Manufacturing Global - May 2015

M a y 2 0 15

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How Mobility Is Revolutionizing Manufacturing The Rise of Industry 4.0 Faster Delivery With More Bespoke Products & Services

HITACHI’S LEAN APPROACH Using Situational Coaching

EDITOR’S COMMENT

INTEGRATE or die I T I S G E T T I N G M O R E difficult for

manufacturers to keep up to date with this fast-paced, constantly evolving environment and manage disparate customer and supplier bases in a globalised marketplace.

Adding to these problems, the continual rise in the costs of raw materials and parts, fuel and energy – are putting huge pressure on operating costs. The priority for manufacturing businesses, therefore, has to be the optimisation of working processes; delivering operational efficiencies and positively impacting the bottom line. In this issue of Manufacturing Global we discuss why the future of manufacturing success lies in integration, and how it can tie all these elements together.

Also in this issue we take a look at the importance of mobile technology in heavy industry, more specifically the top ten ways mobility is changing the manufacturing landscape forever. From supplier traceability to machine maintenance, there is very little that cannot be integrated on the shop floor.

Enjoy the issue!

Abigail Phillips Associate Editor abigail.phillips@wdmgroup.com 3

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CONTENTS

Mize

Features LEAN

8

42

Graham Packaging

Breaking Through The Lean Wall With Situational Coaching TECHNOLOGY

14

The rise of Industry 4.0

52

Brascabos

TOP 10

20

Mobility Is Revolutionizing Manufacturing Landscape

4

May 2015

64

TANAC

Company Profiles USA

76 ACOBAR Association

24 Mize

84 ABICALÇADOS Association

BRAZIL

AMERICA LATINA

32 NSG Pilkington

32

42 Graham Packaging

NSG Pilkington

52 Brascabos

94 ASIPLA Association 102 SISAMEX 118 PWO Mexico

64 TANAC

94 ASIPLA

76 102

ACOBAR

84

ABICALÇADOS

SISAMEX

118 PWO Mexico

5

TECHNOLOGY

The rise of

INDUSTRY 4.0

Why integration is the key to future manufacturing success W r i t t e n b y : Simon Culshaw, Head of Manufacturing, ATOS UK & Ireland

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TECHNOLOGY THE FUTURE OF the UK’s manufacturing sector remains uncertain. Regulations are becoming tighter; export demand has been hit by the weak Eurozone and difficult conditions in developing markets; customers are becoming more demanding. Increasingly, they expect products and services to be developed and delivered quickly, personalised to their specific requirements.

It is getting more difficult for manufacturers to keep up-to-date with this fast-paced, constantly evolving environment and manage disparate customer and supplier bases in a globalised marketplace. Adding to these problems, the continual rise in the cost of raw materials and parts, fuel, and energy is putting huge pressure on operating costs.

The priority for manufacturing businesses, therefore, has to be the optimisation of working processes; delivering operational efficiencies and positively impacting the bottom line. Manufacturers of all sizes and types, however, have limited resources to invest in improvement initiatives and so they need to decide where to focus and why.

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May 2015

Making more effective use of the data is a good place to start. Few manufacturers are doing enough with their shop floor data. Even fewer have made use of the myriad of external data sources available - whether that be customer sentiment data, competitor information, weather details or engineering service records.

It is those manufacturing businesses that can combine more effective management of data with more intelligent use of IT that are likely to be the leader in the sector over the next decade. There are two key principles on which to focus– tighter integration to ensure effective use of the right data across the enterprise and having a holistic end to end view to realise

THE RISE OF INDUSTRY 4.0

‘Industry 4.0 focuses on making manufacturing processes more agile and responsive to the needs of the business and the wider market’ benefits for the business as a whole.

It is a perspective that aligns closely with the “Industry 4.0” initiative, which contends that the fourth industrial revolution, already under way, is essentially about the integration of intelligent cyber-physical systems communicating between machines and humans in real time on the factory floor and, indeed, out in the real world. Beyond that, however, it is also about the wider connectivity of industrialised processes into the rest of the business.

This is important because integration is key in delivering visibility of work in progress and of what is happening on the shop floor. So, Industry 4.0 focuses on making

manufacturing processes more agile and responsive to the needs of the business and the wider market.

In particular, it asks the key questions: how do you make improvements to the manufacturing process and accelerate time to market; how do you manage product change more efficiently, and how do you monitor and assess the performance of finished products?

Manufacturers across both discrete and process industries are still struggling to answer these questions. Information is often still captured on paper or in spreadsheets as part of laborious and error prone processes. There is little connectivity between systems that manage the 9

TECHNOLOGY

‘This is not just a future vision. It is an operating model that is bringing real benefits to real businesses today’ product lifecycle, that control product design, that oversee and control shop floor processes (MES and Scada), and with ERP and analytics solutions. The vision of Industry 4.0 may be up and running but it is a long way from being fully realised.

Fast Forward to the Future In spite of the manifold challenges, the path forward for manufacturing businesses in this area is increasingly clear. The emergence of Industry 10

May 2015

4.0 is helping define this and the benefits of integrated cyber-physical systems are tangible and can clearly be seen in companies that have already adopted this approach.

But how do you introduce this kind of change into businesses which have long established processes and ways of working?

The first step has to be building a robust business case for change and for new investment based on the benefits that integrating processes,

THE RISE OF INDUSTRY 4.0

machines, applications, people and plants across the manufacturing function and the wider enterprise, can bring. To pull together a business case, you have to understand the size of the opportunity and how it can be realised. To do this, you first need to quantify the benefits and opportunities available through the use of manufacturing, operational management, product lifecycle and advanced analytics technology and how they integrate with the wider business.

With the deployment of our own manufacturing performance management operational intelligence systems, for example, we have seen increases in productivity on the shop floor in the order of 10-30 percent, much of which comes from the ability to make better, more informed decisions based on access to the right shop floor information in real time. Again, it is all about effective use of data and using integration to achieve a 360째 view.

This is not just a future vision. It is an operating model that is bringing real benefits to real businesses today. The productivity gains, reduction in waste and increased sustainability realised

by the approach are already driving down operational costs and improving profitability of many businesses.

But the real gains come from looking at processes holistically. Often improvement initiatives consider operational processes in isolation when much more substantial benefits can be achieved when the whole process is considered end to end.

By taking this approach, you often uncover small changes which cost little to implement but bring huge benefits for the business as a whole.

This increases confidence and helps change programmes gain momentum.

Every manufacturing company is focused on the pursuit of sustainable, effective and agile operations. Over the next decade, those companies that come out on top will be those who understand the value of data and its integration across function, department, processes and people.

Only integration, when used in this way, can deliver the actionable intelligence needed for enterprisewide collaboration and only integration can help support a holistic end to end view that delivers the reduced time to market and greater flexibility required to satisfy customer demand.

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LE A N

Breaking Through T Lean Wall Situation Coaching

Lean Leadership cont the biggest challenge attempting transforma Manufacturing Global overcome this hurdle

Writ ten by: Darragh MacNei and Mark D. Hughes

The With nal ng

tinues to represent e for organisations ational change. l looks at how to

ill

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LEAN IN OUR VIEW, Lean Leadership continues to represent the biggest challenge for organisations attempting transformational change. It is challenging because fully realising the value of Lean requires a change in how we think, work, behave and lead. Changing behaviours is a long process, and, just as with kicking a bad habit, an abrupt change or withdrawal is rarely effective over a longer period. As such, behavioral change needs to be approached incrementally, taking on one or two behaviours at a time. And because everyone is different, each individual will experience his or her own personal improvement journey on the way to the target Lean Leadership behaviours. All this requires a real time commitment; the support of a coach can be crucial to creating and sustaining a continuous improvement culture.

What is a situational coach?

In business, coaching is a key enabler for individuals and teams to reach their full potential. But just as in sport, where the most talented players do not necessarily make the best coaches, business leaders often need to develop the skills required 14

May 2015

‘In business, [situational] coaching is a key enabler for individuals and teams to reach their full potential’

Having coaches on the team will help to be good coaches for their teams.

Situational coaching is a key element of an effective transformational programme, aiming to provide a safe and supportive environment to guide leaders through their own personal development journey in the context of their daily activities. The practice supports leaders to become role models for Lean, giving them an opportunity to reflect on their own behaviours and identify key points that

S I T U AT I O N A L C O A C H I N G

p implement a lean strategy can make a difference. In that way, situational coaching can close the gap between Lean tools and Lean thinking.

Cascading the coaching model Hitachi Consulting has developed a cascaded leadership coaching model which deepens understanding of Lean, provides practical coaching, and builds the overall leader competence in leadership and management aspects of their role. It ensures that

Hitachi Consulting has developed a cascaded leadership coaching model which deepens understanding of Lean improvements are passed down and tangible benefits are being realised.

It starts with deep and narrow coaching, with potential coaches within the organisation identified based on both their knowledge of Lean and their ability to coach and mentor others. Specific training and on the job support should be provided as required for client coaches to start to connect the layers within their organisation. Once the right 15

LEAN behaviours are established in this narrow ‘cross-section’, coaching can then spread across the organisation, firstly adding more teams and then more departments until each leader in the organisation has received the required dedicated coaching support.

Once the benefits of Lean Leadership behaviour become apparent, the effect quickly becomes infectious and a pull is created within the organisation. Once a critical

mass of new leadership behaviour is reached, the sustainability of a transformation programme is ensured even before full deployment.

Though Lean thinking can be applied consistently, it is still important to remember that individuals at difference levels have different duties, and as such also have different responsibilities with regards to implementing Lean thinking within their organisation.

Coaching is important when it comes to achieving complete efficiency

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May 2015

S I T U AT I O N A L C O A C H I N G

Executive management need to be able to create a learning environment and translate the voice of customers and business purpose into policies, targets and standards.

The management team should be responsible for defining key performance indicator targets, and must therefore be able to specify improvement processes, and then translate these into optimising the end-to-end value stream. Supply Chain, or Value Stream, managers are responsible for implementing improvement processes and optimising cross-functional work flow. Unit managers must be able to lead cross-functional root cause analyses and optimise process flow.

And finally team managers must be able to develop and support teams, facilitating continuous improvement.

