Manufacturing Global - December 2015

D e c e m b e r 2 0 15

w w w.manufacturingglobal.com

TOP10

INDIAN

manufactu rers

Plans to

EXPAND We reveal what is currently shaping the global manufacturing landscape

Special feature Philips Lighting achieves global scale with local relevance

Bosgraaf Group offers a total package

Bosgraaf Group’s state-of-the-art systems and service for the production of semihard and hard cheeses, is a result of the company’s extensive experience and innovative technical solutions.

With an unrelenting focus on performance, hygiene and sustainability, Bosgraaf’s bespoke production facilities ensure that an optimal solution is found across the organisation to suit the clients’ needs, including the use of robotics in mould handling and treatment lines.

Bosgraaf specialises in cheese moulding, handling and pressing systems as well as rack brining, treatment and maturation installations.

info@bosgraaf-group.nl www

www.bosgraaf-group.nl

EDITOR’S COMMENT

IN THIS ISSUE

Looking ahead A S T H E E N D O F 2015 draws nigh, it is perhaps

timely that we consider how the manufacturing landscape over the next five years might look.

A new study commissioned by Deloitte and the US-based Manufacturers Alliance for Productivity and Innovation does just that by examining what the key drivers are for those manufacturers wanting to invest in facilities worldwide.

It might come as no surprise that the biggest investments where companies have existing facilities are likely to be made in America and China. However, emerging markets are increasingly becoming viable for investment as they strive to meet the stringent criteria investors are looking for.

Keeping an eye on how the manufacturing landscape will change over the next five years promises to be interesting and indeed India is among those countries which is very much on the rise, which our top 10 list of its biggest and best manufacturers highlights.

On the technology front, we take a look at Finlandbased JOT Automation which has just unveiled four new machines at one of the world’s largest trade exhibitions and continues to assist the makers of smart phones and tablets exploit their markets.

Enjoy the read, Lucy Dixon Managing Editor EMEA lucy.dixon@wdmgroup.com 3

CONTENTS

6

Features

TECHNOLOGY Smart solutions

18

PEOPLE & SKILLS Plans to expand

12 4

November 2015

TOP10 Indian Manufacturers

EUROPE

30

EUROPE

manroland web systems

CANADA

40 66

Philips Lighting

BRAZIL

Anjo Tintas

54

GI Sportz

5

TECHNOLOGY Smart solutions

SMART SOLUTIONS JOT Automation unveils new technology for mobile phone manufacturer Written By: Sheree Hanna

TECHNOLOGY A GLOBAL LEADER in providing test and production solutions for mobile phone manufacturers has unveiled four new machines at Productronica, the world’s leading trade fair for electronics development held in Munich, Germany.

Headquartered in Finland, machines from JOT Automation Ltd have enabled billions of mobile phones to be manufactured since it was founded in 1988. The company partners with industry giants manufacturing smart devices powered by all the major mobile operating systems.

JOT operates in the Americas, Asia and Europe employing more than 300 people in nine countries and is part of the Head Invest Group, a Finnish industrial JOT Automation services video

8

December 2015

company owned by JOT founder Veikko Lesonen. It reported annual revenues of €30.4 million in 2014.

Productronica attracts some 40,000 visitors from 80 countries spotlighting future technologies, industry trends, growth markets, investment decision makers and industry experts. It also attracts in excess of 1,200 exhibitors from 39 different countries.

Testing devices Johanna Tarkiainen, Product Marketing Manager, says: “We are number one for the automated production testing of wireless products with billions of devices tested with JOT’s solutions since the company was founded in 1988.

“Our automated test and

SMART SOLUTIONS

“It is a straightforward task to connect our smart automation to different kinds of production environments and monitor them remotely in real time” – Ville Vatanen, JOT’s Business Line Director

assembly solutions, based on the best applications and standard modules, create the smartest value by enabling ultimate designs and performance in minimal forms.

“With our solutions, consumer global brands can aim for 100 percent quality. They can also be used to design finer products, shorten the time to market and lower operational costs in a sustainable manner.”

The company introduced four new solutions – the JOT M10 Test Solution, JOT V4 Assembly Cell, JOT F1C

Laser Maker and JOT Odd Shape Assembly Cell at Productronica.

Networking production Ville Vatanen, JOT’s Business Line Director, explained how effective the new solutions are. He says: “It is a straightforward task to connect our smart automation to different kinds of production environments and monitor them remotely in real time.

“The world of production is set to become more and more networked.

Our solutions will be a perfect 9

TECHNOLOGY

“Productronica, which celebrated its 40th anniversary last month, is regarded as a vital showcase for manufacturers and related companies” – Ville Vatanen, JOT’s Business Line Director

JOT IN NUMBERS 1 million+ - the number of mobile phones manufactured with JOT solutions.

100,000+ - wireless devices tested with JOT equipment every day.

10,000+ - Cumulative number of automation equipment manufactured, commissioned and serviced.

50,000+ - Cumulative number of test fixtures manufactured, commissioned and serviced.

60,000,000 – Value in Euros of the all-time biggest project, which was a fully automated assembly, test and packaging solutions for green field mobile phone factory.

10+ - Number of Global 2000 companies that are JOT customers including several Fortune 500 technology companies.

10

December 2015

Productronica 2015 match even with the future smart factories of industry 4.0 realising a true interoperability between products, machines, humans and global factory networks.”

All the solutions are modular and easily adaptable to various applications. The most suitable modules can be flexible and cost-effectively picked to current use meaning there is no need to buy features not required in production at the time.

Vatanen adds: “The reusability of

SMART SOLUTIONS

JOT platforms is close to 90 percent, allowing machine functionality to be easily fine-tuned for future use cases and volume needs, providing clear benefits and from the total cost and environmental points of view.”

Showcase event Recognised as a major platform for the development of the smart electronics industry, Productronica, which celebrated its 40th anniversary last month, is regarded as a vital showcase for manufacturers

and related companies.

Tarkiainen says: “The show is a key event for the industrial electronics market so its importance to JOT is high. It helps us to strengthen our brand recognition and hopefully acquire leads and RFQs.” The future continues to look rosy for JOT, based in the Finnish region of Oulu, often referred to as the silicon valley of Europe, and famous for being the birthplace of Nokia and where myriad technology companies have established in its wake.

With smart products and electronics entering every aspect of our lives everyone, everything and everywhere will be connected in real time.

“Our aim is to create automated manufacturing solutions for smart products making life more fun, safe, healthy and ecological,” adds Tarkiainen.

