUFACTURES AND SERVICES INTEGRATED SYSTEMS AND COMPONENTS FOR THE AEROSPACE INDUSTRY’

capabilities. The company’s longstanding relationship with SAP has also led the business to gain greater insights into the high volumes of data received, which it will fully utilize to overhaul the customer experience. Investing in a digital transformation will of course, not only create a seismic shift internally, but alter its relationships with stakeholders and suppliers. Becoming a supplier across the aerospace industry remains an incredibly complex feat, particularly

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CLICK TO WATCH : ‘INTRODUCING COLLINS AEROSPACE’ 109

with the supply of various parts which

products have a robust supply chain in

have tight design tolerances. CA has

place, the business continues to repair

therefore looked to strengthen these

products which are more than 30 years

relationships and work with suppliers

old. The use of new technologies will

who are both robust and dynamic, and

therefore work to enable CA to forecast

can tackle the challenges which can

this potential demand and enable the

impact the supply chain. Delivering

supply chain to produce components

high customer satisfaction, its integrat-

which are high quality, and at an afford-

ed supply chain is bolstered by its

able cost. CA has recently revealed

Supplier Gold programme, which filters

that it has partnered with Aernnova

into its aim to drive a sustained supplier

Aerospace, where the duo will focus

performance which offers substantial

on advancing aircraft structural

improvements in operating performance.

composites design and architectures,

Nonetheless, while a number of

including wings, flight controls, integratw w w.ma nufa c t uri nggl o b a l. com


C O L L I N S A E R O S PA C E

ed fuselage (such as nacelle designs for the evolving commercial supersonics market). Combining expertise within design and industrialisation will therefore unlock competitive and advanced solutions across the industry, including commercial, business jet, and military original equipment manufacturers (OEMs). Additionally, CA’s recent FlightSense On-Site Support agreement with China’s largest airline, China Southern Airlines, will see the business utilise predictive 110

and actionable data and provide inventory support that will assist the airline in implementing services which will be best suited. CA’s global aftermarket supply chain team will then manage the availability and distribution of parts for its Integrated Drive Generator (IDG), and ensure 24/7 technical support at every stage. Throughout its operations, CA has sought not only to benefit its customers, but to regularly promotes its partnerships with nonprofit organisations. Inspiring students to embrace science, technology, engineering and maths (STEM)

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C OMPA N Y FA C T S

• Collins Aerospace (CA) has become a colossal conglomerate in aerospace manufacturing. •Posting US$2.5bn adjusted operating profit from US$14.7bn net sales in 2017, the company maintains a wide range of products present in almost every aircraft. • The company’s divisions range from actuation and propellers, aerostructures, air management systems, electric systems and engine controls, all the way to interiors and space systems. • Housing a number of outdated technologies designed over 20 years ago, CA has embraced new digital tools which will promote ease of manufacture. • The use of robotics, innovative tracking systems and automation are all areas which manufacturers are exploring to transform their assembly, test, maintenance repair and overhaul capabilities.

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C O L L I N S A E R O S PA C E

subjects, the company is passionate in supporting programmes which inspire new ways of working, and has established a number of competitions to promote innovation, such as ‘For Inspiration of Science and Technology‘ (FIRST). The company has also encouraged staff to raise money each year for local partner agencies, as well as encourage the development of sustainable cities, where its participation in environmental programmes, Habitat for Humanity, motivates employees to 112

donate their time and talent in refurbishing homes of local communities.

‘COLLINS AEROSPACE MAINTAINS A WIDE RANGE OF PRODUCTS PRESENT IN ALMOST EVERY AIRCRAFT. ITS DIVISIONS RANGE FROM ACTUATION AND PROPELLERS, ALL THE WAY TO INTERIORS AND SPACE SYSTEMS’ MARCH 2019


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With a ‘no size fits all’ approach, CA designs, manufactures and services integrated systems and components for the aerospace industry, housing significant worldwide manufacturing and customer service facilities. Developing key strategies to promote collaboration, its digital transformation will work to bring forth increased opportunities which will drive efficiency, deliver operational excellence and exceptional customer service. The art for CA will be gaining an awareness of where the latest technology should be applied to create value, rather than just updating from a manual to a digital process for the sake of modernisation, which will seek to further amplify its global position across the aerospace industry.

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Changing mindsets through technology transformation WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

ANDY TURNER

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B R AY I N T E R N AT I O N A L , I N C .

