n Volume 10 Issue 1 July 2013 Pages 60 `100
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It’s with great honour we present you the ninth anniversary edition of “industrial business MART”. On 14th July 2004, Mr.P G R Scindia, the then Industries Minister of Government of Karnataka launched MART in the presence of distinguished audience of Karnataka Small Scale Industries Association at Hotel Lalit Ashoka, first of its kind and the only international engineering manufacturing monthly from Bangalore, South India. Within a short span MART witnessed steady growth and credibility among the Indian industries. From a 24 pages tabloid to the present size and style was the result of listening to the most important part of our journey, that’s you, our reader who created brand MART for the Indian Industry. With each issue of MART, we pledge to keep your trust and confidence on us always high, the challenge we happily accept to achieve. I would like to thank our Editorial Advisory Members who are instrumental in making MART a utility. Without their support this edition will not be a reality.
For more than last one decade we have seen China emerging as the world’s one of the largest manufacturing countries. It’s a fact that we are not able to anyway compare the achievement they have done in manufacturing all these years. With the latest information the manufacturing cost of China is going high due to the rise in wages which is going to benefit other manufacturing destinations to woo new investments. With a lot of advantages in its side India is not able to really take the advantage of the position due to various reasons. With the new manufacturing policy the Government is targeting to raise the share of manufacturing in India’s GDP by 25% within next ten years. The planned industrial corridors in various industrial belts are going to boost manufacturing. But short term goals must be fixed to achieve bigger targets which will show India emerging its way to lead the manufacturing revolution. Creating and strengthening SME’s, development of industrial clusters, easy availability of land, adoption of technologies, improving infrastructure with better connectivity – air, surface and water, creating and upgrading skill force are some of critical the areas where proper attention is needed immediately by all stake holders.
Hari Shanker Managing Editor
Without any doubts, India is going to be on top of the manufacturing destinations map in the near future. Considering the current stage of manufacturing in India where industry recovery is going reverse and manufacturing growth is less than its GDP and on the other hand countries like China, South Africa, Russia and Brazil are having manufacturing growth higher than their GDP, the question arises is that are we chasing a lost dream? Or if it’s going to happen what’s the road map to achieve? In this edition we are featuring exclusive opinions from industry leaders about Brand India Manufacturing at 2020, seven years from now.
The feature articles of MART, this edition are going to give our readers a different perspective to look forward. “If opportunity doesn’t knock, build a door” as quoted by Emmy-winning American actor Milton Berle – that must be the attitude we possess to run our business. There are a lot of areas to be worked upon, in organization as well as on the nation perspective, to make Brand India noticeable by 2020. Entering its tenth year of publication, we thank you for the unconditional support rendering to us for making MART one of the most read magazines in its segment. Your feedback and suggestions have helped us to improve our content and bring out the kind of columns you look for. I always look forward to hearing from you. Your views help us to produce a smarter MART. I wish you a happy and informative reading experience with MART. July 2013
Volume 10 Issue 1 July 2013 Annual Subscription `1200 Member INS Managing Editor Hari Shanker email@example.com Editorial Advisory Board
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Think Global, Act Local India is applying high-end technologies for its manufacturing solutions, hence going through a major transitional period. By 2020, India is going to have its five Detroits (NewDelhi, Gujarat, Pune, Bangalore and Chennai) Automotive manufacturing hubs.
Present Scenario of Indian Manufacturing Sector: In my opinion, Manufacturing is a direct proportionate/ variable to Demand and Supply aspects of any cycle and hence will always be volatile/ dynamic depending upon the situation. At this point of time, Indian manufacturing sector is undergoing a radical transformation from a low end manufacturing activity to a high tech spectrum. In the past, the growth has been quite flat and not an impressive over a period of time. Indian mfg sector constitutes to an approx 15 percent of our GDP and this need to go higher as we move in upward direction. If this happens, then India will significantly improve its position at global levels. There could be a debate over organized
and unorganized segment as we are witnessing key transformations/ transitions in many areas. Any of the Indian manufacturing field like automotive and allied ancillaries, consumer appliances etc, is characterised by (1) sound and feasibly returnable capital investment (2) sufficient statutory and legal regulations (3) abundance of skilled/ semi skilled labour ~ more than 400 million I guess (4) low cost of manufacturing (5) improving logistics connectivity ~ at least at bare minimum level, if not at global levels. These attributes when boosted by strong doses of policy changes from
Sandeep A Hingne
the authorities will definitely make a significant impact. Within next 10 to 15 years, this industry can show phenomenal creation of millions of jobs to the tune of 2X, over the present; thereby helping both ~ people and economy, to show positive signs. Recently, there have been many reports published by global consultancy firms like Deloitte, McKinsey etc giving various pointers / indicators. When seen at a macro level, without going in deeper levels, they all indicate positive direction for Indian manufacturing industry. E.g. (1) Deloitte in their 2013 report of “Global Index” has rated India at 4th most competitive manufacturing country after China, USA and Germany. (2) One survey of more than 500 global manufacturing organizations shows that India has the potential to jump to second position after China, by 2020. In spite of this sunny side, we do have a dark side as well and we must be honestly accepting it as a matter of introspection and finding out “way ahead”. We have not been able to convert this covert potential as GDP has been relatively flat over time. Certain areas have grown than expected; but many need that impetus to reach the threshold. For Q1~2013, the Indian economy grew a 4.8%; but manufacturing grew a modest 2.6% (both considered at y-o-y basis) China, losing its manufacturing New airport development as well as dedicated aerospace manufacturing park helped Karnataka to emerge as the leading Aerospace Hub in India
competitiveness very fast over other countries, India has a high chance of grabbing a lions’ pie of this 9~10 trillion $ global manufacturing market. India also has following typical issues (critical listed); which need immediate address – - Variable market demand/ overcapacity or under capacity issues - Economic slow down Opportunities offered to the Domestic and Global Market: Over a period of time, India has started adopting global approach to become a strategic partner on international levels and rapid entries of foreign organizations in India, is a strong indication that Indian manufacturing industry has started anchoring “technology” as the key ingredient to emerge out as “core” manufacturing sector. This approach has gained a lot of pace and growing exponentially. Many automotive organizations have setup their shops in India and now are developing products to be used at a global level rather than just local level. “Think Global; act Local” may have become mantra for many. Some automotive companies have moved their products for “Made in India” tag from different locations due to all favourable conditions. This includes direct and indirect stakeholders – people in terms of capability/ organizations in terms of technology/ economy in terms of capital investment and returns/ infrastructure in terms of policies and laws etc ~ all of them. E.g. (1) One European organization will be starting their India operation in this July May2013 2013
Sandeep A Hingne an– Independent Management Consultant based in Pune was Chief Operating Officer of AHCPL a tier I auto component manufacturing organization based in Pune.
and IT sectors for more than 20 years.