“From smart phones to 3D virtual reality solutions, we provide efficiency and reliability for the mass manufacturing of ever smaller and smarter devices. JOT is in a unique position to utilise its mass production know-how, originating from the telecom industry, for versatile market segments.”

11

PEOPLE & SKILLS

Plans to

EXPAND

A new study jointly produced by Deloitte and the Manufacturers Alliance for Productivity and Innovation reveals what is currently shaping the global manufacturing landscape W ri t t e n b y: S H E R E E H A N N A 13

PEOPLE & SKILLS MORE THAN HALF of some 50 US manufacturers who took part in a new study plan to enter new markets by 2020.

Continuing a trend since 2008, investments outside of companies’ existing footprint are dominated by countries in Asia and South America.

While in parallel, China and the United States are expected to receive the highest number of investments by manufacturers planning to optimise operations in countries with existing activities.

And according to the report, locations emerging as targets for investment include South Africa, Turkey and Vietnam, which are increasingly drawing attention due to their growing middle classes and rising spending power.

Meanwhile, while some respondents appear to lag in terms of their entry into Brazil, China and India, many plan to expand their footprint in these markets in the coming years.

The 2015 study entitled Footprint 2020: Expansion and Optimization approaches for US Manufacturers [link], examines the trends driving global manufacturing footprint shifts and explores the next generation of locations manufacturers are considering as markets and strategic imperatives evolve.

The report also highlights strategies manufacturers should consider. It has been jointly compiled by Deloitte and the US-based Manufacturers Alliance for Productivity and Innovation (MAPI).

Looking to invest The survey asked companies to project where they will be making investments in their manufacturing footprint in the next five years and examines how the drivers for these investments are shifting.

More than 50 companies with an average revenue range of between $500 million and $10 billion and an average employee

FOOTPRINT 2020: Expansion and optimization approaches for US manufact­urers, a vital need is for manufacturing companies to optimize their footprint in a way that drives performance by putting assets in the right place, at the right time.

14

December 2015

P L A N S T O E X PA N D

The verity of locations emerging as suitable for investment include South Africa, Turkey and Vietnam, which are increasingly drawing attention due to their growing middle classes and rising spending power. count of 1,000 to 10,000 employees responded to the survey.

It found those countries with a strong talent pipeline that can provide access to the latest technological advances and educational infrastructure are projected to see increased investment from manufacturing companies.

Matt Highfield, Director at Deloitte Consulting LLP, said: “Many emerging markets are currently investing heavily to improve their technology infrastructure and boost their ed ucational programmes to support evolving manufacturing needs.

“Ultimately, these efforts can

“Many emerging markets are currently investing heavily to improve their technology infrastructure and boost their educational programmes to support evolving manufacturing needs” – Matt Highfield, Director at Deloitte Consulting LLP

15

PEOPLE & SKILLS

allow them to become increasingly competitive on the global stage, especially at a time when developed economies continue to battle the challenges of an ageing workforce.�

Key drivers Other key location drivers in 2020 will be new market opportunities, proximity to existing customers

and business disruption risks.

The findings represent a shift away from a traditional focus on Regulatory Climate and Physical Infrastructure.

The study says that since the 2008 recession, there has been a shift in foreign direct investment (FDI) flows away from Europe, toward emerging

‘Maintaining a proactive stance on managing the global footprint using cyclical planning can help manufacturers ensure their assets are aligned to changing market and manufacturing conditions and can avoid issues with business as usual approaches that result in severe misalignment’ 16

December 2015

P L A N S T O E X PA N D

Asian and South American markets.

With slow economic recovery in Europe, many companies are considering whether they can better serve European markets from their Asian manufacturing locations to better manage costs and preserve margins.

Asian markets, explains the report, have embraced an open door policy attracting FDI through strong incentive packages for manufacturers, alongside their already competitive cost structures and the availability of a skilled/educated workforce.

However, South American markets have been more closed.

Bazil, for example, has continued tis protectionist measures, particularly in the form of high custom duties, which has led many companies to serve the Brazilian market locally to avoid being priced out of the domestic market.

Understanding trends The objectives of the study are to understand trends driving global manufacturing footprint strategy shifts and to indentify the next generation of locations manufacturers are considering as markets and strategic imperatives evolve.

Manufacturers can better position themselves for success by viewing their growth and expansion decisions as a dynamic, fluid strategy The study states: “Manufacturers can better position themselves for success by viewing their growth and expansion decisions as a dynamic fluid strategy, encompassing their entire footprint.

“Maintaining a proactive stance on managing the global footprint using cyclical planning can help manufacturers ensure their assets are aligned to changing market and manufacturing conditions and can avoid issues with business as usual approaches that result in severe misalignment.”

Jennifer Callaway, a MAPI council director, said: “Entering a new up-andcoming market can be alluring, but single location expansion should be considered in isolation.”

17

TOP10 Indian

manufacturers India’s manufacturing output may have faltered during the summer, but with China in crisis many investors regard it as a powerhouse set to be the next big driver of global growth. Here is a list of top 10 Indian manufacturers contributing to the rise Written by: Sheree Hanna

TOP 10

19

TOP 10

Asian Paints

10

Headquarters: Mumbai, Maharashtra Turnover: $1Bn Business: Chemicals Employees: 4,900+ Sector: Private sector Double the size of any other paint company in India, Asian Paints was founded in 1942 by four friends who were willing to take on the world’s biggest, most famous paint companies operating in India at the time. Since then it has become a force to be reckoned with and is driven by its strong consumer focus and innovative spirit. It now operates in 19 countries and has 26 global paint manufacturing facilities servicing customers in more than 65 countries. www.asianpaints.com 20

December 2015

I N D I A N M A N U FA C T U R E R S

Ranbaxy Headquarters: Gurgaon, Haryanna Turnover: $1.8Bn Business: Pharmaceutical Employees: 10,400+ Sector: Private sector

09

Ranbaxy is the world’s fifth largest speciality generic pharmaceutical company. It serves 150 global markets through its 45 manufacturing sites where it produces some 3,000 products. The company was founded in 1961 and established Sun Pharma with five psychiatry products and a two-person marketing team in 1983. The company’s Chairman is Israel Makov and its Managing Director is Dilip Shanghvi, who was awarded 2014 Entrepreneur of the Year by Forbes Magazine. Sun Pharma is also listed by Forbes as among the world’s 100 most innovative companies. www.sunpharma.com

21

TOP 10

Videocon Group

08

Headquarters: Gurgaon, Haryana Turnover: $5Bn Business: Conglomerate Employees: 9,000+ Sector: Private sector Videocon is a large diversified Indian company with 17 manufacturing sites in India and plants in mainland China, Poland, Italy and Mexico.