Brindesh Dhruva, Chief Technology Officer of Bray International, discusses the company’s ongoing technology journey

B

ray International, Inc. was founded in 1986 with a customer-centric objective to become the preferred flow control

partner. Bray’s global footprint and distribution networks, along with a comprehensive line of innovative flow control solutions, has enabled us 116

to become an international industry leader. Thanks to unrelenting commitment to quality and customer service, clients around the world have made Bray their trusted partner. After 30 plus years, Bray’s focus hasn’t changed. Bray International, Inc. remains your local flow control partner with a global reach. Our customers face the day-to-day prospect of operating in increasingly extreme conditions in a safe and environmentally responsible way. The product technologies and solutions that we offer must maintain pace with these demands,” states Brindesh Dhruva, Chief Technology Officer. Since joining Bray International in early 2013, he has been tasked with steering the company’s technology transformation, creating innovative solutions and products that its customers can rely on. MARCH 2019


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Raymond Technical Center CAD design facilities

Holding a Doctorate from Yale in Engineering and having previously worked in the Upstream O&G Industry for over 13 years across a variety of roles such as Marketing & Technology Manager prior to joining Bray, Dhruva believes his early engineering experiences in developing products with a high demand on reliability and performance helps him in his current role as CTO of Bray. “Over the past several years we have been able to develop world-class solutions and products. In doing so, we have utilized, for example, additive manufacturing techniques for control valve applications and smart senw w w.ma nufa c t uri nggl o b a l. com

117


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“It’s about putting together a global team that has the right capabilities and infrastructure that allows us to develop, validate and produce products that exceed customer expectations” — Brindesh Dhruva, Chief Technology Officer of Bray International

sors to develop real-time monitoring.” Just over 30 years ago, the Founders of the company – Craig Brown and Frank Raymond revolutionized the global rotary flow control market. Today, Bray provides global distribution and manufacturing with locally available service and expertise for a variety of flow control products. Bray’s products have extensive application in a wide range of critical services. These include butterfly valves in cryogenic conditions for an LNG application to Severe Service Ball Valves in very high temperature & corrosive condi-

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Bray USA Facility

119

E X E C U T I V E P R OF IL E

Brindesh Dhruva Brindesh is currently Chief Technology Officer for Bray Internationals Inc., responsible for Global R&D and Product Management. Brindesh holds a Ph.D. in Engineering & Applied Sciences from Yale University and has over 20 years of experience in Technology & Marketing developing high-tier products and delivering commercial success.

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B R AY I N T E R N AT I O N A L , I N C .

“As long as we understand our customer’s needs and as long as we understand the moving technology pieces, we will continue to grow as the technology partner of choice” — Brindesh Dhruva, Chief Technology Officer of Bray International

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tions in a refinery application. Bray’s extensive product portfolio includes resilient seated and high-performance butterfly valves, critical service triple offset valves, floating and trunnion ball valves, metal seated ball valves, actuators, and control accessories to enable smart technology. The application of this portfolio is even more diverse and includes circulating water, flue gas desulfurization, demineralized water, fuel oil (fire safe), service water, steam, fuel gas, potable water, water/ glycol, and various other compounds. Such rapid progress has been the result of Bray’s commitment to its research & development (R&D) and operations in the US, India and China where its main Manufacturing, Engineering and R&D Labs are located. Expanding similar capabilities in Latin America, Europe and Australia has also been an integral part of Bray’s growth. It’s this visionary commitment, which Dhruva affirms, has been important in building the foundations for long-term success. “Over the last several years we have reinforced the right technical teams by strengthening the link between manufacturing, engineering and sales. We have also reinforced the w w w.ma nufa c t uri nggl o b a l. com

121


B R AY I N T E R N AT I O N A L , I N C .

122

“I’m a firm believer that good product introduction doesn’t happen accidentally. It comes as a result of a very deliberate approach of bringing products to market” — Brindesh Dhruva, Chief Technology Officer of Bray International

right product development process which starts with the voice of our customers and ends with their satisfaction. It’s about putting together a global team that has the right capabilities and infrastructure that allows us to develop, validate and produce products that exceed customer expectations in terms of reliability and performance,” says Dhruva. “That’s the way we operate! That’s what defines the products, technologies and services we aspire to continuously provide.” Indeed, Bray continues to evolve and has transformed itself into a technology company that can deliver highly customized, highly engineered products and services for a wide range of severe applications. Dhruva points out that these types of transformations start at the top and percolate down. “Bray has a rich history, full of achievements, which we are all very proud of, but the Founders of the company continue to see an even brighter future in terms of growth and technology innovation.”