A mechanical engineer with MBA in International Trade, worked in both Non IT
He can be reached at +91 99224 10054/ firstname.lastname@example.org
quarter and this would be their first base outside Europe; as their CEO has a strongly belief that India can become their Asian base for manufacturing operations. (2) Take example of Volvo (Swedish org) they have changed the “way of thinking” for thousands of people in India by bringing in their product/s + adapted the same to local conditions; which was not the case till late 1990’s ; where we had only handful options.... This has given a multiple advantages (1) Indian consumers, known to have a very high affinity towards European design and products, will get the same kind of technology / product with “Made in India” tag at an affordable price. (2) Organization, in long run, can exploit new markets like India where population is huge with limited bandwidth of products and offer new innovative products to local (India + Asian ~ neighbouring markets) ; which was not the case earlier. (3) Benefits to supply companies
An article called “Design for Costing” (DFC) was published by him in Machine Design journal USA.
GDP; where as China was at 4.1% / Brazil at 4.1 % / even Thailand at 2.9%. China could attract 40 billion $ whereas we had to be content with a figure of around 2 billion $. For India & Asian markets, manufacturing being one of the key drivers, China has been able to peg an impressive figure of close to 40% of its GDP coming from manufacturing. Following key points need an immediate attention to revive Indian manufacturing industry : - Hiking government investments in infrastructure – improving it from present average level to global level - Policy reforms to create a congenial business environment and routing through single window to minimise the clearance time - Availability of power – Many industries are moving to Gujarat as next step towards manufacturing due to continuous and abundant power supply. Even Indian metros face severe power shortage during peak demand affecting business severely
(4) Job creation/ earning livelihood for thousands of people ; which is one of the most imp need of the time and many similar. As a thumb rule/ it is said in automotive industry that, if one truck plies on road, it has created employment opportunities for at least 13 people direct or indirect ... so, the impact is huge.
- Exports need be treated with additional incentives to boost profitability and brand management
Challenges overcoming strategy:
- Global scalability creating new markets
Almost decade ago, India and China were at par in terms of GDP per capita. But China grew at a phenomenal 10% where India struggled to achieve 5.5~ 6%.
- Statutory hurdles – mainly in land clearance and environment aspects ~ these can take years to obtain“greed light” and by that time, the dynamics would have attained a different picture.
In late 1990, FDI (Foreign Direct Investments) were a just at 0.5 % of our
- Inflation - Demand variability - Uncertain economic environment
These are at a broad level; wherein every www.martonline.in www.ibmart.in
Latest measures like NIMZ – National Investment Manufacturing Zone, in Andhra Pradesh, has been able to attract foreign companies to take advantage of initiatives started by Indian government
proactive mode has decided to join hands with partners, rather than opting for a” wait and watch” policy; thus emphasizing the fact that only Manufacturing sector can revive Indian economy and bring in FDIs.
industry can have its own pointers which are not mentioned here.
- Improved n much better infrastructure and logistics
The processing efficiency coupled with right blend of inputs will catapult the growth of Indian manufacturing industry. Rather than taking a “reductionistic” or “emotionalistic”, we need to take a “holistic” approach, providing a complete solution rather than just a specific product or service – hard / soft format.
- Formulations of new policies / changes in existing policies
Government Initiatives: Question Why investors come to India? Answer (1) Find growth opportunities for their business & (2) explore possibility to operate at a lower cost Top 5 reasons what investors seek in India can be described as:- Potential in domestic market - Cost competitiveness - Abundance of skilled manpower - Demand driven growth model - Higher productivity Latest measures like NIMZ – National Investment Manufacturing Zone, in Andhra Pradesh, has been able to attract foreign companies to take advantage of initiatives started by Indian government like: - Exemption from Capital Gains Tax - Tax holidays / heavens - Liberalised labour and environmental norms - Investment friendly regime
and create more than one such NIMZs in the same state. NIMZ are based on NMP – National Manufacturing Policy framed in Oct 2011. Karnataka has emerged as Aerospace hub due to: Single point of contact for all aero investors ~ from proposal receipt stage to implementation - Land availability - Power availability - Skilled manpower Air connectivity – New airport development / Upgrading existing airports / Creating additional airstrips in state / Possibility of opening Defence airport for civil traffic Similar examples can be given in automotive sector for – Rudrapur, Pantnagar manufacturing facilities offered by state and central government resp. By 2020, India can have its 5 Detroits – Automotive manufacturing hubs – - New Delhi / NCR - Sanand / Ahmedabad – Gujarat - Pune - Bangalore - Chennai In a nutshell, the Indian government on a
Having seen the repurcations in a very hostile market, some panels have started including the apex bodies, in creating a boost in Indian Manufacturing sector. Recently one such panel included the PM of India, Dr Manmohan Singh, for giving “Go Ahead” for making small civilian passenger aircraft. Brand India as a Manufacturing Hub by 2020: I feel by 2020, investors in India would be more demanding in terms of their business requirements in wake of mainly following factors ~ - Infrastructure - Ease of doing business - Stable environment – economic & political - Human capital - Lower cost of doing business As India has started working on all these aspects well in advance, I am sure India would strongly emerge as a Manufacturing Hub by 2020. Some of the pointers in the form of independent / joint studies being carried out by agencies reveal interesting and supporting facts : - Deloitte anticipates India to be the second largest economy in manufacturing by 2017, followed by Brazil as the third ranked country. - CII (Confederation of Indian Industries) and McKinsey in their report titled ‘Made in India-the Next Big Manufacturing Export Story’, anticipates manufacturing exports from India could increase to about US$ 300 billion in 2015, assessing that such an expansion would make India grab a share of approximately 3.5 per cent in the world manufacturing trade. July 2013
Indian Commercial Vehicle Industry is Ready to Leap Forward India is going to be one of the promising countries in manufacturing in the near future. Only the proper infrastructure, quality product improvement, enhanced skills and low cost is needed to fetch revenues in this sector. Also the Government’s intervention is necessary to look into the policy procurement and thereby revamping the existing strategies. Present Scenario of Indian Manufacturing: Manufacturing sector currently constitutes around 16% of the total GDP. Increasing this share is absolutely necessary, given the kind of demographic profile India has. In terms of employment, a huge proportion of workforce is still dependent on agriculture and there is a limit to which Service sector, which constitutes 60% of the GDP, can absorb workforce. In a country with such a huge population and demographic dividend, it becomes imperative that manufacturing share in India has to increase. India’s manufacturing sector has a lot of weaknesses such as poor infrastructure, divided regulations among states and the central government, low-productivity of labor. Our fixed costs are increasing owing to high land acquisition & credit cost. We have to catch up with the rest of the world in terms of manufacturing efficiency and productivity.
population, rapid urbanization and changing lifestyle. Lots of MNCs are diversifying their production by setting up their low-cost plants in India as well.