Its core areas of business are consumer electronics and home appliances. It is the third largest picture tube manufacturer in the world. The group sells consumer products including televisions, washing machines, air conditioners and refrigerators. It launched a line of mobile phones in November 2009. It has also recently diversified into areas such as power, oil exploration and telecommunication. www.videocon.com 22

December 2015

I N D I A N M A N U FA C T U R E R S

Jindal Steel and Power Limited

07

Headquarters: New Delhi Turnover: $3.3Bn Business: steel Employees: 7,600+ Sector: Private sector JSPL is the third largest steel producer in India and a leading power in power, mining oil and gas infrastructure in the country. The company is a part of the US$18Bn diversified Jindal Group conglomerate. The company was founded in 1952 by Om Jindal and after his death in 2005 much of his assets were transferred to his wife Savitri Jindal.

The group’s management was then split among his four sons with Naveen Jindal as the Chairman of Jindal Steel and Power Ltd.

23

TOP 10

Apollo Tyres

06

Headquarters: Gurgaon, Haryana Turnover: $2.5Bn Business: Business Employees: Employees, 16,000+ Sector: Private sector Founded in 1976, Apollo Tyres is the 17th biggest tyre manufacturer in the world operating four manufacturing units, one in South Africa, two in Zimbabwe and one in the Netherlands. With a 4,000-strong dealership network of which more than 2,500 are exclusive, the company’s strategy is to become the 10th biggest tyre manufacture by 2016. It currently sells 30,000 tyres a month in Europe and is planning to open a second European production facility in Hungary which is earmarked for inauguration in early 2017. www.apollotyres.com 24

December 2015

I N D I A N M A N U FA C T U R E R S

Haldia Petrochemicals Ltd Headquarters: Kolkata, West Bengal Turnover: $2Bn Business: Petro-Chemicals Employees: 1,000+ Sector: Private sector

05

Known as HPL, the company is the second largest producing petrochemicals in India, claiming a capacity equivalent to 7,00,000 TPA of ethylene. It was formed in 1994 as a joint venture between Government of West Bengla, The Chatterjee Group, TATA Group and Indian Oil Corporation. Located 125kms from Kolkata it has led economic growth in the region by propelling significant investments in downstream processing industry generating huge employment opportunities for both skilled and unskilled workers. www.haldiapetrochemicals.com

25

TOP 10

Hindustan Unilever (HUL)

04

Headquarters: Mumbai, Maharashtra Turnover: $4Bn Business: Consumer Goods Employees: 40,000+ Sector: Private sector The company’s products include foods, beverages, cleaning agents, personal care products and water purifiers which are distributed to more than two million retail outlets across India and its products are available in more than 6.4 million outlets in the country. Established in 1933 as Lever Brothers, the company is now owned by Anglo-Dutch, Unilever, holding a 51.51 per cent controlling share. It is the market leader in Indian consumer products with more than 700 million Indians consuming its products. www.hul.co.in

26

December 2015

I N D I A N M A N U FA C T U R E R S

Bombay Dyeing Headquarters: Mumbai, Maharashtra Turnover: $310m Business: Textile Manufacturing Employees: 10,000+ Sector: Private sector

03

Founded in 1879, Bombay Dyeing is India’s largest producer of textiles and the flagship company of the Wadia Group. It is a typical story of ‘from little acorns’ as it started out a small operation of Indian spun cotton yarn dip dyed by hand to become one of the most respected and trusted brands in the country. Today, products include stylish linens, towels, home furnishings, leisure clothing, kids wear and a many other products across 350+ exclusive Bombay Dyeing Retail outlets and 2,000+ multi-brand stores. www.bombaydyeing.com 27

TOP 10

Larsen & Toubro Headquarters: Mumbai, Maharashtra Turnover: $13.5Bn Business: Technology, Engineering, Construction and Manufacturing Employees: 45,000+ Sector: Private sector

02

The conglomerate has global operations addressing the key sectors of Hydrocarbon, Infrastructure, Power, Process Industries and Defence for customers in more than 30 countries around the world. With a history spanning 70 years, the company’s manufacturing footprint extends across eight countries in addition to India. It was founded by Danish engineers taking refuge in India and today is regarded as the bellwether of India’s engineering and construction sector. It was recognised as the Company of the Year in the Economic Times 2010 awards. www.larsentoubro.com

28

December 2015

I N D I A N M A N U FA C T U R E R S

Aditya Birla Group Headquarters: Mumbai, Maharashtra Turnover: $45Bn Business: Conglomerate Employees: 120,000+ Sector: Private sector

01

With operation in 40 countries the group has interests in sectors such as viscose staple fibre metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilisers, insulators, financial services, telecom (third largest in India) BPO and IT services.

It was founded in 1857 by Aditya Birla Centre in Worli and today is India’s third largest private sector conglomerate behind Tata Group.

The Fortune 500 company receives more than 50 percent of its revenues from its overseas operations spanning 36 countries. Beyond business it reaches out annually to 7.5 million people though the Aditya Birla Centre for Community Initiatives and Rural Development. www.adityabirla.com

29

Fastest to the finishing line Written by: John O’Hanlon Produced by: Alex Neagu

31

manroland web systems

Will digital printing sound the knell for web offset? Not in our time, says Daniel Raffler, EVP of communications, HR, legal and business development and Dieter Betzmeier EVP for technology & projects at manroland web systems, which is positioning itself for the media demands of customers facing new financial, technological and social challenges

32

December 2015

2011

was the commercial printing industry’s annus horribilis. Look at some figures: in 2006 the global market for offset printing equipment was about €2.2 billion. In 2011, following the collapse of the financial market this plummeted to €700 million (subsequently losing a further 20 percent each year). Large publishing and printing houses stopped buying new equipment. The drop was too sharp for the machine manufacturers, and forced one of the best respected of them all, Augsburg-based manroland AG, formerly known as MAN Roland Druckmaschinen AG, into receivership.

The company had been part of the MAN group until 2006, when the Munich truck-maker sold its controlling interest to the Allianz private equity group which rebranded it as manroland AG. Following the winding up of the company in November 2011, however, it was quickly restructured. The sheet fed business unit was sold separately, while the web offset division was purchased by the diversified Possehl Group and relaunched as manroland web systems GmbH. “Since then we have followed the route of continuous adjustment to the market environment and have been very successful in that environment,” Daniel Raffler avers.