INTRODUCING NEW PRODUCTS TO MARKET Recent technical and commercial successes include Tri Lok – Triple Offset Butterfly Valve, Series 98 Scotch Yoke Pneumatic Actuator, M1 Severe Service Ball Valve, S19 Segmented Control Valve and numerous other valves, actuators and controls accessories. The product capabilities along with global Applications MARCH 2019


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CLICK TO WATCH : WORKING FOR BRAY INTERNATIONAL 123 Engineers that understand the cus-

design decisions at Bray are made in

tomer’s challenges enable Bray to pro-

line with customer requirements and

vide not just good products, but good

with product reliability, manufactur-

solutions for our customer’s needs.

ability and product cost in mind. “Our

The technical success of our prod-

Engineers must understand the dif-

ucts relies heavily on the design and

ference between investment cast-

validation steps within the Bray Prod-

ing and sand casting…and they must

uct Development Process all of which

understand how tight tolerances and

conform to ISO 9001 standards. Bray’s

surface finish requirements impact

Global Technology presence spans

manufacturability (costs) just as much

multiple R&D locations around the

as product performance” says Dhruva.

world including India, UK, Brazil and

The qualification of products program

in Houston’s Bray Raymond Technol-

includes not only design validation

ogy Center – proudly named after one

but also validation of the manufactur-

of its founders, Frank Raymond. The

ing process to be able to produce w w w.ma nufa c t uri nggl o b a l. com


B R AY I N T E R N AT I O N A L , I N C .

“It’s important we keep up with what our customers face today, but also respond to the technology trends in the industry that will take them to the next level tomorrow” — Brindesh Dhruva, Chief Technology Officer of Bray International

their input & influence into the design process and ensuring good market introduction. “I’m a firm believer that good product introduction doesn’t happen accidentally. It comes as a result of a very deliberate approach of bringing products to market,” explains Dhruva. “That means we engage our customers very early on during development to ensure we get the requirements right. It means we understand the voice of the customer, the customer’s needs and then incorporate those findings into our product requirements and our service & sales organization.”

124 product with consistent high quality. Commercial success doesn’t come

With industry 4.0 driving the manufacturing industry forward, companies

serendipitously, even for great prod-

such as Bray rely on innovation and the

ucts. It begins during the early phases

ability to understand the latest trends

of a product development process in

to leverage & provide products & solu-

identifying customer needs, getting

tions. “It’s important we keep up with

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125

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B R AY I N T E R N AT I O N A L , I N C .

1986

Year founded

2,500

Approximate number of employees

126

what our customers face today, but also respond to the technology trends in the industry that will take them to the next level tomorrow. There are two examples that I would highlight here. One is on additive manufacturing where we’ve worked through a super partnership to 3D-Print metal components in a control valve application to significantly improve flow performance by incorporating design features that aren’t possible with traditional casting and forging processes.” says Dhruva. “The second example involves develMARCH 2019


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127

oping predictive monitoring with near

customer’s needs and as long as we

real-time measurements on valves

understand the moving technology

that will provide performance diagno-

pieces, we will continue to grow as the

sis in a proactive and predictive way.”

technology partner of choice. Bray has the people, processes and the

FUTURE PLANS

technology infrastructure to meet our

With Bray several years into their

customer’s most difficult needs.”

technology transformation journey, Dhruva believes the company’s ability to quickly evolve to address the growing market needs and leverage technology trends is key to continued and sustainable growth. “As long as we understand our w w w.ma nufa c t uri nggl o b a l. com


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Launching innovative new products during Cincinnati Incorporated’s procurement transformation WRIT TEN BY

SE AN GA LE A-PACE

PRODUCED BY

DENITR A PRICE

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C I N C I N N AT I I N C O R P O R AT E D

Justin Atkins, Purchasing Manager at Cincinnati Incorporated, discusses the company’s procurement transformation and affirms the importance of bringing innovative products to market

130

n order to keep ahead of

large-scale 3D product by extruding

its rivals, companies must

materials at a rate up to 80 pounds per

regularly innovate amidst

hour. The system, Big Area Additive

fierce competition to become the first

Manufacturing (BAAM), leverages

to bring new products to market. For

proven design and technology from

Justin Atkins, Purchasing Manager

CI’s laser platform. The innovation

at Cincinnati Incorporated (CI), he

was designed to enable 3D printing

believes it’s his company’s willingness

to be utilized for production manufac-

to launch new innovations and react

turing, where its size and speed allows

to the latest trends that acts as the

for large parts to be created more

catalyst for its success.

efficiently. The system provides more

I

CI, a global leader in 3D printing,

options due to its open architecture

has created one of the world’s largest

system for material vendors. “The

3D printing technology which develops

new system has enabled our custom-

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131

ers to print parts at a very large scale that was not possible in the past and has allowed some of them to do things that are new to the world. Customers’ reactions have been overwhelming and we’ve won numerous innovation awards based on it,” explains Atkins.