– adapt to Plan as per forecast & produce as per demand methodology.
India has a high potential to become manufacturing hub for both domestic & export markets. Lots of companies are setting up both manufacturing facility as well sourcing office to cater to their global factories. Indian manufacturing industry still needs to cope up to the high quality requirements of the global standards.
The National Manufacturing Policy of India has made an ambitious target of raising the manufacturing sector’s share from current 16% to 25% in the next 10 years and thereby creating 100 million jobs. This year’s union budget has proposed that the companies investing around 100 crores in plant & machinery from Apr ’13 to Mar ‘15 would be entitled to investment reduction allowance of 15%.
We also need to overcome the lack of high quality capital goods manufacturing capability this is adding to the already hurting high cost of capital Globalization is increasing the competitiveness in India & driving shorter product development cycle industrialization is key in supporting shorter product development cycle time Crisis factors and remedies: I would focus on the following five key initiatives which are in our control on the day to day basis .
India as solution provider to the Global Market:
Focused training & capability development to enhance Skill at all levels.
India has 550 million people under the age of 25 years. It has access to natural resources needed in production such as iron ore and aluminum for engineered goods, cotton for textiles, and coal for energy generation.
Productivity improvement to enhance overall efficiency & to remain low cost.
India’s domestic demand has been increasing due to strong growth in per capita income, a young and growing www.martonline.in
Thimmaiah N P
Quality process implementation & adherence to ensure consistency in quality performance. Improvement in logistic efficiency. Flexibility & lead time reduction to accommodate volatile customer demands
Government Plans and Initiatives:
I would like to reiterate the need of following initiatives :Develop manufacturing corridors with ready infrastructure to enable speedy execution of factories. Speedy & less cumbersome approval process to open new facilities. Infrastructure support to reduce end to end logistic lead-time both for domestic & export activities. Incentives to counter other low cost countries Meritor at 2020: Traditionally, Meritor in India had footprint only in axles and brake segments of Medium & heavy commercial vehicle industry. We all know that CV industry is cyclical in nature which has serious risk during downturns to sustain. To mitigate this we are diversifying July 2013
Thimmaiah N P, is the Managing Director & Chief Executive Officer (CEO) of Meritor India. In his role as Head of Meritor India, Thimmaiah has the overall responsibilities of Meritor and its Joint Venture activities in India which includes, Meritor Heavy Vehicle Systems, Automotive Axle Ltd.- the joint venture, and India Technical Centre.
held the position of Managing Director at Honeywell Turbo Technologies India. In his 22 years of experience, Thimmaiah has worked in supply chain, operations, sourcing and Business Management profiles. He is also a certified Six Sigma Black belt.
After pursuing his Automobile Engineering from MysoreUniversity in 1990, securing 5th rank in the University, Thimmaiah took his first career assignment with Bharath Earth Movers in the Engine Assembly Plant in Mysore. He has held various leadership positions at Cummins India. Before joining Meritor, he
into new businesses like axles for LCV industry, off-highway and defense, aftermarket and suspensions. In addition to these we are also strengthening our alliance with our customers by offering superior technological & quality products and delivery improvement. The key here is to get as close to customer locations as possible, which is exactly what we will be doing in the
near future. Also we are working on the challenges all manufacturing industries are facing as narrated earlier. We are allocating right resource & infrastructure to grow our business significantly in all the above areas & have an ambitious & sustainable growth targets for 2020. Brand India as a manufacturing Hub at
While at Honeywell Turbo, he was one of the first employees and is instrumental in establishing the Business & factor in India that has been recognized as worldâ€™s best plant across 275 Honeywell plants. In his career, Thimmaiah has been associated with two green field operations. Under his leadership Pune facility has grown to become one of the largest Turbo manufacturing plants in the world.
2020: I see a huge potential for India to become a manufacturing hub by 2020 & beyond I reiterate the only way we can get their & sustain is through low cost high quality manufacturing process. The potential is huge each one of us need to ensure we demonstrate this capability at our own factories & support the growth. Government needs to do their bit & we industries need to do a lot as well.
Groom with Manufacturing for a Better Tomorrow Indian manufacturing needs a radical makeover. FDI is going to bring in a lot of investments. But we will need to make manufacturing an attractive option for India’s youth, as IT has done. India’s position in Manufacturing today: It’s about time the manufacturing sector comes of age. Indian customers have become more discerning; they have begun to look at global markets and have begun to aspire to purchase goods of high quality even when they are at high cost. So when you are competing globally, you’ve got to be up there – your manufacturing machinery needs to be on par with world standards. Nothing less will do. However the Indian market as we all know is in the doldrums –so even if you’d want to ramp up production – you don’t have a market to sell to. But we shouldn’t wait for the market to recover –the manufacturing industry needs to pull its act together for its customers both here and abroad and they should do it ideally before the market opens up. The government of India is trying to get in FDI into defence and when it comes through, the multinationals are going to flood in. Partnering will happen and the Indian manufacturing sector will do well. But this doesn’t take away from the fact that you need a strong band of Indian entrepreneurs. That would ward off a situation of MNCs operating in a way where everything is made somewhere else and we end up simply putting it together here. The world over, countries with strong manufacturing sectors survive some of the worst calamities, including wars. A strong manufacturing sector can bring in scores of people and provide large scale employment. This is crucial for us to do. As The Economist puts it, we will soon be home to a fifth of the world’s working-
age population – and we urgently need to provide them better jobs. The opportunities Indian Manufacturing offer to the domestic and global market: Any way you look at it, manufacturing thrives on a large workforce. That’s our key strength, our people. There is no limit to the amount of stuff that can be made in India: you name it we can make it. We have proved we are damn good at writing software; now it’s time we create the hardware too. When you ask me what can we offer? I say, we can offer our workforce. We are a young nation: there are 100s of millions between the ages of 16 and 30 and you can’t employ all of them in IT, you need to employ them in manufacturing. It’s common to hear a lament in the manufacturing sector that we don’t have enough people with the required skills. But that’s because we haven’t invested enough in them. We need to do what the IT industry did – make manufacturing a compelling and attractive proposition. Challenges and strategy to beat them: You know in the manufacturing industry, we have a tunnel-vision: we see the whole world but we see it through a paper that’s rolled up. We restrict ourselves in terms of opportunities and volume. We have done this to ourselves. In my view it’s because the Indian factory doesn’t work or think globally. It’s a chicken and egg story – if you want to go to global scales, you’ve got to improve, compete, and keep an eye on trends and developments around the world. But we are always afraid: afraid of our labour