All of the aforementioned are key pieces in the puzzle to achieving true transformational change. As such, it is important that these different responsibilities are taken into consideration when cascading the coaching model through the layers within an organisation.

The cascaded coaching model targets rapid but long-lasting cultural

‘The cascaded coaching model targets rapid but long-lasting cultural change, wherein Lean Leadership behaviours become the norm, by focusing on developing the coaching capability of the leadership team’ change, wherein Lean Leadership behaviours become the norm, by focusing on developing the coaching capability of the leadership team. Key elements include strong executive leadership, expert coaching capability, trusted coaching relationships and situational coaching in a Lean context.

When leaders become true role models for Lean behaviour, this inspires everyone within an organisation to deepen their understanding of Lean, fully engage with a transformational programme, and close the gap between Lean tools and Lean thinking to fully realise the value of Lean.

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TOP 10

MOBILITY Is Revolutionizing Manufacturing Landscape Mobility is forcing manufacturers to compete in their prospects’ and customers’ timeframes whilst delivering greater value in less time than before

Written by: Abigail Phillips

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TOP 10 According PwC’s 18th Annual Global CEO Survey, s.

Furthermore, the top three technology priorities for industrial manufacturing CEOs are mobility (73 percent), cybersecurity (72 percent) and data mining and analysis (70 percent).

CEOs prioritising the strategic importance of mobile technologies are driving a revolution in manufacturing today. Designing mobility into new production strategies, processes and procedures is bringing greater accuracy and speed to production centres. Augmenting existing

‘81 percent of CEOs see mobile technologies as being strategically important for their enterprise’ 20

May 2015

processes with mobility is delivering solid efficiency gains. The net result is greater communication, collaboration and responsiveness to customer-driven deadlines and delivery dates than has been possible before. Manufacturers are staying away from BYOD on the shop floor due to security, scalability and support challenges.

Instead, the focus is on how to standardize industrial-grade mobile devices including tablets designed for manufacturing environments.

1. Integrating mobile CRM systems with distributed

M O B I L I T Y I S R E V O L U T I O N I S I N G M A N U FA C T U R I N G

Manufacturing Global explores the Top 10 ways manufacturers are using mobility to revolutionize production lines: order management, pricing, and fulfilment to improve customer responsiveness.

Providing information to sales teams, prospects and customers when, where and how they need it is driving greater mobile CRM adoption. Respecting prospects’ time and delivering a real-time response can make the difference between making a sale or not.

2. Generating quotes for buildto-order products that reflect the latest pricing and delivery dates available. Mobile integration of manufacturers configure, price and quote (CPQ) systems to pricing and inventory systems makes it possible for a sales rep to get a complete quote done and delivered within hours of leaving a prospect.

3. Making distributed order management more transparent

to sales while increasing order fulfilment accuracy. The more complex the product being built, the more the purchasing and procurement teams on the customer side want updates.

It is critical to keep customers up to date with order status, delivery dates and order alerts 24/7. By using mobile technology to facilitate this, sales teams are freed up, allowing them to bring in more business.

4. Improving supplier traceability and quality levels using real-time analysis and reporting. Too often quality systems and processes are manually integrated or isolated from manufacturing systems. Mobility is starting to have an impact here, making it possible for data around supplier traceability, quality and management to be immediately made available plant-wide.

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TOP 10 Forward-thinking manufacturers are using this data to benchmark suppliers in real-time, all over mobile devices.

5. Replacing manually-intensive inventory management systems with enterprise-wide mobile inventory tracking, traceability and reporting systems.

Manufacturers using an enterprisewide mobile inventory tracking, traceability and reporting system can report production status to the work instruction level electronically, saving thousands of hours a year in reporting paperwork.

6. Monitoring production workflow performance using dashboards accessible from mobile devices. By integrating mobile-based systems to provide real-time updates and propagate data through the production centre, manufacturers can significantly reduce production time as the data and information doesn’t need to be manually transported.

7. Tracking machine-level compliance and providing alerts 22

May 2015

to production engineering when maintenance is required. In highly regulated manufacturing industries such as medical products, production machinery and systems need to be regularly calibrated to stay within compliance. Manufacturers are starting to use mobile-based sensors to capture this data and report it in real time. Production and quality engineering teams get alerts immediately and can plan on how to keep an entire shop floor continuously in compliance.

8. Reducing field service call cancellations and delays by accurately communicating parts and staffing requirements.

There is nothing more frustrating from a customer’s perspective than waiting for a field service technician to show up, only to find they don’t have the necessary parts or were told the problem was completely different than the one that needs to be solved.

Cloud-based mobile platforms show significant potential here.

Combining emerging mobile platforms with service optimization

M O B I L I T Y I S R E V O L U T I O N I Z I N G M A N U FA C T U R I N G

apps, manufacturers can get the right technician to the right customer problem with the right parts the first time.

9. Improving logistics and supply chain coordination with suppliers using mobile technologies. Manufacturers whose business models rely on rapid inventory turns, tight production schedules and thin margins are the leading early adopters of mobile technologies for logistics and supply chain coordination. High tech hardware manufacturers are a case in point, as are many distributors whose

business models are shifting to value-added services over pick, pack and ship operations.

10. Making manufacturing intelligence the new norm in production operations. One key challenge facing manufacturing executives is that of taking shop floor data and interpolating it to financial results in a time efficient manner. Mobility can help with data collection, pattern detection and predictive analytics to get in front of production cost trends. Mobile data can also help with cost analysis, cost formulation, defect monitoring and comparative financial analysis.

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Mize &Company Inc.

Making a Difference

New Mize & Co. CEO Ross Jordan discusses the challenges of change and the importance of being a business with purpose.

Written by: Sasha Orman Produced by: Brian Mooney

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M I Z E & C O M PA N Y I N C .

Gauge Booster Cables preparing for shipment to an oil field customer. Mize is well known for their hand-made 100% copper Booster sets.

I

n 1936, Robert Mize started his own business from a small Kansas chicken coop. Today, this same business has grown into a multimillion dollar force in wire and cable production serving an 80/20 mix of the automotive and light industrial industries. But the same principles that could grow a business don’t always translate 80 years later— sometimes an infusion of fresh ideas is needed to take that business to the next level.

A year ago, Ross Jordan was brought on to Mize & Company as its new president, tasked with helping 26

May 2015

achieve new growth and success in a modern era—and through business insight and a unique approach, it’s on its way.

Growth Through Partnership When Ross entered Mize & Company, he recognized both its potential and its need for new growth in order to thrive. “It’s grown, and it’s organic in the way it’s grown,” he says. But his most critical task has been identifying how to grow it further—and in many respects, it’s not so much about sales as it is about building

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

meaningful partnerships.

One point of focus for building these partnerships has been share sourcing, or looking for other companies that could also benefit from creating components for products and reap the sales benefits together. This focus has Mize & Company making a concentrated effort in building partnerships and sales across the US, Mexico, and throughout Latin America.

“Where is the biggest growth from the automotive industry occurring?

It’s in Latin America,” says Jordan.

“So if I want an opportunity to grow, it’s going to be in Latin America. So when we’ve been going to Mexico, the plan has been to execute on multiple levels. The first part has been to introduce them to our products and services and increase our sales, but the second part is a partnership approach: yes, I want you to buy from us, but I could actually sell more if you could help me make this or make that.”

Beyond building new partnerships, Mize & Company is also increasing sales and growth by using the tenet of teamwork and partnerships

to rebuild former domestic client relationships that had been lost over time. “Just last week, one of the companies we lost called us to say, ‘we can’t get [the products we need], they’re not meeting our quality standards or lead times, but we can’t afford your price.’ They needed 1,000 of an item, and my team stuck around on a Friday night to do it and drove it down to them on a Monday morning. They called us back and said, ‘is there any way you can get your price to this?’ So that’s what we did. We’re fighting the little battles, the ones we can.”

Making a Difference The defining characteristic of the Mize & Company philosophy can be summed up in single belief.

“It is simple; Have Fun, Make Money, Make a Difference,” says Jordan. “First, you’ve got to enjoy what you do or you won’t want to do it. Secondly, we all have bills, so we’ve got to make money, the company is no different. But the one thing we can’t forget to do—that we can never forget to do, and what will make this place different from

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Efficiency

Value

Focus

Compliance

Longevity

F. H. Kaysing Company has played a prime role in industry-related programs by filing entries since 2009 in the Automated Commercial Environment (ACE) and participating in compliance initiatives such as C-TPAT from the onset. Our focus remains on ensuring optimum service for importers. We don’t follow others “value-added” rules; we adhere to our own valueexpected principles.

FH K aysi ng Compa ny has been proudly serving importers since 1929.

1950 S. Florence St

I Wichita

KS 67209

www.fhkaysing.com

I

T- 316-721-8980

I

F-316-721-8984

I

F-316-721-8986

road trip

MultiStrip 9480 – Unmatched Versatility The Benchmark in Coaxial and Shielded Cable Processing n Multiple machine versions to meet your production needs n High speed indexing cutter head and transport speeds increase production output n SmartBlade™ technology and Magnetic Guide Tube System allow for fast and easy changeover n Programmable rotary incision capability for precise processing of coaxial cable n High resolution color touchscreen “I wanted a higher standard of quality throughout the entire assembly process. The high quality and precision of Schleuniger products is the reason we chose to go with them.”

Zane Kadro, JumperZ Audio & MetalZ Schleuniger, Inc. | Manchester, NH | (603) 668-8117 | www.schleuniger-na.com/mgm

To Be Precise.

M I Z E & C O M PA N Y I N C .

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

anywhere else you ever worked— is that we never forget to make a difference.”

What exactly does making a difference mean? It means caring for your staff like family, for starters— and coming into a family-owned company approaching a century in business, Jordan has a strong appreciation for the tight-knit and supportive company culture that thrives at Mize & Company. “Being in a small town, and being one of the largest employers in the county, this really is a family,” says Jordan.

“When I got here, it’s almost like I was adopted.”