TRANSFORMING OPERATIONS Over the past few years, CI has transitioned to become a company that can focus more on customer-centric product innovation, having solely operated with an engineering depart-

BAAM (Big Area Additive Manufacturing)

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ment in previous years. The introduction of dedicated product teams has enabled CI to improve the range of products, such as laser and plasma cutting systems, press brakes and shears, additive manufacturing, as well as powder metal presses. “We now have three product teams: CNC table products, vertical motion products, and aftersales. Each one of these product teams has dedicated functional support including: service, technical support, marketing, training, and engineering resources. It means they can jointly focus on their specific products and the customers 132

that use them in an open team environment.” The company is also in the process of transitioning from its ERP system that has been in operation since 1992 and is set to switch to a state-of-the-art MRP ERP system called IFS which in the middle of a five-year implementation schedule. “It is going to give us the ability to have things like supplier portals and digital order acknowledgements and digital order systems. Technology is playing more of a role in our operations and we’re constantly looking at how we do things and how we can do better,” says Atkins. In a bid to reduce costs and lead times in its supply chain, CI has fully changed the way it operates. Atkins examines how CI’s supply chain has adapted over the years. “As a custom MARCH 2019


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manufacturer of products, the design of our machine tools is fixed and the supply chain has never really had a say in the design, which puts us into a corner at some points. We have certain components within our supply chain and that we do not have full control of,� he says. “Over the past five years, we have looked at the supply chain more holistically and have seen where the pain points are. By adjusting our lead times and associated planning, it has allowed the supply chain to have more of an influence on what products we design into our products, which ultimately gives us a better chance of providing a lower-cost, on-time machine.� w w w.ma nufa c t uri nggl o b a l. com


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“25 years ago, the engineering team would make designs and we would have to try to source it. Now, everyone on all teams works very closely together to ensure that whatever products we’re designing is manufacturable and that there is a good supply chain pool” — Justin Atkins Purchasing Manager at Cincinnati Incorporated

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CLICK TO WATCH : ‘WHY CINCINNATI?’ 135 “25 years ago, the engineering team would make designs and we would have to try to source it. Now, everyone on all teams works very closely together to ensure that whatever products we’re designing is manufacturable and that there is a good supply chain pool.”

FORMING KEY PARTNERSHIPS In order to diversify its business model, solely buying steel directly from the mill, CI decided to partner with leading steel supplier, O’Neal Steel, in a bid to

Goform Electric Press Brake

reduce its lead times. However, with close to 50% of steel produced being w w w.ma nufa c t uri nggl o b a l. com


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wasted in the form of scrap, the company moved away from the O’Neal Steel model and explored other partner models. Ultimately after further consideration, CI reverted back to O’Neal Steel as it was emerging as the better option. “We had steel service centers competitively quote on every single piece of plate that we needed to buy and have them burn our parts out for us,” says Atkins. “However, we decided to move back to the O’Neal Steel model once again because they took a decent-sized hit on the business that we had with them when we started going to 136

other companies. They assembled a supply chain team together to see how they could

Small Area Additive Manufacturing (SAAM) MARCH 2019


USA

“We decided to move back to the O’Neal Steel model once again because they took a decent-sized hit on the business that we had with them when we started going to other companies. They assembled a supply chain team together to see how they could fix our problem and work with us to make our supply chain even more efficient” — Justin Atkins Purchasing Manager at Cincinnati Incorporated

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fix our problem and work with us to make our supply chain even more efficient.” The collaboration with O’Neal Steel has allowed CI to closely monitor the inventory at hand and ensure less wastage. Atkins affirms how important it is for the two companies to enjoy a strong working relationship. “We work very closely with them, and do forecasts twice a month, depending on how strong business is, which allows us to better predict exactly what inventory we require,” explains Atkins. 138 “We are effectively able to have four or five times more efficient yield on our plate at a lower cost which is important given the current US administration imposing tariffs on foreign steel.” Looking to the future, Atkins points to the positive workforce at CI as a key factor in its success and believes it remains vital to continue to grow and enable innovation. “Our people are what makes Cincinnati Incorporated so successful. We are right here in southwest Ohio and we have some of the best people in the world. Every day, every member of staff comes in and they have such an immense feeling of pride in the products that we build. MARCH 2019


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CLICK TO WATCH : ‘BAAM 3D PRINTED SHELBY COBRA’ 139 I would give the credit to the people that we have at the company,” Atkins states proudly. Ultimately, Atkins would like to see the company continue to grow and innovate more and more every day. “We have long-term plans and I want to see us continue in the same direction that we’ve been pursuing for the past three or four years while continuing to bring bigger and better products to market.”

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Profile for Manufacturing Global

Manufacturing Global – March 2019  

Manufacturing Global – March 2019  

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