In the contracted but still competitive environment the company is definitely doing well, commanding a market share in excess of 40 percent of the global market for web offset

M A N U FA C T U R I N G

printing press equipment as of November 2015.

Significantly, every single deal that manroland had on its order book at liquidation was reratified by the customers when the new company was formed. “We think we have the broadest product portfolio, whether for newspaper printing presses or commercial processes like magazines, directories and advertising materials,� he explains.

In the restructuring manroland web systems became a much leaner and tightly focused organisation. Upper management tiers were reduced drastically, and the workforce rationalised. Last year, a satellite office at Plauen in Saxony was integrated with the Augsburg site which now employs around 1,100 people, with a further 150 in sales and service offices round the world.

1,250 Number of staff employed by manroland web systems

w w w. m a n r o l a n d - w e b . c o m

33

INNOVATION AND TECHNOLOGY

MANROLAND WEB

LEADER S YWE S TARE EM S IN TECHNOLOGY AND INNOVATION BRINGING THE FUTURE TODAY

ELETTRA is a leading international manufacturer on the graphic industry field since more than 20 years. ELETTRA aims is to open its products portfolio “using” all the technical knowledge, the R&D efforts and its organization to support your Company in the selection of the best product when approaching the market for any requirements. Thanks

to its experience and resources we can quickly develop specific system solutions to suit the market and meet market expectations to the highest level. These are among the motivations that have carried Customers, OEMs and some of the most important and relevant International Groups to decide in favor of the ELETTRA systems.

ELETTRA has successfully developed efficient and environmentally friendly cleaning solutions based on plant oil-based fatty alcohols and fatty acids in place of the traditional mineral based solvents. The experience and the technology applied to develop these products has enabled us to gain specific skills in the processes of microemulsions formation. We are able to design and develop equipment for

the production of microemulsions starting from water and plant based oils (sunflower oil, palm oil, rapeseed oil, etc.) with excellent results of efficiency and reliability even in the most difficult applications normally used in the pharmaceuticals and cosmetics industry as well as in the food sector. Important results have also been reached in turbines for cogeneration

MAIN PRODUCTS: CLEANING SYSTEMS Design and implementation of cleaning systems in the graphic industry (Offset and Flexo), and specific automatic cleaning systems applicable in many other fields; SOLVENTS Design and manufacture of solvents based upon plant based oils that can be used both for the graphic industry as well as in other sectors; EQUIPMENT FOR THE FORMATION OF MICROEMULTIONS Design and development of equipment for the formation of microemulsions for the pharmaceutical, cosmetics and food industry; WATER PURIFICATION SYSTEMS USING DAF TECHNOLOGY (DISSOLVED AIR FLOTATION) Design and development of water purification systems using DAF technology (Dissolved air Flotation). A proven and effective physical/chemical technology for treating a variety of industrial wastewater.

MECHANICAL HIGH-PRESSURE HOMOGENIZER Design and manufacture of mechanical high-pressure homogenizer. An effective and efficient technology for homogenizing and mixing mixtures of powders/liquids, sludge, oils, water etc etc. Possible applications are : mixing for the production of nano-materials, paints & pigments, food & beverage, cosmetics, chemicals and fuels.

E-mail Website www.elettra.lc.it 3 4elettra.commerciale@elettra.lc.it December 2015 ELETTRA S.r.l.,Via De Gasperi, 2 – 23887 Olgiate Molgora (LC) – Italy

manroland web systems

M A N U FA C T U R I N G

Anticipating that the global market will stabilise at around €350 million, production capacity has been configured to meet manroland web systems’ share of that market. “This is a technology driven market,” says Dieter Betzmeier.

“All our innovations are directed towards cost saving and productivity gain for our customer – speed, uptime and production flexibility. For example newspaper presses used to run at night but today the machine must run round the clock, printing many products of which the daily newspaper is just one, with just minutes to change the setup and plates for the next job.

Our success in the market is due to our guiding philosophy at manroland web systems. We are a business partner to our customers and we listen to what they need to make them profitable.”

manroland is a business partner to its customers

w w w. m a n r o l a n d - w e b . c o m

35

manroland web systems There’s a tendency these days to regard web offset printing as old technology, basically unchanged since Gutenberg ran off his first poem at Mainz in 1450. It is true that the challenge of online publishing will have to be taken seriously. “There is a big trend among publishers to invest in the new media channels, although most of them get their money and profits from printed papers and magazines.” And printed paper is getting smarter by the year.

Hybrid solutions from technology partners like Kodak, whose Prosper S30 imprinting systems is mounted on Axel Springer’s manroland COLORMAN offset presses

Increase your profit delta.line – the complete solution

• delta.d/sd

dampening solution circulation

• delta.spray

spray dampening systems

• delta.f

dampening solution crossflow filtration

• ink.supply

central ink supply systems

technology and services technotrans AG Robert-Linnemann-Straße 17 48336 Sassenberg

36

Phone +49(0)2583-301-1000 info@technotrans.com www.technotrans.com

December 2015

M A N U FA C T U R I N G

to imprint variable components such as consecutive lottery numbers, variable QR codes, and changing artwork at full production speed, are just one example.

This kind of technology is of greater practical use to manroland web systems customers than ‘pure’ digital printing systems being developed by inkjet printing firms. Inkjet printing is limited in speed, and so far can only manage three or four metres a second. The S30 head has a print width of 10.6cm and a printing speed of up to 900 metres per minute. That’s 15 metres per second (m/s), keeping up with manroland presses that get through a 3.5 tonne roll of paper in 12 minutes at up to 17 m/s. There’s a big gap for the digital printers to bridge the cost per copy delta, says Betzmeier, “but they will probably do it one day!”

Offset can reach higher speeds because it relies on ink transfer while digital methods rely on droplets being ‘fired’ at the paper – the higher the speed the greater the droplet disturbance. As a result, conventional offset fulfils the requirements for volume production, digital printing provides

“All our innovations are directed towards cost saving and productivity gain for our customer – speed, uptime and production flexibility” – Dieter Betzmeier, Executive Vice President Technology & Projects

w w w. m a n r o l a n d - w e b . c o m

37

manroland web systems

€250m the amount of revenue generated by manroland web systems

38

December 2015

the answer for more individualised and personalised products and hybrid solutions by manroland web systems combine both worlds.