Making a difference also means taking a different approach to doing business—instead of just showing up and making sales, Mize & Company is looking at ways to give back to its clients. For instance, Jordan relates the evolution of a deal to do business with a group of colleges in Mexico. Realizing that making this deal could secure a 300 percent sales increase for Mize & Company, the business took the opportunity to go beyond a standard financial transaction—pinpointing that one of the school system’s biggest challenges was attracting students from poor regions, Mize

Horizontal braider used for large custom applications. w w w . m i z e a n d c o m p a n y. c o m

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M I Z E & C O M PA N Y I N C .

Copper terminals being prepped for manufacture in a custom battery cable

& Company will be using part of that sales increase to create a scholarship fund for higher risk kids, giving them a chance to have an education as well.

“So we’re going to sponsor what we hope to be, five students to go to school, who wouldn’t have had a chance otherwise,” says Jordan— but don’t call the company heroic for making such a gesture. “This is business!” he says. “I want to do 30

May 2015

business with you, I want you to keep doing business with me. Maybe I think differently—but that last piece, ‘let’s make a difference,’. It’s really easy to say, but challenging to make happen. We have to remain focused on all three part of the equation.”

Looking Forward Mize & Company has a lot of growing to do in the coming years, and that growth has the potential to

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

be bolstered by recent manufacturing trends like a general reshoring of manufactured goods. “I see a lot of companies that have gone offshore for price, and have come back for quality,” says Jordan.

“We’re benefitting from the reshoring of American goods and services and labor. All over the world, people are not as price sensitive, allowing ‘the price’ to be only one of the indicators.”

On the strength of these trends and the company’s ambitions, Jordan expects to see Mize & Company significantly grow in the near future, from an increase in exporting opportunities to diversification beyond just the automotive and light industrial sectors. “It’s fun to see us grow,” says Jordan. “I see us interjecting ourselves into arenas we haven’t been before. I see us diversifying, I see us growing, and I see us stabilizing a platform which we can grow on for many years to come.”

Whichever path of growth proves to be the most successful, in the end a key force in its success will be the attitude and the quality that clients can come to expect from Mize & Company. “That’s the persona of our business: our customers know that they can expect the best, and our partners know that I will do everything I can to make sure it’s a successful partnership,” says Jordan, acknowledging that the path to success will be just as exciting as getting there.

“We’ve got a long road to go—we’re nowhere near the end,” he says. “But man, it feels good. I get goosebumps talking about it, it’s so awesome.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

2020 North Koch Industrial Lane, Kingman, KS USA, 67068 FOUNDED

1936 EMPLOYEES

100 REVENUE

Not Disclosed PRODUCTS/ SERVICES

Wire and cable manufacturing

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PILKINGTON:

A TRANSPARENT HIST WITH QUALITY GLASS

One of the world’s largest glass manufacturers, it is leader in the America automotive market and highlighted in the civil construct Written by: Flávia Brancato | Produced by: Nayara Ferreira

TORY SES

e Latin tion sector.

33

PILKINGTON

F Windshield line robot

ounded in England in the 19th century, Pilkington is one of the world’s oldest and most traditional glass companies.

From a small unit in the tiny town of St. Helens to becoming one of the largest glass manufactures on the planet, the group is a success story.

As part of the Japanese group NSG since 2006, Pilkington is the only global company genuinely focused on development, manufacturing and distribution of glass in four large business segments: special glasses, architecture/ construction, aftermarket automotive and original equipment manufacturing (OEM). Globally, the group has industrial operations in 29 countries and sales units in 130 countries, employing more than 270 thousand people around the world.

Pilkington’s factory in Caçapava, SP

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May 2015

BRAZIL

The technological pioneering, the relentless search for new markets, the production finely tuned to consumer demands, the profits’ reinvestment and thoughtful treatment given to partners and clients are only some of many reasons for its the incontestable development and continuous growth.

Pilkington Brazil As part of a long term strategic plan for South America, Brazil was one of the markets that attracted the group’s interest. Today, the Brazilian branch is leader in the continent, with products related to the manufacture of glasses and its components, mainly in the automotive sector.

According to Fabrício Kameyama, Pilkington’s South America Commercial Director, the current trends of the sector are big motivators for growth and creation of new products. “Glass consumption by the auto manufacturers has been increasing over the past years due to the fact that the glass industry has also grown and the glass itself became a component of differentiation in many aspects”. He even mentions the fact of simple glass being used in the aesthetic composition of an automobile design. “Keeping pace with car designs, glass also offers more interior comfort and aesthetic pleasure with products such as windshield wipers and panoramic sunroofs, glass with thermo and acoustic control, defogging glass of various shades, among others”.

Management Márcio Flávio Martins

President Fabrício Kameyama

Commercial Director Edvaldo Cardoso Araújo

Director of Engineering and Quality Cláudio Marsiglia

Director of Manufacturing José Walter Schmidt

Director of Logistics

“The main challenge presented in our local market is balancing technological innovation and economies of scale.”

– Fabrício Kameyama, Commercial Director of Pilkington for Latin America

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PILKINGTON

Windshield line in Caçapava, SP

“Glass consumption by the auto manufacturers has been increasing over the past years due to the fact that the glass industry has also grown and the glass itself has become a component of differentiation in many aspects” – Fabrício Kameyama, Commercial Director of Pilkington for Latin America 36

May 2015

In addition, the director recalls the challenges that come with innovation to keep up with the market demand. “The main challenge presented in our local market is balancing technological innovation and economies of scale. Our market is still too focused in small cars, of entry segment and low technological content, which winds up hindering the implementation of technologies already in use in European, American and Japanese cars” explains Kameyama.

In order to keep up with the innovation rhythm, Pilkington has been attempting to adapt some group technologies to local markets such as panoramic sunroofs, components’ illumination

FA B R I C A Ç Ã O D E V I D R O S

Visual inspection - quality control

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PILKINGTON

Parts checking device

through LED lights and thinner, lighter glasses, which are of great importance for vehicle weight reduction and, consequently, lower fuel consumption.

Quality and Certifications Meeting all legislations in terms of quality, safety and environment, the company possesses all certifications required by the automobile market, including homologations to export to the North America, Europe and China markets. Besides, Pilkington Brazil has become the 22nd Brazilian company to earn an ISO 14001 certificate, and the 1st certified glass company in Latin America. “The activities that involve steady improvement, quality, health and safety 38

May 2015

BRAZIL

Operation in Caçapava, SP

are all led by Pilkington’s teams. Specifically in the automotive division we follow rigorous quality guarantee procedures which are tied to specific requisites of each client we serve”.

Technology and Investments To Pilkington, the recognition of the virtues and efficacy of new processes by the glass industry have always served as a springboard for growth. Float glass licensing, for instance, brought resources that were invested in the group’s expansion itself, becoming responsible for geographical structure changes within of the group’s operation area.

With the objective of building up the production capacity, in anticipation of the expected market growth over the last years, Kameyama assumes w w w. n s g . c o m

39

PILKINGTON

Fabrício Kameyama, Commercial D

that the past investments prepared Pilkington for the future. “To develop more complex products manufacturing capability, over the last years we invested more than US $43 million in new productive lines in our main plant located in Caçapava, São Paulo. We are adapting some productive lines to be more flexible and with a special production lot capability, we look forward to serving specific markets such as buses, trucks and off-road vehicles” he summarizes.

In order to serve strategic clients, Pilkington relies on subsidiary plants in key regions that have components operations and sequenced delivery service right at the manufacture’s assembling lines, offering a perfect timing solution by reducing transitional inventory. The company is also distinguished for its engineering services and co-design, where they work jointly with clients in the conception of glass projects for new vehicles until 40

May 2015

BRAZIL

Company Information INDUSTRY

Automotive, Architecture and Special Glasses HEADQUARTERS

Caçapava - São Paulo Brazil E S TA B L I S H E D

In Brazil, in 1951 under the name Blindex

Director of Pilkington for Latin America

the final manufacturing phase.

Like every other economic sector, the glass markets are diverse, dynamic and have their own characteristics. The main ones, however, have historically been construction and automotive. “For the next five years we intend to invest qualitatively in improving process, development of products and new technology.

Past large investments have already been made in increasing capacity and we believe to be prepared for the market future growth” concludes the director.

EMPLOYEES

1300 (Brazil Automotive) PRODUCTS/ SERVICES

Automotive products: glasses, laminated glass, glass encapsulation, co-extruded, with solar control and acoustic and hydrophobic glasses

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Graham Packaging:

SHAPING THE FUTURE FOR 45 YEARS Company prioritizes cutting-edge technology and aggregated value, and offers global solutions in plastic packaging Written by: Flรกvia Brancato | Produced by: Nayara Ferreira

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G R A H A M PA C K A G I N G

Production line - Graham technology

A

s the leader in the development, sales and manufacturing of plastic extrusion blow molding, Graham Packaging started its operations in the 1970’s in the U.S., upon releasing an automotive lubricant package. Always searching for solutions to serve client needs worldwide, the group operates in 17 countries with seven units in South America—one in Venezuela and Argentina and five in Brazil.

In partnership with Rheen (Rheen/Graham), the company opened its first unit in São Paulo in 1992. Soon after, a partnership with Bayer was established to manufacture packaging for the agrochemical market.

Following its initial success, the company started serving Petrobras in Rio de Janeiro. According to Fernando Machado, Commercial Director for South America, Graham is still the oil giant’s main supplier.

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Production and Technology Employing several extrusion, injection blow molding and barriers technologies, Graham Packing is the supplier of some of the most important food and beverage brands, household products, personal hygiene and auto-chemical lubricants. Graham Packaging’s Brazilian accounts boast names such as Shell, Chevron and Danone. “With the support of 400-plus employees, we have a production forecast of one billion packages for 2015,” said Machado.

Graham Packaging seeks to add value to

“Graham has been working with its partners in the development of new packages, product weight reduction and internally, in the performance improvement of its equipment and processes, using new tools and technologies” – Fernando Machado, Commercial Director for South America

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G R A H A M PA C K A G I N G

Graham Unit in Curitiba

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Danone product – Production line in Poços de Caldas

the productive chain by helping its clients every step of the way, from conceptual design to final products. Additionally, it offers technical support throughout all stages. Machado also highlights the role of investments in increasing desired outcomes: “Graham continues investing in South America to improve activities, aiming at better results and stronger partnerships with clients, especially in the agrochemical, food and autochemical lubricants [sector],” he stated.