Srinivas P Kamisetty laws, of the challenges of infrastructure and so on and end up thinking small and remaining small. And this is a national attribute, we are risk-averse. We have a huge middle class – but if you look at entrepreneurs, we have a far fewer proportion than the US and these entrepreneurs do not for a moment believe they ‘can fail’. I think their approach is partly enabled by there being no social stigma attached to failure. While in India, there are very few communities that don’t shun you when you fail as a result of which we always tread very carefully. Secondly as a society, we don’t have commonly agreed upon industrial norms. Standardization is missing. And that is a huge problem. There is no way you can build volumes unless you have standards. Government initiatives: Barring a few states, I don’t think the government is doing much to enhance the manufacturing sector. The IT industry flourishes despite the government and manufacturing will have to do the same. What the sector needs, to grow, is easy access to high-quality infrastructure including roads, ports, land and power and none of this is as we would like at the moment. CLAAS India strategy to tap the growing Indian market? For us it’s the growing agricultural market. We are trying to do a lot of things in the agricultural sector to get the desired reach. We want to have a product that’s affordable and that can beeasily used. We are trying to ride the July 2013
Srinivas P Kamisetty is the President and Managing Director at CLAAS IndiaPvt Ltd. He carries the overall responsibility for strategic and business operations at CLAAS India. In this current role, Srinivas directly oversees company’s business growth and expansion, by giving strategy and direction. Being a detail oriented person with commitment to customer centricity, he is accountable for enhancing and expanding the valued customer base for CLASS in the APAC region. He was most recently the Managing Director of LAPP INDIA Pvt. Ltd. At LAPP, he was instrumental in deploying Lean Manufacturing and also the ‘e’-initiative of the LAPP Group. He successfully guided the company during his initial years, increasing the revenue by almost 250% in 3 years. Under his direction LAPP
wave of industrialization. Our country will not have enough people to do agriculture manually, there has to be automation and by that I mean not the mere use of tractors. CLAAS India at 2020: We are a major player in harvesting. I’d want to see us as a market leader in
all regions and all geographies across India. As a huge manufacturing hub, I’d like for India-like products to be sold across the world. For instance, the small harvesters which we are making for the Indian market I’d like to develop and deliver for all global markets. Other developing countries such as Thailand have comparable farming conditions and
INDIA performed as the best subsidiary in the group moving up from 10th position. Using innovation as a model, he leveraged offerings at multiple levels for LAPP INDIA. KP or Srini, as he is known in the industry, is recognised as the leader in Lean Manufacturing, enclosure and speciality cable industries. Known for his exceptional people’s skills and simplicity, he guided LAPP towards the ‘family-oriented’ principle and will be guiding CLAAS India towards sustained growth. After completing his engineering degree, Srinivas began his career with Karnataka Telecom. Following this, he moved on to Rittal, where he was employed as the Vice President – Operations, where he implemented the Rittal production system. He is passionate about travelling and is a biking enthusiast.
needs. I’d like to think we can develop relevant products for the Thai market so that I end up selling a Made in India product for Thailand, in Thailand. Brand India @2020: We have proven our mettle at IT in services; we can do the same in manufacturing.
Focus on Value Creation Two generations of change is required in next five years to take Brand India Manufacturing forward by the stake holders. . We are wasting too much effort in reducing the waste rather sole focus on value creation. Young generation has to forget the past and disconnect and reconstruct. Indian manufacturing sector present scenario : Cautious and striving with a belief that something will get panned out (planned), someone will work-out, somehow it will get shaped and some action will result in some result and progress. In this variable filled world, we are seeing a world of contrast in our country as the hard work of the short cuts paves the way for long marathon journey of excellence ahead. As quick fix filled wisdom retires and aspiration and innovation takes seed, the maze of efficiency and effectiveness of manufacturing and supply chain are yet to be sorted out. We remain optimistic to see bold strokes of policies for infrastructure build up. No place for 95% where perfection and excellence wins in global competitive space. We have to leave our ignorance and realize the hard truth of excellence. Opportunities : It’s wide spread in all the sectors of economy and in both domestic as well as global markets. Automotive expansion
and aerospace and defense exploration, Railways spread and modernization and Chemicals and fertilizers are to mention a few. We have enough space to grow due to our low volume, scale and value in international and global trades. Crisis factors & remedies : The key challenges are Policies, infrastructural, currency fluctuations and inflation and talent management. We also have internal management challenges of value creation. We are wasting too much effort in reducing the waste rather sole focus on value creation. Young generation has to forget the past and disconnect and reconstruct. Constructively dis construct wherein new think tanks are to be created to chalk out clear actionable policy framework with a specific action plan and a pool of young leaders to take it through. There will not be easy wins but a gestation period of a decade of preparation and long spell of growth. The scarcity led thinking will only lead us to
think that more of all resources will create excellence but we need to realize that it’s a mere patch work and linear thinking. Government initiatives : There have been multiples like National Manufacturing hub, SEZ, MFN treaties but these pale in the spread and depth of disruptions and pace of change. Two generations of change is required in a span of five years! Hampson India @2020 : With the recent ownership changes we are in the pre preparation mode and will soon spell out our business strategy. We are on the job!With the focus on Aerospace, Automotive and General Engineering customers we aspire to create a top line of multi million dollars with niche products and capabilities. Brand India at 2020 : As our journey is going to be entrepreneurial and tough one by choice and design, it will certainly be a differentiating and difficult to emulate by many in the world. India will certainly become a unique global player!
A Mechanical Engineer with multi-faceted global exposure and experience of 27 years across Steel, Automotive, Aerospace and Engineering sectors Harish Pant is currently working as Managing Director, Hampson Industries Private Limited. He also worked with HAL, Maruti Udyog Limited and Jindal Group before taking up the current responsibility at Hampson looking after their Automotive, General Engineering and Aerospace businesses. Honored with “Distinguished Alumnus” Award by IEI, Member Advisory Council All India Management Association (AIMA) Bangalore, Lifetime member of Aeronautical Society of India, a Fellow of Institution of Engineers, Recipient of Immai Operational Excellence Award and Award for Industrial Development by All India Achievers Foundation and Indian Economic Development and Research Association. Corporate Member of various International and National Chamber of Commerce, Society of Indian Aerospace Technologies & Industries and permanent Invitee to the Executive Board of Indian Society for Advancement of Materials and Process Engineering. He can be reached at email@example.com
Upside and Downside of Skilling India Skilling teeming Indians to make them employable is a formidable challenge. It is officially estimated that over 500 million people have to be skilled by 2022 to make the workforce more employable and absorb the steadily increasing backlog of unemployed. That would mean that the training/skilling of about 40 million people annually. As against this, the existing 8000 vocational training institutes- ITIs and ITCs (About 2000 ITIs and 6000 ITCs) and other institutions of education and training at tertiary level have the combined capacity for about three million people annually only.