But speed is just one parameter. Once printed most jobs have to be folded, and this is the number one differentiator in manroland’s IP portfolio according to Daniel Raffler. “Nobody else addresses integrated workflow to the same extent: to run a newspaper line at 55,000 copies per hour is one thing, to fold the finished product at that speed is another!”

Digital printers have not addressed the question of in-line folding, and it is a big gap in a new market, one that manroland web systems is now filling. “Some customers want to print straight from digital files, and now they can do that, but they want the same finished end product, he explains. “We have been developing new products over the last three

M A N U FA C T U R I N G

years, successfully I am happy to say. Up to now we have sold some 20 folding lines that can be integrated with a digital printing press using our core competence in folding knowhow.”

The multivariable FoldLine for the production of digital newspapers, books and any type of commercial product and the FormerLine for book production are compatible with any manufacturer’s equipment, he adds.

While manroland web systems returned a profit in 2012 and 2013, the radical restricting of 2014 resulted in a small loss, however this year it’s heading for EBT in the region of €4 million and the order book is full.

The dual strategy, says Daniel Raffler, is to guard the company’s number one slot in newspaper and commercial web offset while continuing to penetrate the new digital printing market.

manroland’s office building

w w w. m a n r o l a n d - w e b . c o m

39

Achieving global scale Written by: Nye Longman Produced by: James Pepper

with local relevance 41

PHILIPS LIGHTING

By adopting segmented business streams, the company is set remain a key player in home luminaires

42

December 2015

P

hilips Home Luminaires is part of the larger Royal Philips NV, which is a diversified health and well-being company, focused on improving people’s lives through meaningful innovation in the areas of healthcare, consumer lifestyle and lighting. The company is a leader in cardiac care, acute care and home healthcare, energy-efficient lighting solutions and new lighting applications, as well as male shaving and grooming and oral healthcare.

Philips Lighting is addressing an attractive global market that is valued in excess of EUR65 billion. There are many dynamics affecting the market, the most prominent being the movement from the use of replacement light bulbs (both conventional, and LED) to an embedded LED light source, where the luminaire consists of a light source that does need to be replaced.

Further impetus comes as a result of LED making more innovative designs possible, and the additional capabilities offered by connected light, where the user can control their own environment, including the ability to change brightness and colour, as well as being able to turn lights on or off from their smart phone, even when outside the home.

By keeping abreast of these latest trends in both technology, and consumer demand, the Home Luminaires business is seeking to expand over the coming years. However, it can only do this profitably by producing products that are relevant to local tastes whilst

M A N U FA C T U R I N G

Philips combines LED and IoT connected technologies

leveraging its scale as a global manufacturer.

Technology as the driving force Philips is keen to see the next generation of technology implemented across its verticals, which will not only enhance its competitive profile but will also help to provide its customers, and society at large, with long term solutions to ever-pressing energy issues.

By simultaneously implementing LED and IoT connected technologies the company has been able to design and produce luminaires which combine both; these are

“Obsolescence, particularly in the form of write downs or write offs has traditionally been a big issue for Philips.

Philips is diverting a significant percentage of its consumer luminaires manufacturing operations away from China in order to reduce these costs, as well as to reduce its time to market� – Mika Salomaa, Vice President of Operations

w w w. l i g h t i n g . p h i l i p s . c o . u k

43

Production & Assembly The company was established in 1970. Has over 45 years of experience in labor intensive precision assembly of various SDA and electro-mechanical appliances.

Is certified with ISO 9001:2008 and ISO 14001:2004, also with AEO. Key strengths are: • • • • • • • • • •

High quality assembly at competitive cost Proximity to european markets Wide supply chain Flexibility in volume production enabling to follow demand changes Quick industrialization and effective process engineering Rapidity and time-bound implementation Advanced just-in-time inbound and outbound logistics Cooperate in many different business models Deliver tangible, measurable business results Biazet - SMART partner

ul. Gen. Wl. Andersa 44 15-113 Bialystok, Poland T +48 85 67 84 701 F +48 85 73 36 734 biazet@biazet.pl • www.biazet.pl

PHILIPS LIGHTING

M A N U FA C T U R I N G

the next generation of lighting solutions.

Mika Salomaa, Vice President of Operations for Philips Lighting’s Home lighting business comments on this decision: “We see lighting as the cornerstone of the Internet of Things.

People are thinking more and more about how they are consuming their energy, especially associated with lighting, and if you think especially about integrated LEDs, the uses and benefits are very broad.”

For Philips, LEDs came into the company’s product offerings slowly at first, as a replacement bulb, but then snowballed into a standalone set of products as the quality of light that the technology was able to deliver improved, and as the cost of production began to fall.

Neil Adams, Head of Operations Strategy &

Mika Salomaa, Philips’ Vice President of Operations

w w w. l i g h t i n g . p h i l i p s . c o . u k

45

PHILIPS LIGHTING

Philips Lighting Solutions’ production facility

46

December 2015

M A N U FA C T U R I N G

Manufacturing, says: “We are helping people make the transition from using conventional light bulbs to fully adopting LEDs. These also provide a basis for IoT connected operation, which then provides a degree of control which may be the ability to switch the light on remotely, change its colour, or adjust intensity.

“Lighting has gone from lightbulbs that are replaced every six months, to something that is essentially a lock and leave. The whole luminaire space is going towards atmosphere, and user-control; it is an important part of the connected home trend.

“As a result, we are setting ourselves up to grow our business in new and dynamic ways. We see a mega trend that’s driving people to replace their old technology with new, and to focus more on light as a feature in the home. In terms of market growth, the market for home luminaires is set to grow significantly more than GDP.”

€21.39 billion

Philips Lighting Solutions revenue in 2014

Segmented business streams Obsolescence, particularly in the form of write downs or write offs has traditionally been a big issue for Philips, not to mention a major drain on its profitability. Salomaa explained that the company was diverting a significant percentage of its consumer luminaire manufacturing operations away from China in order to reduce these costs, as well as to reduce its time to market.

Utilising the expertise of regional partners w w w. l i g h t i n g . p h i l i p s . c o . u k

47

PHILIPS LIGHTING

Overhead costs are lower because Philips has fewer people planning components

has been key to securing product relevancy across the board; using the skills and facilities of Biazet, Poland’s largest producer of small domestic appliances is one such example of this. Working with established manufacturers in this way has enabled Philips to seamlessly deploy its regional manufacturing strategy.