“Last year we invested in the purchase and installation of three new lines from Techne Italy and we are investing this year in the installation of a new line, from the U.S.A., for the manufacture of 1-liter bottles for the motor oil market with Chevron” – Fernando Machado, Commercial Director for South America w w w. g r a h a m p a c k a g i n g . c o m

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G R A H A M PA C K A G I N G

Food & Beverage line products

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Quality and safety Graham Packaging demonstrates its dedication to safety and the environment by investing in internal and external training and employee development, and providing access to cuttingedge extrusion blow molding plastic packaging technologies. In addition to lean manufacturing, Total Productive Maintenance (TPM) and autonomous management are implemented in all units, increasing productivity and improving internal flow of waste process and elimination.

“In terms of safety, which is our main concern, we hold weekly meetings in all units to train our employees, in addition to keeping track and control of incidents and potential risks. Our machines and equipment are all inspected to comply with [Regulatory Norms.] This month, all of our units passed recertification audits by the International Organization for Standardization [ISO] 9001,” explained Machado.

Market and Development As a consequence of the current contraction and cost control of practically all markets in Brazil, the company strives to optimize the productive process and work with partners always in search

Royal baking powder, production line in Curitiba

BB 20 L BR

“With the support of 400-plus employees, we have a production forecast of one billion packages for 2015” – Fernando Machado, Commercial Director for South America w w w. g r a h a m p a c k a g i n g . c o m

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G R A H A M PA C K A G I N G

New ADVT machine installed in Be

of new solutions. “Graham has been working with its partners in the development of new packages, product weight reduction and, internally, in the performance improvement of its equipment and processes using new tools and technologies,” explained Machado An example of that was the installation of new production lines Techne 900/900 and Techne ADVT (completely electric) in Belford Roxo, Rio de Janeiro state. The goal was to increase productive capacity and improve manufacturing quality. “Last year we invested in the purchase and installation of three new lines from Techne Italy and we are investing this year in the installation of a new line, from the U.S.A., for the manufacture of 1-liter bottles for the motor oil market with Chevron,” he revealed.

As operations between São Paulo and Rio de Janeiro merged in the 50

May 2015

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Company Information INDUSTRY

Plastic packaging manufacturing HEADQUARTERS

Jundiaí, SP - Brazil E S TA B L I S H E D

1992 - Brasil 1970 - Global EMPLOYEES

400

elford Roxo MANAGEMENT

Belford Roxo plant, an investment of USD $14 million was made on new equipment, update and maintenance of transferred equipment, quality control and result analysis software improvement.

Concentrated on expansion and factory modernization to increase productive capacity, optimize costs and invest in products and service quality improvement, Machado asserts, “Our focus this year is to solidify the remodeling operations in Brazil and strengthen our existing partnerships, aiming at a sustainable way to keep earning new businesses.”

GM for South America: Giancarlo Tasso VP PRODUCTS/ SERVICES

Extrusion blow molding plastic

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BRASCABOS

A

s the leader in the market for manufacturing of electric and electronic components for home appliances in Brazil, Electric and Electronic Components Ltd.—responsible for 60 percent of the market share—Brascabos incorporates into its products all types of necessary engineering in the development of its projects.

Beyond producing electrical networks for the main brands in the home appliances market, the company also performs in the automotive, healthcare, audio and video sectors, while also pioneering technology for the civil production industry, encompassing federal government programs such as “My Home, My Life.”

Constant development Aiming at producing electric networks for the home appliances segment within the Brasmotor group, Brascabos was established in the city of Rio Claro, São Paulo, in 1995, as a pilot plant of Brastemp S/A. The unit was

Aerial view Rio Claro factory - SP

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Manufacturing area, Rio Claro

designed to improve product quality and speed up delivery. In 1992, it became an independent company within Brasmotor group. Its objective was to develop and manufacture electric systems and power cords for the domestic and international markets through steady technological innovation with an emphasis on human appreciation.

From that moment on, growth has never stopped. A few years later, adding extra value to its electric networks, the company also started to manufacture wires and cables, receiving its first International Standards Organization 9000 certification from the Bureau Veritas Quality International. Following success and growing demand, a harness and cable plant started its operations, reducing the dependency on external suppliers.

“Organized by market and product segments, Brascabos serves the market demand effectively and efficiently” – Adalberto Paloschi Junior, Brascabos’ Sales, Engineering and Quality Manager

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Washers / Dryers

Commercial Building

Cookware

Automotive Dishwashers

Refrigerators

Household Appliances

Water Heaters

Rail

Industrial Machinery Vacuums

HVAC

Garage Door Openers

ELECTRICAL • Voltage rating: 600 VAC or VDC • Current rating: Up to 20 A

MECHANICAL • Position sizes: • Single row: 2, 3, 4, 5 • Dual row: 2x3, 2x4, 2x5, and 2x6 • Matrix: 3x3, 3x4, 3x5 • Centerline spacing: 6.0 mm • Row-to-row spacing: 8.1 mm • Operating temperature: • -55 to 105°C standard material • -55 to 150°C high temp material

SPECIFICATIONS

CONTACT WIRE SIZES • 12 AWG (3.3mm 2 ) • 14 AWG (2.1mm 2 ) • 16-20 AWG (1.27-0.56mm 2 ) • 22 AWG (0.34mm 2 ) • 2x18 AWG (0.82mm 2 ) • 2x20 AWG (0.56mm 2 )

MATERIALS • Housings: UL 94V-0 • PBT standard (105°C) • High temperature (150°C） • Glow wire (750°C no flame) per IEC 60335-1 • Contacts: Tin-plated copper alloy

STANDARDS UL recognized: E28476

• Product specification: 108-106118 • Application specification: 114-106118

With more than 50 years, Tyco Electronics has incorporated the activities of AMP and changed its name to TE Connectivity

www.te.com/products/PTL

to better reflect the products and solutions available to its customers. We are present in more than 50 countries. In South 2

America - Argentina, Colombia, Chile, Peru and Uruguay - in Brazil - factory in Braganca Paulista with over 1000 employees.

In 2015, through the Ethisphere Institute, we have been recognized as one of the 132 most ethical companies in the world.

Saiba mais em everyconnectioncounts.com

BRAZIL

Manaus factory – AM

Over the next years, Brascabos started to develop automotive products—today representing 35 percent of its gross revenue—with brush cards and electric networks manufacturing. It opened a new plant in Manus, to operate closer to Amazon-region clients. In 2004, through an investment of over USD $2 million, it built a new factory in Rio Claro, São Paulo, combining all operations in one place. The result was a 25 percent increase in production.

According to Sales, Engineering and Quality Manager Adalberto Paloschi Junior, the company is always ready to tend to the clients’ needs.

“Organized by market and product segments, Brascabos serves the market demand effectively and efficiently. This organization model grants the relationship with the client a high level of technological kinship as well as know-how of the sector in which it operates. Such affinity speeds up product development and offers the client a customized service,” he explained. w w w. b r a s c a b o s . c o m . b r

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Group President, Ronald Lau

Operational Structure In 2006, the multinational Solartech International Holdings Ltd.—a worldwide power cords, terminals, copper filaments, electrical conductors and electric networks manufacturer— bought majority stock in Brascabos.

As a result, the company became the first in its Latin American niche. All rights, benefits and jobs were kept. In 2010, then-Solartech Chief Financial Officer Ronald Lau, acquired the international companies of the group, including Brascabos. This began a new phase for Brascabos since it became property of the New Universe Group.

In recent years, two more manufacturing plants opened at its 12,100 58

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square meters (39,688 square yards) industrial park with modern structures and state-of-the-art technology, aiming at improving service logistics as well as to serve new manufacturing demands.

Besides the company’s remarkable physical changes, Brascabos also had a significant increase in the number of employees, reaching 2,283 by the end of 2014.

To overcome market challenges, such as foreign competition, Brascabos is always watching out for new solutions, despite its maturity in the sector. “In order to defend ourselves and maintain our sustainability, we are progressively adding value to our products to stave off commodification. In other words, sell an idea, not a product, to the client. That way we are creating technical barriers that go beyond the product itself,” asserted Paloschi.

As for management strategies, Paloschi explained that the company adopts a lean manufacturing philosophy as one of the main production administration models. “We have an internal lean training program in which we diffuse knowledge on main tools. In 2013, we reinforced the investment in this area, creating a new structure dedicated to entrenching a lean culture,” he summarized.

Socio-environmental commitment In addition to the important ISO Quality Management, Automotive and Environmental standardizations in the Rio Claro and Manus

General Manager, Glauber Marçal Rizzi

Manufacturing, technological innovations

Break room

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C O M PA N Y N A M E

Mitsubishi Indoor

plants, the company also received the Restriction of Hazardous Substances Directive (ROHSD) certification for all European export products. After a rigorous approval process, another achievement was the automotive “tier 1 supplier” qualification for auto electrical networks, alongside Mitsubishi Brazil. To wrap up its supremacy, last year Brascabos was named one of the “Best Companies to Work for in Brazil” for the ninth time.

This is all cause for pride. “As part of certification requisites, we must maintain high environmental standards, assure the proper elimination of solid residues and be compliant to all required norms,” explained the manager.

The company is aware of its environmental responsibility and the 60

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Training

society in which it operates. It follows guidelines such as pollution prevention, applicable environmental legislation obedience and the steady improvement of its processes. All of this with the purpose of minimizing its environment impact.

To accomplish all of this, programs involving collaborator training and awareness are developed through the implementation of operational controls and processes improvements. The aim of this is to reduce water and electric power consumption, residue generation and eliminate substances harmful to the environment, through operational processes.

Keeping an eye on the future The high level of growth of the last years demanded the current structure. w w w. b r a s c a b o s . c o m . b r

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BRASCABOS

Employees’ families visiting facto

Having said that, the company has been focusing on work groups to improve the internal efficiency to reinforce the foundation and prepare for coming years of growth. “Last year we invested strongly on boosting the capacity, allowing us to diversify even more our wire production, which used to be concentrated on home appliances but now also serves the automotive sector. Currently, we invest around 6 percent of net revenue in new products and capacity increase, and that always represents investments above double digits of millions of Brazilian Reais,” remarked Paloschi.