The initiatives that have been taken so far to increase the training capacity fall short of the requirement in terms of quantity, quality and relevance. The existing training capacities in formal sector (ITI/ITC) are not fully utilised (pass-out rate of about 55%) and the training do not meet the competence needs of industry. This can be highlighted by the data that there are 120 identified skills trades, but 10 trades account for 85 per cent of the total intake
have relevance in today’s world. Understandably, many of the seats with these institutions are not filled up. Compounding this is the perception that there is a resource crunch for modernisation of institutes. And at the same time, the recent Labour Report suggests that only 22.43 per cent of the funds released for modernizing ITI’s through PPP model has been utilised between 2007-8 and 2011-12.
remaining 110 trades that have been
Every year a skill-gap of more than 15 million people is created. A substantial
identified for vocational training do not
number of these 15 million cannot be
of the students. That would mean that
Dr. Shrikant Bansal
covered by formal education and training system since they may not have the basic education to get enrolled in formal education and training streams (only 12% of population pass secondary school). A strong parallel system should be there to cater to these teeming millions of school dropouts, who are cut off from the mainstream. Equally significant is the up-gradation of the existing institutes, which do not have equipment, faculty and other infrastructure facilities to impart quality education. Syllabi for trades have become outmoded. Ironically, the syllabi drawn up by National Council for Vocational Training still contains subjects like repair of cassette-tape recorders and use of wooden rakes of laying electrical cables, though such things have become almost extinct. Significantly skill impartation has to take place both in the formal and informal outfits at a heightened pace. While formal sector needs infusion of more funds for upgradation, modernization, better capacity utilization and augmentation, the informal sector requires more focused attention as they were deprived off attention in the past. One idea that can be drafted from other countries for this sector is the concept of master craftsmen as is prevalent
“Skilling teeming Indians - Over 500 million people have to be skilled by 2022”
in countries like Germany. This time
Dr. Shrikant Bansal is presently working as Director, Technical at GIZ International Services South Asia office in Delhi and is also responsible for implementation of vocational training projects in Gujarat and Karnataka. He started his career with Crompton Greaves Limited after post graduation (M Tech) from IIT Bombay. Shrikant Joined German Technical Cooperation (GTZ), now known as GIZ, as TVET expert in 1995 in project ‘Polytechnic Development Unit’ and then in project ‘Center of Research and Industrial Staff Performance (CRISP)’ in Bhopal.
For continuous learning and self updating Shrikant attended several professional training programs, workshops and seminars in India and abroad in countries like Germany, USA, Germany, Singapore, Thailand, Malaysia, Israel etc. He coordinated study visits of Ministers and Government officials to Germany, Netherlands, Austria, Singapore, Indonesia, UAE, Saudi Arabia and USA. Shrikant is awarded ‘Skills Champion of India’ by FICCI in Year 2012. Shrikant holds a PhD in Mechanical Engineering from IIT Kanpur. He is married and having two wonderful children.
tested model presupposes selection of
opting for skill development are as high as
involved in skill formation in the country
experienced persons, primarily to impart
75 per cent while it is over 60 per cent in
to avoid overlapping and to have the
training to other people at companies.
Europe and more than 50 per cent in China.
maximum impact and coverage.
Master craftsmen are well respected in the
Comparing figure in India is less than 5%.
society and paid well. An informal parallel system is prevalent in India, known as Ustad-shishya relationship. What we need is to formalize this scheme in a methodical manner to cover skilling of large number of people in the informal economy in sectors like motor repair, blacksmith, construction works etc.
and other construction worker’s cess
are under the exclusive realm of private
(more than Rs 4500 crore is accumulated
sector. The PPP model is very effective
in 11 states but lying idle) and CSR funds
there with the dual system of education
from PSU and big corporate may be
and training. Fifty four per cent of youth
utilised for creation of new vocational
opt for skill development after 9 years of
schools and upgradation of existing ones.
school education. They undergo theory classes and labs in vocational schools while
The PPP model of ITI upgradation
simultaneously 3-4 days every week gets
also will have to undergo a change to
hands-on experience in companies.
maximise the capacity utilisation of existing institutions for training through medium duration courses for school dropouts. More accountability has to be pinned on the private sector, which are involved in the partnership. A few steps are required in this regard. Foremost is the mapping of the trades that are imparted as against what that are needed for the companies. Secondly, to have checks and balances so that money that has been expended are utilized for the right purposes like acquisition of the state of the art equipment, employing and training of faculty and improving general infrastructure in these institutes to run second shift with medium duration courses. Many of them do not have wellappointed class rooms and labs. Also, it is instructive to address the need for flexibility in drawing up the syllabi to reflect the present day competence requirement. Thirdly, we need to closely study the skill development models that exist in some countries like Korea, Australia and Germany. In Republic of Korea, students
Unutilised funds available from building
In Germany, skill development efforts
Skilling is a dynamic concept and it should change according to the needs not only of the host country, but also requirements for other countries as well. India has
Companies involved in these activities hold
the maximum number of people in the
the classes in their own premises, after
younger age group of 14-25.
carefully selecting the trades relevant to them. The training period last for 2-3 years and carried out at their own expense. After the rigorous training, the students are absorbed in the companies or free to take other employment. Chambers of commerce is deeply involved in coordinating these program and for final certification. Fourthly, there should be a fool proof mechanism to evaluate the effectiveness of government schemes. There is a possibility of mis–reporting or over-reporting the efficacy and coverage of the schemes. This can often take place while training people in the informal sector. Any excesses or duplication in the implementation of the schemes will dilute the efficacy and adversely impact the skill formation, apart from wasting tax payer’s money.
Predictably, with the increase in the proportion of ageing population, there will be demand for skilled workforce like carpenters, home nurses, mechanics etc. in other countries. Possibly there would be considerable ease in the movement of skilled people across the world. We have to keep these developments in mind while drawing up vocational development schemes for the future. It is a moot point whether we can introduce the concept of smart cards for candidates trained in various avocations. That will be a valid document for enabling them to charge a decent rate for their skills and services or for seeking employment in other countries. Undoubtedly, that needs a great deal of standardization of curricula, data bases of those possessing the smart card and
Fifthly, there should be a better co-
sharing of such information with other
ordination between various agencies
Competitive Manufacturing with Innovative Approach is the Way Ahead towards Success Indian economy is witnessing a sluggish turn over and it is adversely affecting the Manufacturing sector. However, with a more competitive and global approach from the investors and focusing on the SMEs, India can easily leap forward in near future.