Another key supplier in this territory has been parts manufacturer PNE. Adams says: “Regional manufacturing and segmented business streams are both cornerstones. Regional manufacturing is there because of the diversity of the product portfolio, and the ability to reduce lead times/ dependence on long term forecasts.

Your Partner in your DRIVE towards QUALITY AND EXCELLENCE ELECTRONICS MANUFACTURING SERVICES (EMS) EMERGENCY LIGHTING SOFTWARE AND HARDWARE DESIGNING FOR ELECTRONIC CONTROLLERS SALES OF ELECTRONICS

Dharma General Manager PNE Group of Company T +607-354 4999 F +607-351 8695 M +6012-737 0010 dharma@pne.com.sg www.pne.com.sg

M A N U FA C T U R I N G

It’s a design driven business and the unit levels are low, so predictability is low; if you include obsolescence cost, then it’s more cost effective to produce in region.”

“It really is a case of understanding the fundamental dynamics of the business and understanding what’s driving costs, and then looking at smart ways of to mitigate these costs. The resulting approach has fundamental implications for not only our physical infrastructure but also how we plan, and make products, as well as how we design products, and what we offer in terms of service to our customers.”

Order fulfilment is achieved through a

“It really is a case of understanding the fundamental dynamics of the business and understanding what’s driving costs, and then looking at smart ways of to mitigate these costs” – Mika Salomaa, Vice President of Operations

Philips is able to utilise mass customisation, giving customers the opportunity to have some design input on the luminaires

PHILIPS LIGHTING

“Segmented business streams offer us the opportunity to engage the best supply model for a given product/ customer combination.

Wherever possible, we either make, or configure to order” – Mika Salomaa, Vice President of Operations

50

December 2015

portfolio of supply models, underpinned by a lean operating system which provides for a standard way of working across all locations per supply model. Although still in pilot mode, additive manufacturing is being introduced as a key enabler to late stage configuration, and also as a way of producing low volume components on demand.

Adams says: “Segmented business streams offer us the opportunity to engage the best supply model for a given product/ customer combination. Wherever possible, we either make, or configure to order’’.

“The lean operating system is our attempt to standardise how we operate these supply modes, Regional manufacturing is achieved through a portfolio of supply models

M A N U FA C T U R I N G

and by doing so we are laying the foundations for improved productivity going forward.”

Philips’ segmented business streams model is made up of a number of key elements, but essentially comes down to the notion that its business can be optimised by being broken into logical segments. Each of these exhibit different characteristics, and lends itself to one of a limited number of specific supply models, where the trade-offs are optimum.

The key building blocks of this model consist of introducing the segmented business streams in particular formal, differentiated, and aligned supply policies. Further factors taken into account are the supply models portfolio, product platforms (in support of late stage configuration) and end-to-end analytics.

By concentrating the number of product platforms at its disposal (with the end-goal of narrowing them down to 10 ‘core’ platforms, Philips is intending to support configuring its luminaires in the latter stages of production.

Adams says: “We focused on building a vertically integrated ecosystem alongside our suppliers and customers in order to further shorten time from innovation to market, not to mention the lead time for order fulfilment. We also established alternative logistics models in order to shorten end to end lead times.”

Philips also utilises end-to-end analytics to manage trade-offs using total cost of ownership (TCO). Adams says: “We are designing

Additive manufacturing is being introduced as a key enabler to late stage configuration, and also as a way of producing low volume components on demand

w w w. l i g h t i n g . p h i l i p s . c o . u k

51

PHILIPS LIGHTING

Neil Adams - Head of Operations Strategy

platforms based on an understanding of the total cost across a range of products versus peak design costs. This includes the total cost of ownership across the full value-chain. Plus changes to decision rights, KPI’s, and the governance model to make this happen.”

Not content with merely keeping up with the latest consumer and technological trends, Philips Lighting has shown through its sophisticated manufacturing strategy that delivering cost effective, locally relevant products can be achieved, while also leveraging economies of scale.

and Manufacturing

The latest in manufacturing technologies Looking to the integration of advanced manufacturing technologies, including additive manufacturing as part of the manufacturing, and product design process, Adams explained: “It can be used to make the whole luminaire as well as to enable late stage configuration; it can also be used to reduce obsolescence risk on low volume and non-common components.

“Additive also reduces costs in a number of areas: material costs are lower as a result of our ability to reduce the number of components; conversion costs are also lower, as it also knocks out 70 percent of the direct labour involved in producing a product.

“Overhead costs are lower because we have fewer people planning components, which is a big part of luminaire production; 52

December 2015

M A N U FA C T U R I N G

we have fewer people buying components so the procurement overhead also will fall significantly. From a marketing perspective it makes variety cost effective’’.

By deploying additive manufacturing on an industrial scale, Philips is able to utilise mass customisation, giving customers the opportunity to have some design input on the luminaires, since a much greater percentage can be made to order through this process.

This system also enables Philips to remove the constraint around component commonality; obsolescence also becomes much less of a threat since parts are produced on a more on-demand model rather than a forecast.

Philips is intending to support configuring its luminaires in the latter stages of production

w w w. l i g h t i n g . p h i l i p s . c o . u k

53

Hitting its mark G.I. Sportz has grown from a small startup to a global leader in the paintball manufacturing industry Written by: Eric Harding

Produced by: Mike Becker

55

C O M PA N Y N A M E

Courtesy of Erik Chateau — in Bitburg, Germany

W

hen a group of partners decided to create a Canadian paintball manufacturing company, they showed up at the Paintball Sports Promotions (PSP) World Cup in an attempt to introduce their brand.

Then they were laughed at, even by the people they knew in the industry.

56

December 2015

Years later, they’ve bought out all the naysayers and created a paintball manufacturing conglomerate called G.I. Sportz, Among the world’s leading manufacturers of the paintball industry, the company brings in about $140 million of sales annually.

SECTOR

From David to Goliath Originally started in 2010 by a group of paintball enthusiasts led by current majority owner Richmond Italia, G.I. Sportz has since teamed up with a variety of paintball product distributors from across the globe, catapulting itself to the top of the industry.

After its first 18 months operating in a small location outside of Montreal, the group purchased one of Italia’s former businesses, Procaps. The Procaps plant was built in 1999 by Italia with the

“Richmond Italia has been arguably the most successful entrepreneur in paintball.”

– Dave “Opie” Thomas, G.I. Sportz plant manager and director of U.S. operations

w w w. g i s p o r t z . c o m

57

GI SPORTZ goal of manufacturing paintballs in the most efficient way possible.