Another highlight is the first power cord automatic manufacturing equipment, which the company brought to Brazil with a USD $1 million investment. It added tremendous efficiency and quality, in addition to a significant cost reduction.

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Company Information NAME

Brascabos Componentes Elétricos Eletrônicos Ltda HEADQUARTERS

Rio Claro - SP, Brazil EMPLOYEES

2383 (December 2014) ANNUAL REVENUE

over US$100 million of gross sales (Forecasting for 2015)

ory

Still according to Paloschi, the projections seek to maintain the high level of investments in the next years and the scenario is positive. “While over the past years other companies have been complaining about revenue decrease, Brascabos is growing steadily and sustainably, thanks to the achievements of new projects and new segments ingress. We sell our main product, which are electrical networks, to these new segments and we are able to sell new products that we never thought of producing, to new main clients,” he celebrated.

MANAGEMENT

President: Glauber Marçal Rizzi

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TA N A C

TANAC is among the fastest growing companies in Brazil

F

rom a small tannin factory in 1948, today TANAC is a world leader in the production of vegetable tannin extracts and black wattle woodchips.

Promoting productive process sustainability is a basic principle ever present in each of the company’s units. Economic and social growth of the communities where it operates, directly and indirectly, is a feature that TANAC has carried since its foundation.

Among other actions, conducting activities in a responsible manner, minimizing environmental impact and promoting social and economic development in the communities and regions where it operates are the highlights of the company’s mission statement. The company is always 66

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focused on preserving natural biodiversity and ecosystems in forestry management areas.

Additionally, to avoid interfering in nature’s course, the company stringently controls gas emissions and sticks to a zero water discharge policy in the production of extracts, moving towards an increasingly sustainable future.

Certifications and Special Projects The environment and quality certifications earned by a crew committed to sheer excellence are the definite proof that the company is on the right path. w w w. t a n a c . c o m . b r

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BRAZIL

The company’s achievement and maintenance of International Standards Organization (ISO) certification 14001 and Forest Stewardship Council® (FSC) demonstrate the company’s commitment to preservation and the securing of a better future. The Quality and Environmental Management Systems ISO 9001, and 14001, certifications by Norms and the fulfillment of all FSC® criteria, indisputably affirms TANAC’s units leadership status in its markets.

FSC®-certified forest management ensures the quality of raw materials supplied by the company’s forestry unit, known as Tanagro, right from its origin. The company also develops a variety of environmental education projects. For instance, in Montenegro, Rio Grande do Sul, the “Embrace Nature Project” reaches hundreds of students who visit the tannin unit and realize how TANAC focuses on producing while preserving their environment. w w w. t a n a c . c o m . b r

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C O M PA N Y N A M E

TANAC Research & Development unit

In Rio Grande, lectures at schools in the neighborhoods near the wood chip unit help students reinvent their reality by turning them into proactive agents regarding environmental preservation.

Technology Anticipating client interest and market trends, the research and development department seeks to formulate new products leading to more efficient processes with lower operational costs. Laboratory tests reproduce client production conditions and the talent of TANAC’s professionals makes it possible to create 70

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TANAC Tannin unit - plant extracts production

solutions that satisfy market needs.

With nature and technology as allies in the construction of clean processes, TANAC is at the forefront of developing, offering its customers state-of-the-art plant extracts for various applications.

Units and Business The tannin unit started producing black wattle vegetable extracts in Montenegro, Rio Grande do Sul. Its output is directed at the leather industry, for drinking water, industrial effluent treatment, drilling mud conditioners, wood adhesives and other applications. Approximately 350 employees w w w. t a n a c . c o m . b r

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C O M PA N Y N A M E

Reforestation

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May 2015

work at this unit located on an 8-hectare, wooded area alongside CaĂ­ River.

The woodchip unit was created as an initiative to diversify activities, seeking to supply the cellulose industry. Located in Rio Grande, in the south of Brazil, the plant is one of the only modern woodchip producing facilities in the world, set up on a 260 mil m² area. Using certified wood, this unit is equipped to produce 700 thousand tons of chips per year and has a 90 thousand ton storage capacity at any one time.

Boasting one of the highest compaction rates

SECTOR

in ship loading, the company is considered one of the world’s fastest. TANAC’s acacia hardwood chips are also exported to energy and woodchip board-producing markets, diversifying and widening their field of application.

The supply guarantee for the tannin and woodchip units starts at the forest unit. With responsible forest handling, today TANAC owns approximately 30,000 hectares of planted forest.

The use of advanced technology in the production of seedlings, genetic improvement research and collaboration agreements with universities

“Proposing solutions and creating products demands a high dose of responsibility towards the environment and the future we would like leave to future generations.”

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TA N A C

TANAC participates in the 1Âş Technical Meeting on Water Treatment and effluents

Leather

Woodchips 74

May 2015

and forest organizations makes it possible to continue the evolution of the sector. The result is a significant increase in the quality and productivity of TANAC’s forests.

In addition, the company runs a program providing technical support to seedling and acacia growers in Rio Grande do Sul. The program provides technology transfers for the formation of quality forests by adopting suitable environmental management practices. Over forty thousand families are involved in growing acacia in Rio Grande do Sul, where 170,000 hectares of black wattle forests stand.

BRAZIL

In black wattle plantation areas, the forest unit combines black wattle growing with cattle breeding, capitalizing on the availability of areas and large expanses of native grass. At present, nearly 6,000 cattle coexist in black wattle forests.

Products In the 1980’s, looking towards the future, TANAC developed the TANFLOC range of environmentally safe coagulants and flocculants for drinking water, industrial petrochemical effluent treatment, ceramics, food, mining, refining, and the metal and cellulose industries.

Produced from raw materials, tannin is produced with renewable natural sources. TANAC products are used at all stages of leather production, including pre-tanning, tanning and re-tanning.

They have a wide range of applications in addition to leather for automotive and furniture upholstery, footwear and garments With certified wood, TANAC produces quality woodchips for the cellulose industry. However, they are also suitable for the production of wood panels and as raw material for the generation of green energy.

It is worth highlighting the fact that TANAC’s natural extracts also have a wide range of applications in the chemical sector. Use in oil well drilling, mud conditioners, ceramic mass viscosity reducers, concrete deflocculates, suspension agents for agrochemicals and wood adhesives are some of the main applications.

Company Information NAME

Tanac S/A HEADQUARTERS

Montenegro - Rio Grande do Sul - Brazil E S TA B L I S H E D

1948 PRODUCTS/ SERVICES

Water treatment, leather, woodchips and natural extracts.

“Idealising, planning and acting: this is the right order to materialise the actions that shall turn the world into a better place for all its inhabitants.”

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ACOBAR:

Brazilian Marine Manufacturers A Written by: Eduardo Colunna | Produced by: Nayara Ferreira

Association 77

ACOBAR

The Importance of an Association for the Growth of the Brazilian Marine Market ACOBAR (Brazilian Marine Manufacturers Association) is a non-profit class entity which in the last 39 years has been actively advocating, promoting and representing the common interests of Brazilian marine businesses, pursuing their strengthening and expansion, promoting ethics and fostering the boating culture.

The entity presently gathers over 90 member companies representing a variety of industry stakeholders from all over Brazil: shipyards, marinas, engine manufacturers, suppliers of raw materials, media organizations, accessory manufacturers, stores, service providers and expediting agents.

ACOBAR´s executive board works for the recognition of the marine industry as an important leverage for economic growth and social development

Production of boat building

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Launching event of Marine Source

through income distribution, job creation, expansion of tourism and promoting improved quality of life.

Says Eduardo Colunna, current president of ACOBAR: “To have an idea of the potential of our industry, recreational, sporting or tourism watercraft translate into major opportunities for job creation, from a vessel´s design, its construction, usage and maintenance all the way to enabling a long supply chain. Every boat that is manufactured creates seven job positions.”

Presently, ACOBAR is acknowledged globally as a qualified interlocutor and representative of

Key Person

President of ACOBAR

Eduardo Colunna

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ACOBAR

METS 2013 Kirsten Bird (ICOMIA), Trudie Bloomfield (ICOMIA), Fernanda Velloso (ACOBAR)

a growing industry which generates jobs and income for thousands of Brazilians and is potentially capable of delivering its four action areas: • Improving the business environment.

• Institutional actions and social responsibility.

• Regulatory framework of the industry.

• Product excellence: Technical Standard for construction of vessels NBR 14574/2012; ACOBAR Seal.

Partnerships ACOBAR is a member of ICOMIA – International Council of Marine Industry Associations, an international technical body focused on research and development in boat construction whose members are 80

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Rio de Janeiro Marine Forum

international bodies similar to ACOBAR. Marine Working Group In 2014, our association was unanimously chosen to participate in the Marine Tourism Working Group, a consulting group formed under the Ministry of Tourism to discuss matters related to recreational boating and tourism. Its main goal is to leverage the local industry, supporting the development of public policies and carrying out all required actions for its expansion in Brazil. Among the challenges posed for the group this year are the production of guidelines of best environmental practices for building marinas and support points, a marketing agenda to enable greater participation in international trade shows, the updating of rules w w w. a c o b a r. o r g . b r

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ACOBAR

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and standards in different federal government agencies, and a proposal to build a control tower for cruise ships.

Marine Forum Together with other related entities, ACOBAR participates actively in two distinct organizations created under their respective states´ development departments, the Rio de Janeiro and São Paulo Marine Forums. Their goal is to liaise and contribute to the development and planning of strategic actions to raise competitiveness among boating businesses. ACOBAR intends to convey this experience to other states of the country so that they may also support the boating industry and recognize its economic and social relevance.

JOIN BOATING Campaign With the general public in mind, ACOBAR grows stronger with its VENHA NAVEGAR campaign.

Inspired in international campaigns such as “DISCOVER BOATING” and “GROW BOATING”, the idea is to offer public access to relevant information about boating using a variety of marketing actions through spontaneous social media, printed materials and an exclusive website. The campaign´s current web page, venhanavegar.org.br , offers a quiz that helps recommend the right boat for each use and how to procure it.