Manufacturing in todayâ€™s India: Indian manufacturing is not doing well for past few quarters partly due to overall industrial slow down and falling GDP. The years ahead are not promising or showing positive trends due to several factors attached to it. The global slowdown cannot insulate Indian industry. For past few years China is also passing through declining GDP. EU block is passing through major economical crisis as dominant economies like France, The Netherlands, Italy, France, Spain and Portugal are facing severe crisis. Germany which has 70% of GDP from export is also facing problems as 40% of export is coming from EU block. Although USA is recovering but it is also indulged in protective tactics which is evident from curbs introduced through immigration laws. All these factors are going to put lot of pressure on Indian manufacturing because of competition from external players and its own non competitive manufacturing legacy. The biggest threat Indian economy and industry is facing is lack of proper governance and series of scams involving unthinkable corruption and political credibility crisis. Indian currency which is weakening is making raw materials import expensive, increase in cost of borrowing and poor demands are some of the factors which do not have remedies in near future. Opportunities in Indian Market: Indian manufacturing in labor intensive areas or where value addition is poor will
have an added advantage against foreign brands those are entering into Indian markets with their own brands and looking for outsourcing or low cost manufacturing facilities. Manufacturing of Auto Components viz. machined and foundry, fabrication will have moderate or good future because all Automobile giants are operational in India have to address Indian issues of Cost, Quality and Brand Consciousness. Industries like Apparel, Readymade Garments , Leather and Allied which are labor intensive will show moderate growth but technology based industries will face tough times because almost all known brands are available in India with affordable pricing as they have scale of economy due to global market presence and no additional cost towards technology development which they have mastered. In Indian manufacturing, in technology sector only those will survive who have mastered art of flexible manufacturing for tailor made applications and time bound schedules. Industries like ours who are solution providers and who have retained local identity with global vision and presence will have definite advantages to deal like competitive manufacturing in low volume customized applications and also under take manufacturing with private label to overseas brands for either their domestic markets or Indian market. Overall picture for Indian manufacturing both for global and domestic market is mix bag of offerings. Good Indian companies have opportunities to tap MNCs sourcing from China as Chinese labor cost is also on
L R Katrat
rise, making outsourcing from China not that attractive as in the past. Challenges and its Overcoming Strategy: Indian manufacturing has already learnt lessons in past decade that competitive manufacturing with innovative approach is only way ahead and should pursue the same more vigorously. Indian manufacturing should invest appropriately into product innovations, setting up test and quality control facilities and emphasis on systems rather than people to make manufacturing efficient and transparent. When I say innovative it does not only limit to product innovations but process and more importantly market and financial innovations. We have to move out of conservative thinking and invest substantial part of profits into automation and process that alone will give quality, cost benefits and confidence to buyers. Also emulate Chinese model of economy by setting up facilities for high volumes and address global markets through private label at the same time preserve your brand identity so that you are not vulnerable to crisis of overdependence and market disconnect. Competing with existing home brands and overseas brands will erode bottom line hence do not believe that yesterdayâ€™s model will work tomorrow. Indian Companies have to induct professionalism and avoid too much dependence on conventional wisdom which was OK in good old days when the economy was insulated.
June July 2013
pursuing passion for independent creative work as he was never comfortable with routine work.
L R Katrat is Charted Engineer (IETE) and having experience of more than 38 years as practicing Engineer and has traversed from a Trainee in Tata Group Company to present position of Managing Director& CEO of Katlax Enterprises Private Limited. After completing Engineering (Electronics & Communication) in 1973, Mr. Katrat had started career with Tata Group’s NELCO in 1974 and worked in Product Development. Then he joined Central Govt. Services (Min. of I&B) in 1975 and left Govt. Services in March, 1976 after realizing limitations of
Government’s Effort to Woo Investors: I have no comments to make on this sensitive issue. When any policy initiative of Government, may it be Central or States, it confines to selected group of Industries or specific group of people and it does not have wide ranging participation. If you see the PM’s Advisory Council on Economical matters: How many members belong to MSME sector which is back bone of industries not alone in India but even in developed economies? We at Katlax are regular exhibitors at Hannover Fair in Germany where compared to Chinese presence, Indian industries’ presence is pretty small but when Indian Officials may it be from Consulate from Germany or Members of cabinet visit fairground, how many of them are concerned and visit Indian exhibitors? Our Company was part of The Netherland government’s import initiatives from developing countries and there are hundreds of MSMEs which are funded and incubated for export market by foreign July 2013
He then joined Aplab Ltd. and worked till 1979 in different positions in Sales & Servicing (Marketing) before he took up entrepreneurship. During his association with Aplab, initially he was in charge for Company’s Sales & Service network in Gujarat, MP and Rajasthan Region. Finally he was heading North Region operation operating from New Delhi. It was the rich experience in Technical & commercial Field in Aplab and association with Gujarati community which pushed him into the world of entrepreneurship.He established Katlax in 1993 as manufacturers of Sensors & Automation products with moderate beginning in small rented residential Apartment. It focused on development of import substitution products for Capital Equipments manufactures such as Textile, Plastic Processing machine, Printing, Packaging etc.During these years it expanded in Terms of product portfolio, customer base and market reach. Today it operates from State of Art manufacturing facilities located at Santej near Ahmedabad in Gandhinagar District. The Company under leadership of L R
government’s funding. We have ITPO and so many Export Promotion Councils but can they present their white papers on state of affairs of Indian Industry, forget about its competitiveness in export but for very survival in Indian market? To make India investor friendly manufacturing hub, it is government machinery, the cultural attitude of Indian work force and entire nation has to take few lessons from China which isCommunist country but much friendlier than capitalist. I think Indian business community also has to do lot of introspection and bring attitudinal change where business means customers, vendors, investors and products and rest are individual’s issue. We have to bring drastic change in our thinking and character then only investors will feel safe for their investment to make hub. No slogans and philosophies will help the cause as much as we demonstrate through action. We need action from grass root level and government must act like catalyst.
Katrat has achieved excellent growth and respectable Brand acceptance by Indian and number of foreign customers spread across more than 25 countries of 5 continents. Katrat has ambitious growth plan for Company and is confident to pursue it through qualified & experienced professionals and make Katlax as one of the most respectable and dependable Sensors & Automation Company. By setting 4 SBUs, the Company is defining its growth trajectory and creating independent profit and growth centers at the same time build core competency in each product group and remain market centric. Katrat has widely travelled in many Asian & European Countries as Business Visitor, Member of Trade Delegations, and Participant in Technical/ Marketing Courses and is active Member of Trade Associations such as CII, FICCI, GCCI, AIA, EU Chamber of Commerce, Indo German Chamber of commerce. Katrat strongly feels that by 2020, efforts made by present generation entrepreneurs of Indian Origin will pay good dividends as products and service with “Made in India” label will carry mark of respect and assurance. Hence the present generation cannot ignore basic fact that the journey which started with Globalization will bring more opportunities but be bold to face challenges and do not deviate from path of ethics and values.