The repurchasing of Procaps propelled G.I. Sportz into the global market, giving it the resources, machine capacity and formulation to take over even more market share.

With the purchase, G.I. Sportz boost itself to second from the top as a global manufacturer and distributor of products within the paintball industry.

Soon after, G.I. Sportz identified a complimentary company that

www.faspac.ca Your source for flexible packaging • • • • • •

Wicket Reclosable ( zipper ) Reverse lip Die cut Header Rollstock

customer satisfaction Faspac, is honorned to make every effort to fully meet its customer’s requirements across Canada and the United States. In fact, customer satisfaction remains at the heart of the whole team at Faspac.

10090 LOUIS H. LAFONTAINE ANJOU, QUEBEC, CANADA H1J 2T3

PHONE : 514.355.2020 FAX : 514.355.6136 TOLL FREE : 888.355.1479 EMAIL : INFO@FASPAC.CA

manufactured paintball markers, Tippmann Sports, as the next natural acquisition. Prior to this, G.I. Sportz and Procaps only manufactured paint balls and safety masks for the goggles.

G.I. Sportz finalized the purchase of Tippmann at the end of 2012, and the integration of the two companies boosted G.I. Sportz sales from $38 million to nearly $70 million by the end of 2013.

The tiny “David” company that got laughed at its brand launch has

CANADA

become a manufacturing “Goliath.”

Even so, those at the top of the rising company won’t forget where it all began.

“We need to make sure that we don’t become too big in the way we treat our customers,” said Dave “Opie” Thomas, plant manager and director of U.S. operations at G.I. Sportz. “We’ve brought the player aspect, the business aspect and the niche business aspect back to the market.

“We took it out of the corporate hands who run everything by numbers and don’t really understand that the majority of our

customers are very ‘mom-and-pop shop.’ The customers don’t always know how to market and or how to run their business properly. We have to help them do that. We basically become business partners with our customers and help them with whatever issue comes up.”

The golden goose G.I. Sportz set itself up from a profitability and sales perspective to be a viable acquisition for a private equity firm. Earlier this year, a Toronto-based firm called Fulcrum Capital Partners purchased majority share of G.I. Sportz, which w w w. g i s p o r t z . c o m

59

C O M PA N Y N A M E

Caption for photo here

60

December 2015

CANADA

essentially eliminated several of its prior partners.

Around the same time, G.I. Sportz’s management team identified its largest competitor, KEE Action Sports, as the next acquisition target in an attempt to source paintballs instead of manufacturing them. With the financial support from Fulcrum, G.I. Sportz was able to make the purchase of KEE in July of this year.

Today, G.I. Sportz, as a paintball company with the three acquisitions and the subsequent growth, will end the calendar year with around $140 million of sales. Thomas gives a lot of the credit to Italia, who Thomas praised for his business acumen.

“Richmond Italia has been arguably the most successful entrepreneur in paintball,” said Thomas. “He started out as a paintball player, as well as a paintball field and store owner. Basically, the customers that we sell to today? He was one of them.”

According to Thomas, Italia’s sharp business acumen rubs off on

G.I. Sportz’s suppliers as well “We’re very good at treating our suppliers like partners,” said Thomas. “We pay our bills on time and we see a lot of these guys on a daily basis. We’re not a company that just buys from them and then are on cruise control. We’re always trying to grow and do more things.”

“Italia is like the golden goose.

w w w. g i s p o r t z . c o m

61

GI SPORTZ

Anything he touches turns to gold.

He definitely has the right timing with everything he does. I think a lot of our suppliers see that and want to be a part of that.”

Protecting its employees In a constant effort to reduce costs and make a better product, G.I. Sportz has replaced a portion of its lower-paid packaging department workforce with an automated

62

December 2015

workforce. The employees that were once more susceptible to workman’s compensation injuries now have the strenuous portion of their jobs done by robots.

“These two robots have probably saved us $200,000 a year in labor cost, not to mention people who have hurt their backs from lifting cases of paint and workman’s compensation claims, as well as a better product for the customer,”

CANADA

said Thomas.

“They don’t take breaks. You don’t have to feed them. They just go.”

Although Thomas acknowledged the decision has a tremendous financial benefit for the G.I. Sportz, it doesn’t overshadow the importance of the company’s human employees.

The majority of employees at G.I. Sportz have been with the company for several years, and Thomas said protecting them from a health and safety aspect is among the company’s top priorities.

“We treat our people very well and the people are important to our business, especially on the skilled labor side,” said Thomas. “Adding robots was a no-brainer, not only because of the economic benefit,

but really because of the reduction of work injuries.

Thomas pointed out that even with the best safety procedures, the manual labor aspect of the job took its toll on employees. “Our cases of paint weigh 15 pounds apiece and we’re stacking those six feet high,” he said. “Over time, you’re going to have a sore back. It’s really just identifying these types of processes and saying, ‘Hey, can we automate that?’”

Ahead of the game G.I. Sportz is in the process of introducing new products to the shelves. Thomas said the company has 12 about major product launches planned for as early as October 2015

w w w. g i s p o r t z . c o m

63

GI SPORTZ

through the end of 2016.

Some of its new merchandise includes a new a goggles system with built-in communication, highend markers, and ways to make paintballs at a reduced cost.

In addition, G.I. Sportz has 64

December 2015

created a smaller 50-caliber ball that is not only cheaper to make than the 68-caliber ball, but also hurts less when it strikes its human targets.

Though pricing of 68-caliber paintballs has gone down, the commodity-driven price of raw

CANADA

materials has gone up, resulting in a decrease of profit margin for traditional manufacturers—and a smaller budget for research and development.

According to Thomas, G.I. Sportz has been able to reset pricing to a margin that makes sense to manufacturers, but still provides a price point to the field and dealer that is better than the current 68-caliber pricing.

“We provide a product that is easier to break — and by doing that, it hurts less to get shot,” he said. “The other thing it does is allow us to make a smaller marker, so we’ve increased our market opportunity by lowering our demographic to as low as 6-8 year old kids.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

6000 Kieran Saint-Laurent Quebec Canada H4S 2B5 FOUNDED

Improving the industry In the future, G.I. Sportz intends to consolidate to become more efficient, as well as execute new plans to help the company’s dealer base and customer base. In addition, the conglomerate G.I. Group’s Less than Lethal (or non-lethal) weapons platform has a high potential for growth in the company.

“We need to continue to develop products that customers will demand from our dealer base.