Association Information INDUSTRY

Nautical/Boating HEADQUARTERS

Rio de Janeiro, RJ Brazil E S TA B L I S H E D

December, 19th 1975 NO OF MEMBERS

90 MANAGEMENT

President: Eduardo Colunna Vice-President: Paulo Thadeu Executive Sec.: Lenilson Marcelo Bezerra

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ABIร ALCADOS:

BRAZILIAN FOOT INDUSTRIES ASS Written by: Imprensa Abicalรงados | Produced by: Nayara Ferreira

TWEAR SOCIATION 85

ABICALÇADOS

Abicalçados in defense of Brazilian footwear Established in April 1983, the Brazilian Footwear Industries Association (Abicalçados) represents the country’s footwear industry, working in trade defense and in search of better competitive conditions for production in Brazil. The organization, headquartered in the city of Novo Hamburgo (in the state of Rio Grande do Sul), has footwear companies of all sizes and from all Brazilian states among its members.

Brazilian Footwear Program Since 2000, Abicalçados has been performing international actions to promote Brazilian shoes, through the Brazilian Footwear Program, in partnership with the Brazilian Trade and Investment Promotion Agency (Apex-Brasil). The project comprises the participation of footwear manufacturing companies in international events, such as fairs and showrooms and conducts prospection missions in search of new markets.

It also invites importers and opinion formers to get to know Brazil.

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International representation – Executive chairman of Abicalçados participates in the World Footwear Congress, in Mexico

Abicalçados and Apex-Brasil celebrate partnership worth R$ 41.4 million In the city of Novo Hamburgo, the organizations signed an agreement to promote footwear exports.

On December 10, in the city of Novo Hamburgo (in the state of Rio Grande do Sul, Brazil) the Brazilian Footwear Industries Association (Abicalçados) and the Brazilian Trade and Investment Promotion Agency (Apex-Brasil) signed the renewal of the agreement to maintain the Brazilian Footwear program. With a total contribution of R$ 41.4 million over the two upcoming years, with R$ 28.5 million from the agency linked to the Federal Government and R$ 12.9 million from Abicalçados, the program comprises actions regarding the relationship with companies, development, and trade and image promotion directed to the program’s target markets – the United States, Mexico, Colombia, Germany, the United Arab Emirates, China and Russia. w w w. a b i c a l c a d o s . c o m . b r

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A B R I FA R

Executive chairman of Abicalรงados, Heitor Klein

88

Abril 2014

BRAZIL

Abicalçados press conference in Couromoda

Abicalçados’ executive chairman, Heitor Klein, stresses the importance of the program for the qualitative development of Brazilian footwear exports, which before the partnership with Apex-Brasil were sold under the private label mode, that is, without their own brand. Signed for the first time in the year 2000, the agreement with Apex-Brasil resulted in an increase of more than 50% in the number of destinations for Brazilian products. “Exporting Brazilian companies have become protagonists of the process by adding value to their products and establishing their brands in the international market”, says the executive, noting that 14 years ago shoes were shipped to a hundred countries. Last year, the products were sent to 150 destinations.

The Brazil that works Apex-Brasil’s president, Maurício Borges, took advantage of the ceremonies to sign the renewal of the project to emphasize the partnership between the w w w. a b i c a l c a d o s . c o m . b r

89

ABICALÇADOS

Production

organizations, highlighting that 14 of the 17 years of Apex-Brasil were spent beside Abicalçados. Starting his career as project manager in the Federal Government’s agency, Borges highlights the importance of celebrating the victory represented by each step, referring to the renewal of the Brazilian Footwear. “It is important to see the Brazil that works, and this partnership with Abicalçados is an example of this. I get excited when I see the effort of the industry that, even with difficulties, is working with innovative projects and exporting our product throughout the world”, he says, adding that even though the people may not be the same in the future, the project will continue prospering.

The new Brazilian Footwear Focusing on strengthening the relationship with exporting companies, developing the international market and promoting trade and image, for the biennium 2015/2016 the program highlights the segmentation of member companies according to levels of exporting maturity. There will be five levels; number one for companies that are starting or want to start working in the external market and five for the most experienced and structured 90

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Brazilian Footwear takes Brazilian companies to major international footwear fairs

companies regarding exports. “The goal is to provide distinguished support according to each company’s needs”, says Cristiano Körbes, Abicalçados’ Project manager.

Check out the main actions for the biennium 2015/2016 Development . Portal for the Development, virtual tool for companies to exchange information; . Market research and reports; . Marketing and Design courses in partnership with ESPM-Sul and Istituto Europeo di Design (IED); . Collective creation platform Fashion Co, instrument to bring designers and the footwear industry closer; . Marathon CHANGE, 2nd edition of the event that establishes a “creative battle” between designers to manufacture shoes in 24 hours and that also provides for a series of lectures given by renowned professionals of the sector. w w w. a b i c a l c a d o s . c o m . b r

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ABICALÇADOS

Production

Trade promotion . VIP Buyer Project, with the coming of selected international buyers to fairs and showrooms in Brazil; . Export Thinking, schedule of seminars and matchmaking at international trade platforms (fairs, events and international missions); . Trade missions; . Virtual Showcase, tool that aims to bring brands closer to international buyers through virtual showrooms; 92

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. Services provided by international trade agents; . Development of pop-up showrooms to generate deals and to position brands.

Image promotion . Participation on Vogue, fashion magazine with international circulation; . Photocall, events to improve the relationship with the international press; . Image Project, with journalists from international industry publications in the main footwear fairs in Brazil; . Fashion Bloggers, project that brings renowned fashion bloggers to know Brazil and to promote Brazilian shoes in their respective countries; . Public Relations services in major markets to develop member brands; . Walk of Fame, with placement in events with celebrities in the United States; . Fashion Trip, coming of editors of leading fashion publications around the world, with visits to factories, concept stores and showrooms to promote the brands; . Campaigns with Brazilian footwear for the end audience in major world centers of consumption; . Support to charitable projects through the branch Brazilian Footwear Social, strengthening the brand through the practice of social responsibility.

Association Information NAME

Abicalรงados - Brazilian Footwear Industries Association INDUSTRY

Footwear HEADQUARTERS

Novo Hamburgo / RS Brazil E S TA B L I S H E D

1983 NO OF MEMBERS

117 MANAGEMENT

President: Paulo Schefer Executive chairman: Heitor Klein Projects Manager: Cristiano Kรถrbes

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ASIPLA:

(Asociación de Industriales d

Author: Asociación Gremial de Industriales del Plástico de Chile Produced by: Ana Elena Cardenas, Director of Manufacturing Projects for LATAM at WDM Group

del Plรกstico) 95

ASIPLA

I Green initiatiatives in the plastic industry

International Trade Fair Plastics held

n 1954 a group of Chilean companies in the plastics industry joined together to form the Chilean Plastics Industry Trade Association (ASIPLA) with the expressed purpose to contribute to developing the industry, enhancing technology transfer, and free trade. Initially founded by 11 associated companies at its founding, ASIPLA has grown and now comprises 86 companies which together represent 80 percent of the Chilean plastics market and contributes $3.7 billion USD to the national economy (approximately 1.4 percent of the Chilean GDP).

Sustainability is part of ASIPLA’s mission.

Since its founding, ASIPLA has focused on the social importance of its business sector, reduced waste through plastic recycling, and promoted the manufacture of products with high value.

annually. This year will be celebrated from November 4 to 6 at Espacio Riesco

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ASIPLA encourages members to promote a high ethical standard in their business, according to their specific interests. As such, ASIPLA adheres to the “Operation Clean Sweep” program, which is a process of continuously improving the manufacture of plastic pellets to reduce accidental loss. Asipla has also worked with the Chilean Society of Safety (ACHS) to improve the safety of workers in the sector and has obtained significant results by reducing the accident rate from 10.45 percent to 7.8 percent.

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ASIPLA works with government authorities on behalf of the plastic industry to ensure the implementation of appropriate regulatory frameworks for its member’s products. As such, ASIPLA has been involved in several legislative initiatives and bills. In 2012, ASIPLA successfully objected to the inclusion of the socalled “green taxes” for packaging, because such taxes wouldn’t really encourage recycling.

As a counterproposal, ASIPLA has collaborated with the authorities to create a new law called “Extended Producer Responsibility” (EPR), which is now in Congress and incorporates several proposals which will encourage plastic recycling.

Inside the regulatory framework, ASIPLA is actively involved in; an update to the Food

Key People

Julio Compagnon President Compagnon is a Chilean businessman and graduate of the University Diego Portales. For 16 years he has developed his experience within the company Comberplast, where he currently is General Manager. Additionally, he has been leading the ASIPLA, as President of the Association since August 2012.

Board of Directors - ASIPLA

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ASIPLA

ASIPLA present during international fairs

Health Regulations (plastic containers in contact with food), is a member of a working group to improve labor productivity, and has signed an agreement with the National Standards Institute to development industry standards.

Contant promotion of the plastic industry in Chile

ASIPLA has developed recycling fairs in different municipalities to allow individuals to become familiar with recycling and encourage learning. ASIPLA has also made gains in municipal recycling through outreach training programs for collection center workers.

As a service to its associate members, ASIPLA provides professional growth opportunities to the industry’s workers. ASIPLA promotes career development, professionalism, and employability

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ASIPLA in Fullplast Fair

with training programs custom-fitted to each company. These opportunities are provided by different institutions and technical experts in the field. Currently, ASIPLA is developing a unified certification process through which worker training will be made universal throughout the industry. This certification will finally create an Industrial Sector Agency Competence (OSCL) for the plastics sector.

“ASIPLA works

ASIPLA seeks to improve the dissemination of the knowledge and advancement of the plastic industry through the reporting of quarterly industry statistics and performing outreach in various forms of public media which includes publications, fairs, and seminars. At present, ASIPLA is focusing on the FullPlast 2015 Fair,

regulatory

with government authorities on behalf of the plastic industry to ensure the implementation of appropriate frameworks for its member’s products” – Julio Compagnon , President of ASIPLA w w w. a s i p l a . c l

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Training seminars imparted by ASIPLA

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event which allows positioning the national industry as a business platform for South America and to be a showcase for our industry.