Katlax Present & Future Plans: We have initiated our strategies to respond and face challenges as a result of market dynamics and have restructured the business model. We have split our business into SBUs for micro level accountabilities and make every activity as profit centre. We have developed products with contemporary technologies like wireless and focusing on eco-friendly and user friendly approach. For effective communication and networking with our customers, we shifted our Marketing HQ to Pune which is preferred destination of automation vendors both MNCs and Indian. We are also pursuing aggressively embedded technology and to locate software and embedded experts we are setting up R&D in Pune along with critical functions like SCM. We have also identified different segments of market which include private labeling, export and project based automation solutions. We are moving from products to www.martonline.in
solution based company with integrated approach. We are convinced that while we are looking for new opportunities, we do not want to lose our single existing customer irrespective of business volume. Hence we are planning to be more customer-centric by creating customerfriendly marketing team. Katlax India at 2020: We have defined Mission 2020 way back in 2005 and pursuing the same by meticulous monitoring. We strongly believe that in changing dynamics of global competitiveness, it’s rather ridiculous to compete with each other but build cooperation in areas where core competence and common infrastructure can be put to optimum use. Marketing through new found E-Commerce tool is going to change basic perception and Logistics,CRM,SCM and Outsourcing are new avenues to address vast markets. We have already implemented few innovative measures and are closely associated with our competitors as their partners for private label.
We are addressing our manufacturing and R&D resources for manufacturing products which will have technology as basic driver with emphasis on conservation and eco-friendly. Our wireless initiative and developing host of Interface Products, Data Converters, I/O Junction Boxes (Modules) and using internationally accepted platforms (010V, 4-20mA,RS232/485 & Ethernet ) and protocols (Modbus, Profibus, Profinet, EtherCAT,TCP/IP,Fieldbus, CANbus etc.) we want to offer products that are interfaced with any automation component and subsystem. We are also focusing on new areas like logistics, security and total automation solutions in variety of applications from machine to process to energy. We have strong plans in place where exports, private labeling, contract manufacturing and these new products will drive our growth and will reach to different markets and industry segments. By 2020 we want that brand KATLAX will be recognized as one of the top 10 Indian brands in automation industry with global presence.
Brand India as Manufacturing Hub at 2020: The way manufacturing is shifting from Europe to Asia in the past decade is clear indication that by 2020 China and India will emerge as world’s major markets and Japan and Germany will trail. China has already replaced Japan & Germany as world’s 2nd largest economy next to US. For India it’s a long journey to move from 10th economy to 3rd or 4th because the present slowdown in GDP is merely because we are not able to create competitive and transparent economy that will attract FDI and confidence. Having lost bus it is anybody’s guess how new government at center in 2014 will enforce investors’ confidence and give momentum to sluggish economy. There are few positive indicators that major Japanese and European manufacturers will invest in Indian manufacturing that will give boost but few Indian manufacturers will sustain and many big and mid-sized will fall prey to M&A. 2020 will see major trends in consolidation and M&A where very few strong will retain their position.
Katlax launches I/O Wireless junction box with PROFIBUS Katlax sensors and automation company has launched I/O wireless junction box with Profibus. 4/6/8 - I/O WirelessJunction Box units transfers status of 4/6/8 Input devices as well asactivate 4/6/8 output devices through PROFIBUScommunication. • Rugged Plastic Housing
Electrical Specification :
• Address Range : 1 - 126 Decimal
• Nom. Operating Voltage : 24 VDC
• Rotary Address Switches : 1 – 99 Decimal
• Current Consumption / Input • Signal : Max. 12 mA • Total Rated Current : Max. 350 mA, Key attributes: • 24 VDC Supply • PROFIBUS Based DataTransmission • 4, 6, 8 Channel for I/O • Threaded M12 Connection
• Power Supply Connection :Through Terminal Block PROFIBUS Interface • ID Number : 0E67 • GSD File : KATE0E67. GSD
•Default Address : 10Decimal I/O Interface: • No. of Slots : 4, 6, 8 • Slot Type : M12 Female 4 Pin • No. of positions : 1. 8 (4 NO + 4 NC) 2. 12 (6 NO + 6 NC) 3. 16(8 NO + 8 NC) For further details visit www.katlax.com
• TransmissionRate : Max. 12Mbps Baud
Ready for the Transition Despite the current rupee fall against the dollar, Indian business giants are optimistic on the growth of country’s economy. However, this can only be achieved by turning the focus on Indian Manufacturing sector.
Present Scenario of Indian manufacturing sector: Considering the domestic per capita consumption, India is the lowest in the world. There is significant head room for growth. But if we aim to develop a strong and competitive manufacturing base in the country, we have to focus on improving infrastructure standards that include water, power, transactions costs, GST etc. Prevailing Opportunities in India: As one of the fastest growing economies, there is adequate demand in the country. There is tremendous scope of activity on the front of development of new business of products. McKinsey and Co believes that India’s manufacturing sector has the potential to create up to 90 million jobs by 2025. Today, the sector generates about 45 million jobs, 80 per cent of which are in the unorganized segment. Strategies to Overcome Challenges: Improving infrastructure together with the
availability of skilled manpower can help us emerge as a truly competitive player. Until then we shall continue to be at a disadvantage. India is increasingly adopting global approach to become a strategic player on international platform. Entry of foreign companies in manufacturing industry has anchored technology-based orientation which is subsequently helping India create a core and contemporary manufacturing sector, fed by ancillary manufacturers that rely on simple technical skills. Government Initiatives: Improving the value proposition for customers and innovating efficient products and solutions are ways to turn ourselves into an investor friendly manufacturing hub. The National Manufacturing Competitiveness Council’s recommendations are very progressive. India is largely moving towards high-end manufacturing with the Government
L Krishnan is the Managing Director of TaeguTec India, a multinational company with a world class manufacturing facility of tungsten carbide cutting tools at Bommasandra Industrial Area in Bangalore, and headquartered in Daegu, South Korea. TaeguTec is a part of the International Metalworking Companies (IMC), the 2nd biggest cutting tool manufacturing group in the world. Since inception of the company in 2000, Mr Krishnan has played a key leadership role in establishing significant market share for new products of TaeguTec and gaining acceptance from customers all over India. July 2013
announcing multiple reforms and policies in the sector. However until we take some real action on the ground in terms of the challenges mentioned above, the going will be tough. Taeugutec’s strategy: We will continue to work towards strengthening our position as a preferred partner and supplier to our customers. We have always endeavored to offer the best value proposition for our customers by innovating ingenious products and solutions with maximum cost efficiency. Brand India @2020:If we take the right steps towards improving the Indian manufacturing competiveness together with labour reforms, the 2020 vision of making the country a manufacturing hub can be a reality. But much of this is wishful thinking, for there is a lot of ground action required until this dream can become a reality.
He is the immediate past Chairman of Confederation of Indian Industry (CII) – Karnataka State Council (April 2012- March 2013), and Convenor of Manufacturing Panel of CII’s Karnataka Chapter. Mr Krishnan has been actively involved in many panels of Confederation of Indian Industry for the last ten years. Krishnan is also the Vice President of Indian Machine Tool Manufacturers’ Association (IMTMA). He has over 30 years of experience in manufacturing, marketing, application and sales of industrial products in various reputed organizations.