We’ll continue to make paintball better from an entertainment perspective. Outside of cost reduction and launching new products, there’s not much more we can do other than just help the industry become stronger and healthier.

“I think we’re at the top of the totem pole on the paintball side,” said Thomas.

2010 REVENUE

US $150 million

w w w. g i s p o r t z . c o m

65

INNOVATIVE COLORS With an investment of US$3.2 Million, company dedicates to its own production line of resins after opening new plant in Criciúma Written by: Flávia Brancato | Produced by: Taybele Piven

67

A N J O T I N TA S

W

ith the goal to provide the best cost efficiency by innovated and sustainable solutions, Anjo Tintas is located in more than five thousand retail outlets scattered all over Brazil. Serving diverse markets of the national industry, specializing in paints, solvents and complements, 40 percent of business is pitched to the automotive sector, followed by printing and real estate, having a small portion facing the industrial

sector.

Through their five plants in Santa Catarina and three distribution centers located in SĂŁo Paulo, GoiĂĄs and Pernambuco, the company has a selling volume of about 46 million liters of paints, solvents, and supplements per year. Viewing innovation as a trademark, Anjo Tintas developed eco-efficient products aiming to make it easier for the clients to work while decreasing the impacts on the environment.

Anjo Tintas Headquarters in CriciĂşma, Santa Catarina

68

Dezembro 2015

BRAZIL

Automated printing line production

The company owns innovating and exclusive products of the brand with the support of four Research and Developing laboratories, including a partnership with the Universidade Federal de Santa Catarina (UFSC).

Resins Factory To meet the increasing demand on the market, the company invested

US$3.2 million in a resin factory.

In operation since the first quarter of 2015, the factory is already responsible for supplying the raw material to the production and development of its own products. “With this new factory, the company is improving the cost efficiency and the quality of its own products. The resins were w w w. a n j o . c o m . b r

69

A N J O T I N TA S

“By the end of this year we will also produce polyester resin, PU resin and other special resins, to serve automotive lines, real estate and printing.”

– CEO of Anjo Tintas, Filipe R. Colombo

Anjo Tintas has its own raw materials for production and development of products in their new resin factory

BRAZIL

Thinner Eco is exclusive in the market and reduces up to 80% the environmental impact

specifically developed to adjust to the paints and supplements made by the brand,” explained Filipe R. Colombo, CEO of Anjo Tintas.

The new unit produces 800 thousand liters of acrylic and alkyd resins per month, serving 90 percent of the company’s production. “By the end of this year we will also produce polyester resin, PU resin and other special resins to

serve automotive lines, real estate and printing,” said Colombo.

Located on Criciúma’s (SC) industrial park, the factory is completely automated and one of the most modern in the country. The director indicated the importance of new this implementation. “It is another alternative to work in search of innovative products that can decrease the impact to the

w w w. a n j o . c o m . b r

71

A N J O T I N TA S

environment and to the human being as well as seeking to improve performance,” he said. “This investment is another step of the company’s planning to run with the best brands in the country.”

Technology in the production Working with Automotive Refinish, Real Estate, Flexography/Printing

and AnjoTech/Industrial, the company produces over 100 quality products in many categories, including these models: Rubberized Paint: The elastic covering is designed for outdoor, indoor and roof painting with direct adherence to fiber-cement, clay, concrete, zinc, and aluminum, and is galvanized with thermal reducing

Building & Con

72

December 2015

BRAZIL

properties. The paint has excellent adherence, with great resistance to alkalinity, effects of salt air, bad weather, and mold, giving it superior durability. The elastic film expands and shrinks according to its environment’s temperature, and it reduces heat and noise.

Eco Thinner: Developed with a focus on the reduction of the

impacts to human beings and the environment, these thinners do not contain products such as toluene, xylene, benzene and other aromatic solvents that harm the central nervous system. With the same characteristics of conventional thinners, 40 percent of the prime materials come from renewable sources and can replace existing

nstruction Line

w w w. a n j o . c o m . b r

73

CONLOG

74

D e z e m b r o 2CEO 0 1 5 of Anjo Tintas, Filipe R. Colombo

BRAZIL

thinners on the market. In this line, the Anjo brand provides three options: Eco Thinner 2750, Eco Thinner 2900 and Eco Thinner 5000.

Super Lightweight Putty: With a rate of up to 25 percent in decreased application time, this product is easier to sand, generating less dust compared to conventional spackle. Beyond the ergonomic benefit, the product weighs less than its conventional counterpart.

The Super Lightweight Putty G2 is

an innovative product designated to level and correct imperfections of flat internal surfaces of grout, exposed concrete, plaster, cement and walls painted with latex, providing a smooth finish.

ProtectPack: Recognized as a high-tech line, ProtectPack has antibacterial action suitable for flexographic and rotogravure industries. The line of ProtectPack paints is one of the most innovative in the world, guaranteeing up to

Premium acrylic paint “Anjo Total� has no smell and excellent coating

w w w. a n j o . c o m . b r

75

A N J O T I N TA S

Laboratory of resea

12 months of antibacterial power.

Launched as Protect Pack AnjoFlex and Protect Pack AnjoIce, these products will focus on external and rolled impressions in need of antibacterial material, such as food packaging and personal hygiene.

“ProtectPack is a high performance smart paint. It targets not only the aesthetics but above all the power of packaging protection,” stated the Executive Director of the B2B unit, Gian Cleber Tartari.

76

December 2015

The antibacterial ability that this paint has is a new concept for the Anjo brand. “We believe that all should have access to the best that exists. Based on our mission and philosophies, we have developed this paint in order to add value to the final product for our customers, packaging manufacturers, and increase the protection and quality of life of the consumers,” added Colombo.

BRAZIL

Company Information INDUSTRY

Chemical HEADQUARTERS

Criciúma/SC - Brazil E S TA B L I S H E D

1986 EMPLOYEES

316 + 90 Sales Representatives

arch, development and innovation

Quality The search for certifications that guarantee the quality of their products is a constant goal for the company. In 1999, Anjo received the Standard Certification ISO 9001 and in 2012, they achieved the Standard Certification ISO 14001. According to the CEO, growth and investments in new businesses are likely to continue. “Our investments are focused on the development of new technologies to better the speed and performance of products with the highest possible security level,” he said.

MANAGEMENT

CEO: Filipe R. Colombo Executive Director of Unit B2B: Gian Cleber Tártari Executive Director of Resale Unit: André Luiz Sorensen

w w w. a n j o . c o m . b r

77