Company Information NAME OF A S S O C I AT I O N

ASIPLA (Chilean Plastics Industry Trade Associationte)

“ASIPLA has grown and now comprises 86 companies

INDUSTRY

Plastic

which together represent 80

HEADQUARTERS

percent of the Chilean plastics

Las Condes, Santiago, Chile

market and contributes $3.7

FOUNDED

billion USD to the national economy (approximately 1.4 percent of the Chilean GDP)”

1954 PRESIDENT

Julio Compagnon WEBSITE

www.asipla.cl

– Julio Compagnon , President of ASIPLA

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Integral solutions for automotive and truck components

Top-level component manufacturing under “zero defects� standards.

Written by: Rebecca Castrejon, Editor Translated by: Rafael Tablado, Associate Editor Produced by: Taybele Piven, Latin America Project Director Interviewee: Ing. Manuel Valdes, General Director for SISAMEX

SISAMEX

S World-class parts for the

ISAMEX, S.A. de C.V. (Automotive Systems of Mexico) is a Mexican manufacturing company producing components for commercial vehicles, trucks, tractors and offhighway agricultural vehicles. The components SISAMEX manufactures include axle and other shafts, axle and carrier assembly, steering knuckles, powertrains, gear trains, differentials, brake systems, casing and other components for wheeled vehicles.

automotive industry

Headquarters

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A Brief History of Partnerships and Acquisitions SISAMEX began operations in January 2003, after being conceived as a joint venture with equal investments by Grupo Quimmco—an industrial corporation formed by companies in the construction, chemical, metal-mechanic and manufacturing sectors—and Meritor—a supplier of traction, transmission, brakes and after-sale solutions for commercial vehicles.

The company’s history began 30 years prior, in 1975, when DINA, a truck and bus manufacturer, Nacional Financiera bank and Rockwell International formed DIRONA as a joint venture. By 1994, DIRONA acquired SUDISA, axle manufacturer and distributor of parts. DIRONA’s restructuring in early 2003 brought in SISAMEX, the joint venture between Quimmco and Meritor.

The enterprise became a tier one supplier of vehicle parts to brands such as John Deere, CNH, AAM, Daimler, Caterpillar, Navistar, Magna, Axle

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Alliance, International, Freightliner, Kenworth, Blackhawk and Mercedes Benz.

It currently operates three facilities in strategic cities in Mexico; two of SISAMEX’s major assets are its production facilities in Escobedo, Nuevo Leon and Guadalajara, Jalisco in the strategically important western auto industry cluster.

SISAMEX CEO Manuel Valdes revealed, in an interview, the company’s efforts to maintain their leadership in auto parts manufacturing, top-level performance in every procedure and his vision for the next five years. From a perspective of social responsibility, SISAMEX’s goals will positively impact Mexico because community programs will be created and there will be growth in the auto industry among contributing enterprises, suppliers and workers.

CSR: Sports summer camp and environmental workshops by SISAMEX

Key People

Manuel Valdés General Director for SISAMEX Valdes -a mechanical engineer-, graduated from ITESM (Monterrey Institute of Technology and Higher Education) in 1989. In 1993 he entered North Carolina State University, where he earned a Masters’ degree in manufacturing engineering with a co-major in administration. Valdes is part of SISAMEX since 1989, serving in different areas. By 1997 he was the purchasing and supply chain manager; in October 1999 he was promoted to the business and acquisitions department.

In early 2007 he switched companies to Meritor, taking over as Global Senior Manager for supply chain. He came back to SISAMEX in 2008 as COO and in January 2011 he was appointed CEO for the company.

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Valdes, a mechanical engineer, is also a directive with more than 25 years of experience in the automotive industry. He has worked for Meritor and became CEO of SISAMEX in January 2011.

“I’ve proudly witnessed SISAMEX’s development during the last 25 years from a midsized company into a large, leading enterprise.

I’m most proud of contributing to this evolution and building SISAMEX’s prestige. However, I admit there’s still room for development,” Valdes said.

Shortening the gender barrier within the

Organized Logistics and Procedures The SISAMEX production system is comprised of lean manufacturing principles, compliance

production plant

SUPPLIER PROFILE As a leader in friction management, Timken provides customers with more than parts. Every Timken product is backed by engineering and technical assistance that helps maximize the efficiency of durability and performance of the truck systems. Vehicle manufacturers around the world depend on Timken for technologies that enhance performance and improve reliability and efficiency in automotive transmissions, chassis and accessories. Timken makes the world more productive and keeps industry in motion.

Sitio web: www.timken.com

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C O M PA N Y N A M E

Inside the assembly plant

“... We keep searching for markets where our clients could benefit from our products’ presence” – Manuel Valdés, General Director, SISAMEX

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with standards and safety measures and quality control. Other key factors are the optimized management of human resources, sharing values between administrative staff and plant employees, organizational strategy and timely planning for integral development.

Research & Development for Innovation and Technology, Sustainability and Quality and Managerial Excellence departments have been developed, in addition to production and management at SISAMEX, to maintain its leadership within the industry.

“SISAMEX considers constant innovation within manufacturing procedures so we can offer our clients competitive, avant-garde products derived from different, custom-designed processes developed in our Human and Technological

SECTOR

Opening of the Tech and Human Development Center

Development Center; a department which supports our status as leaders in product and system delivery,” commented Valdes.

The company provides integrated solutions for the local automotive industry, by manufacturing axles, brakes and assemblies for trucks and tractors Class 5-8, and vehicles for agricultural use. Over 80 percent of its production is intended for vehicles that are exported.

“We have diversified our product line and clientele. We try to export our products to different places worldwide. Our products are already being exported to North America and Germany. We keep searching for markets where our clients could benefit from our components and systems,” added Valdes.

Safety training

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Established in 1995, Aztek Technologies is a leader in the manufacture and assembly of metal parts. Offering and extensive range of materials, industry certifications and flexibility, allowing us to service all industrial markets.

OUR SERVICES LASER & PLASMA CUTTING / LASER TUBE CUTTING & BENDING TURRET PUNCH PRESSES / PRESS BRAKE FORMING / STAMPING POWDER COATING / WELDING / ASSEMBLY / AND MORE F O R M O R E I N F O R M AT I O N V I S I T:

www.aztektec.com / info@aztektec.com MONTERREY FACILITIES

SAN LUIS POTOSI FACILITY

T. +52(81) 8048 0400

T. +52(444) 799 7348

SISAMEX

L AT I N A M E R I C A

World-Class Quality As a global manufacturing company, SISAMEX works under a Zero Defects program, in compliance with clean industry standards and with the sector’s best practices.

“We rely on our skills and capabilities being enhanced by scientific and tech developments to achieve differentiation and to supply comprehensive solutions through unique procedures,” the executive proudly stated.

The company’s commitment to global quality has been recipient of awards, certifications and accolades such as the Master of Quality Award, the Paccar Quality Prize, a distinctive H from Mexico’s tourism board, OHSAS 18001 health and workplace safety standards and ISO 9001:2008 for quality management, among others.

“SISAMEX considers constant innovation within manufacturing procedures, so we can offer our clients competitive, avant-garde products” – Manuel Valdés, General Director, SISAMEX

Green Technology SISAMEX’s procedures follow strict guidelines for manufacturing and to supply clients’ top quality components for vehicles without any significant impact on the environment. One of their programs has reduced power consumption in production facilities. The company also developed a Kaizen program for continuous improvement by organizing and clearing production lines.

Automation of the plants’ cooling stations reduces greenhouse-effect emissions.

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FANASA Metal Stamping

Always one step ahead FANASA provides metal forming solutions, with press capacity of 200 to 1600 tons, CNC turret and brake presses plus welding and assembly for the automotive and appliance market.

www.schmid-maschinen.de

Schmid Maschinen Quality is put into production Machining centres HSK 63 to HSK 100 Twin-Spindle machine Flexible production systems Special machine tools Complete plants Engineering Hydraulic units

Schmid GmbH Maschinenbau Rißstr. 29 · D-88400 Biberach Germany Tel. +49 7351-1832-0 info@schmid-maschinen.de

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a constant reduction in polluting elements, and raising awareness among our staff about adequate resource management and avoiding unnecessary waste,” Valdes pointed out.

Suppliers In accordance with their quality policies, SISAMEX demands the same quality control policies from their suppliers and materials.

The company awards a Supplier’s Excellence recognition at years’ end based on timely deliveries, PPM defects and rejected goods.

“We have logged a very good record of alliances with our suppliers overall. We consider them strategic partners helping us to fulfill our goals. After purchasing anywhere in the world, somehow we search for supplies nearest to us. And they have followed suit by opening distribution centers in Monterrey and Mexico,” explained Valdes.

“We rely on our skills and capabilities being enhanced by scientific and tech developments to achieve differentiation and to supply comprehensive solutions through unique procedures” – Manuel Valdés, General Director, SISAMEX

Engagement with the Community As a socially responsible company, SISAMEX’s involvement in the country’s development goes beyond industrial and business activities. It also engages employees offering courses on human development, family values, culture and care for the environment.

The company has received recognition from CEMEFI, the Mexican Center for Philanthropy, for its sustainability model and programs for outreach to the community. SISAMEX has also w w w. s i s a m e x . c o m . m x

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Excellent suppliers

been certified by PROFEPA, the Federal Bureau for Environment Protection, as a clean enterprise.

Some of the company’s most important programs are: A socially responsible

1. Education promoters: SISAMEX

company

has sponsored 27 students for high school and college completion.

2. Environmental, fitness and health programs: Health Week, Environment and Energy Awareness Program, foot racing for benefits, breast cancer awareness seminars, soccer tournaments and so forth.

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Company Information NAME

Sistemas Automotrices de Mexico S.A de C.V. (SISAMEX) INDUSTRY

Global manufacturing HEADQUARTERS

General Escobedo, Environmental excellence provided by the Kaizen program Nuevo Leon, Mexico

Women’s Day, Children’s Day, Christmas toy giveaways, support for the local DIF—the National System for Holistic Family Development—and natural disaster aid.

FOUNDED

1975, restructuring in 2003 EMPLOYEES

The Next Five Years for SISAMEX Valdes added that even though plans are revised and updated yearly, the company already has growth projections for the next decade within the domestic and global markets: “Our plan for the next five years is to keep working with excellent standards in manufacture, cutting-edge technology and developing our sustainability with the best ways to optimize how we use our resources.”

1,900 REVENUE

USD $615 million WEBSITE

www.sisamex.com.mx

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PWO de Mexico: Capitalizing on the German Tradition in Automobile Component Manufacturing to Serve Mexicto PWO de Mexico uses the best of German technology to build the automobile components that provide drivers with safety, comfort and pleasure.

Written by: Tomas Lucero, Associate Editor Produced by: Director of Operations for Latin America at WDM Group Interviewee: Edgardo Romรกn, CEO of PWO Mexico

PWO DE MEXICO History

PWO The future of Werk Oberkirch AG in the manufacturing industry in Mexico

Mexico’s origins are in the city of Oberkirch, in the Baden region of Southwest Germany. That’s where 90 years ago, the German, PWO AG was first founded. PWO AG’s motto was always “Automobile markets without limitations.” Going back to the 90’s, PWO AG had already started making a place for itself in the global automobile markets. It started by partnering with other companies until it succeeded in opening its own factories.

In 1997, it achieved its first acquisition in Canada. After that, it opened its own plants in the Czech Republic, China and Mexico. In May, 2008, it finalized its acquisition of Cartec S.A. de C.V., Puebla to create PWO Mexico.

Heat shield component

PWO Mexico makes metal components and structural parts for vehicle frames and chassis.

The products that PWO Mexico makes vanish into the car and remain, almost completely, invisible. Nevertheless, you can still appreciate their contribution to the safety and comfort of your vehicle.

Present Day Operations in Mexico Mexico is looking to be one of the major auto manufacturers. A significant growth in auto manufacturing is projected to take place in the

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country as a result of global brands arriving and setting up shop. As a result, demand for the specialized auto components that PWO makes is about to explode. PWO has already taken measures to prepare for the challenge but continues to make upgrades to avoid any surprises.

PWO has a new production and logistics plant covering an area of 3,000 square meters in Puebla, Mexico. This space allows for the combining of production and shipping processes as well as sustaining the expected growth in volume. The factory includes office space for production-related activities.

Key People

Edgardo Román CEO of PWO Mexico Edgardo Roman is an electronic engineer graduated from Universidad de las Americas in Puebla, Mexico. Currently, he has 18 years of experience in the automotive industry.

Ten of those have been in executive and operational positions.

He’s been with PWO Mexico since 2013 when he started as Director of Operations and he’s been CEO since 2014.

PWO Headquarters in Puebla w w w. p w o - m e x i c o . c o m . m x

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“Even the tiniest car component we develop must be perfect before it’s installed in a car.

We have a pokayokes process to diminish the margin of error as close to zero as possible” – Edgardo Roman, CEO of PWO Mexico

Technology and Innovations Along with developing vast knowledge about how to make mechanical components for electric systems, security components for air bags and seats and system solutions for car frames and chassis, it developed new and innovative processes. PWO Mexico has achieved this by working closely with its clients and providers.

“We know that without them [suppliers] we cannot grow because the demands and quality of the market are very high,” said Mr. Roman.

The knowledge gathered from the manufacture of components has a vast array of other practical applications. For example, measurements can be taken of a component’s resistance to test installations within a system. It’s also useful to program the control mechanisms of the CNC machines used to build tools and prototypes.

Capitalizing on PWO-AG’s 90-year tradition in building metal components, PWO Mexico is an heir to top manufacturing, forming, connection, assembly, surface and testing technologies.

In manufacturing, PWO Mexico utilizes precision, forming and connection technologies to perform many processes, like stamping, MIG soldering and structural bonding, among many others. It also has access to automated assembly technology.

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The centerpiece of its forming technology arm is a group of more than forty presses and automatic stamping and punching machines which operate at between 600kN and 12,000Kn. PWO Mexico works with university departments and partners in the machine construction industry to improve its forming processes.

PWO Mexico has access to an impressive wealth of knowledge in welding, riveting and pressure joining technology. To join aluminum and stainless steel it uses automatic laser and automatic soldering technology.

Cabin support

Electronic engine cover for each window

The company’s aim when using assembly technology is to strike a balance between automation and flexibility. To work towards this goal, PWO Mexico designs its own systems and develops them together with its partners in the plant and machine engineering industry.

Just as it capitalizes on the knowledge of highly qualified partners in the development of assembly technologies, PWO Mexico practices the same diligence as it works in partnership to develop surface technologies. It has access to machines dedicated to degreasing, barrel finishing and hardening.

The business of assembling components is highly demanding and requires well thought out solutions. To assemble components of the highest quality possible PWO Mexico has developed its own testing technologies. The w w w. p w o - m e x i c o . c o m . m x

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Center seat structure

Development of

integrity of its tests assures the integrity of its assembly processes, helping it build components with their proper dimensions. In addition to its great variety of measuring tools, PWO Mexico also uses its own opto-electronic methods for testing. Finally, the company deploys cameras equipped with analysis software to evaluate the precision of its machines.

“Through the work of our engineering and development departments, we are trying to create an added value in our products that we can then pass on to our clients. [We do this by] proposing new designs and products so they can have an increased added value and we can be participants in that growth,” said the CEO.

processes and products

Exportation and Internationalization While PWO Mexico prepares itself for the future on Mexican soil, it also works hard to open new export markets. Currently, it exports to Brazil and the United States and, along with strategic partners, they are strategizing an increase in percentage of exports to these same nations.

“Although our quality it’s already high, at PWO the company strives to deliver greater added value to our consumers,” Roman said.

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while driving. It encourages technological innovation to achieve a greater degree of comfort inside of a vehicle. It works towards technological excellence to reach the highest possible grade of protection for the auto driver.

Manufacturing

The average automobile component manufacturer faces a variety of challenges.

There are variables like the aerodynamic design of the car as well the yearly tendency for components and systems to take up more and more space. Nevertheless, PWO Mexico faces these challenges with great success. It relies on its own design capabilities as well as the latest manufacturing processes to build excellent components capable of adapting themselves to the car’s body. An example of this ability is the thermal shield. These are linings especially designed to protect against the sun and reduce noise. This is greater pleasure while driving.

technologies

“PWO Mexico follows a continuous improvement, with this philosophy our team works hard to improve key indicators or KPI” – Edgardo Roman, CEO of PWO Mexico

When a consumer looks at a car he may think that it only has one engine, the engine that turns gasoline into energy to move the car.

The reality is very different. Since the modern automobile is designed and manufactured with more and more electric systems to power its different components, it is full of small motors.

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Thermal shields

and their subcomponents. Some examples of motor-powered components in a car are power windows, brakes, and steering. These motors need to last year after year. Its enemies are the sun and the radiation that can be emitted from other components. Housings made by PWO Mexico achieve the protection of a motor for years because its metal frames are built under the highest possible standards. The proper functioning of convenient functions like power windows and locks is greater comfort.

Air suspension component

The seat is one of the most important components of a vehicle. It’s the place from where we operate the car. It’s where we rest comfortably, or uncomfortably, depending on the seat’s design. Two sets of criteria determine how well an automobile seat will perform. First, it needs to be equipped with an adjustment system capable of fulfilling the needs and demands of the passenger. Second, and definitely most important, the seat needs to be equipped with a safety mechanism. PWO México designs security and adjustment components using the best raw materials and latest processes.

The proper functioning of the airbags can be a matter of life and death and must be equipped with a high quality accumulator. PWO Mexico has a long track record of making accumulators and other air bag components. Even the most insignificant component that we develop must be

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perfect before it’s installed in a car.

PWO Mexico employs a safety process to reduce the probability of error as close to zero as possible. To start, it has the equipment and expertise to develop its own sample tools and prototypes. It owns the most advanced CNC machines. It also has teams of CNC machine operators with years and years of experience.

Corporate Responsibility and Leadership In addition to following all the local laws related to the environment and sustainability, PWO Mexico—which has an ISO 14001 certification— fosters care for the environment. It does this through its project “Plant a Tree” in which workers are active participants.

By 2016, PWO Mexico wants to be an “inclusive company where it will reach out to vulnerable populations to arrange for their inclusion into its workforce. Finally, PWO deploys a rigorous control of chemicals and substances that may harm the environment.

“Once the process has started, the system receives preventive adjustments and repairs in collaboration with the production department.

Using our equipment, work force and quality control system PWO Mexico manufactures high quality samples and prototypes” – Edgardo Roman, CEO of PWO Mexico

“PWO Mexico has been a great personal satisfaction. It’s a company with a very special profile which has clearly-defined values and goals. It fills me with pride to lead such a welldedicated, high-performance team, commitment and with the ability to propose creative solutions. w w w. p w o - m e x i c o . c o m . m x

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PWO DE MEXICO And it’s because these are the conditions that have allowed for a greater customer satisfaction,� finished Roman.

Growth Prospects PWO Mexico continues offering added value to its clients with the production of new products.

Simultaneously, it satisfies its social responsibility in different ways.

For the rest of the year, PWO Mexico plans to increase its general performance, showing that its strategy is to improve by increments.

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“PWO Mexico is oriented to continuous improvement; with this philosophy our team works hard to improve keyword or KPI,� stated Edgardo Roman, CEO of PWO Mexico.

Roman remarked that from the beginning of operations in Mexico, in 2008, PWO has made major investments to reach its quality and client satisfaction standards. State of the art equipment has been bought and the logistical hub has been expanded. All of this has been done with the aim of improving the efficiency of the logistics, supply and production chains.

Mexico expects a 25 percent growth in automobile production, which is why PWO Mexico expects to grow parallel with these new demands. New OEMs, or Original Equipment Manufacturers, are also arriving, including Mazda, BMW, Daimler and more. Likewise PWO prepares to launch new production lines along these brands.

Using its equipment, work force and quality control system, PWO Mexico manufactures samples and innovative prototypes, which is how they will expand their product portfolio with current clients in 2016.

Company Information NAME

PWO de Mexico (Progress Werk Oberkirch AG) INDUSTRY

Auto parts manufacturing HEADQUARTERS

Chachapa, Puebla, Mexico FOUNDED

PWO acquired Cartec in 2008, Cartec was founded in 1990 EMPLOYEES

600 REVENUE

USD $50 million WEBSITE

www.pwo-mexico.com.mx

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