90 million jobs are not a Distant Dream India is anticipated to become the second largest economy in manufacturing by 2017 as per Deloitte. However, it must pay attention to the challenges facing by the manufacturing sector on infrastructure, import duties, quality management, R&Ds and support from the SMEs. Brand India in Manufacturing 2020 The ‘ Indian Manufacturing’ sector has the potential to elevate economy & much of the Indian population above poverty by shifting the majority of the workforce out of low-wage.McKinsey and Co believes that India’s manufacturing sector has the potential to create up to 90 million jobs by 2025. Today, the sector generates about 45 million jobs, 80 per cent of which are in the unorganized segment.
vocational and higher education, increased investment in R&D and support of SMEs. India is increasingly adopting global approach to become a strategic player on international platform. Entry of foreign companies in manufacturing industry has anchored technology-based orientation which is subsequently helping India create a core and contemporary manufacturing sector, fed by ancillary manufacturers that rely on simple technical skills.
roads, railways, ports and a new bill for improving India’s labor laws including encouraging contract labor, FICCI has laid down guidelines to the government to accelerate growth and improve competitiveness of Indian manufacturing. • However, over and above more conducive government regulation, what the Indian manufacturing sector needs is a productivity boost. CEOs of some of India’s leading export firms on visits to China have come away impressed at the efficiency per employee and the dawning realization that current productivity of their factories is half to one third levels of what might otherwise be achievable.
Manufacturing sector has been driver of any economy. It fuels growth, productivity, employment, and strengthens agriculture and service sectors. Exorbitant growth in worldwide distribution systems and IT, coupled with opening of trade barriers, has led to amazing growth of global manufacturing networks, designed to take advantage of low-waged yet efficient work force of India.
Deloitte’s global index, 2013, for 38 nations, has ranked India the fourth most competitive manufacturing nation, behind China, the US and Germany. Not only this, but even the Global Manufacturing Competitiveness Index, 2013, based on a survey of CEOs, executives and other officials of 550 global manufacturing companies, has positioned India as second five years down the line, next only to China.
Indian Manufacturing Industry is successfully competing in the global marketplace and registering high growth on YoY basis, but large sections of ‘ Indian manufacturing’ sector still suffers from bottlenecks like - Poor infrastructure. Over staffed operations. Expensive financing and bureaucracy. Lack of skilled manpower. Use of primitive technology or under utilization of technology.
• FICCI estimates that the higher input costs for the Indian manufacturing sector as a result of cascading effect of indirect taxes on selling prices of commodities, higher cost of utilities like power, railway transport, water, higher cost of finance and high transactions costs puts the sector at a severe disadvantage as compared to its Asian counterparts.
India is anticipated to become the second largest economy in manufacturing by 2017, followed by Brazil as the third ranked country, according to consulting major Deloitte.Also, manufacturing exports from India could increase from US$ 40 billion in 2002 to about US$ 300 billion in 2015, according to a report titled ‘Made in Indiathe Next Big Manufacturing Export Story’, jointly prepared by industry body CII and McKinsey. The report assesses that such an expansion would make India grab a share of approximately 3.5 per cent in the world manufacturing trade.
Further, ‘Indian Manufacturing’ sector must focus on areas like improving the urban infrastructure, ensuring fair competition and access to markets, reduction of import duties, quality improvements in
• In a ten point agenda that encompasses factors such as entry of more private sector investors in important infrastructure sectors like electricity distribution, aviation,
• Developing sufficient skilled manpower which is employable. Industry & Education institutes need to closely work on same. More & more autonomy to education institutes will help this.
Abhijeet comes with a 12 Years of Industry experience in delivery of training programs & consulting on various subjects like, ISO 9001,TS16949,FMEA,SPC,MSA,PPAP,APQP TPM, 5S, Lean Management, 6 Sigma, 7QC Tools, Effective problem solving etc. He has also having 10 Years of experience in 3rd party auditioning. Abhijeet is also an ISO 9001 lead assessor, TS16949 Lead assessor, Automotive Vertical Head with Underwriters Lab (UL).
Repertoire: Done more than 1600 man-days assessments till date in India & Abroad (South Africa, Singapore, CzeckReplublic , Malaysia , Argentina).The organizations assessed include reputed companies like Tisco, Sunflag, Ispat, Spicer, Bharat Forge, Whirpool, Dana India, Saur Danfoss, Bosch, Tyco.Training on QMS, TPM implementation, Internal Quality audits, Production planning & Control, Capital Equipment Selection, Inspection, Testing, Installation, Supplier Audits, Supplier Selection, eSCM assessments (Till now did @ 5 assessments in India & abroad), Review of audit reports is one of his key strengths. July 2013
Plans need Proper Execution to attract more Investment India is going through a robust growth comparing to the other countries when it comes to Manufacturing. The govt has announced the setting up of ‘Invest India’ a joint-venture company between the Department of Industrial Policy and Promotion and FICCI, as a not-for-profit, single window facilitator for prospective overseas investors and to act as a structured mechanism to attract investment. The project aims at enhancing India’s business competitiveness through a service oriented, event-driven G2B interaction. Now it’s time to execute! Your take on Indian Manufacturing Sector:
position next to China will substantiate.
We can say manufacturing in India is witnessing a ray of hope at the end of the tunnel. Recent growth of 2.6% is the proof of the ample potential available in the market. Irrespective of many prevailing unfavorable conditions, manufacturing sector can pull this performance even better than the expectation. India is still within the top 5 competitive Manufacturing nations next to US, Germany, China. Though the numbers may not be strong but better than several other countries and continue to be on India.
Challenges and remedies:
Opportunities in the Market: Indian Manufacturing Industry is largely driven by low-cost, skilled labour, and moving towards high end products which are the need by both domestic and global markets. Young work force with good skill levels, long term viability ideally suit for High end manufacturing – this will be also the key differentiator to our main competitor China. Our Global Manufacturing competitive Index of second
3I’s need to be controlled- High Interest rates, Inflation, Increase in Land prices. Manufacturing sector is facing these 3Is as major challenges and therefore, looking upon the Government in this regard. If these are addressed I would say it will work as a single medicine to cure all the diseases. Government initiatives: Good and focus needs on implementation, present rupee slide and market conditions doesn’t reflect this statement. Nord India - Future Strategies: We have been growing at a CAGR over 25% for last few years. It has been achieved through market penetration and product performance. We have ambitious plans for India in terms of expansion – satellite plants closer to the markets addressing the logistics and improve overall response time. Motor assembly is already undergone an expansion and adding few more lines to
Muthusekkar, Managing Director, Nord Drivesystems Pvt Ltd holds an engineering degree in Mechanical engineering and post graduate diploma in marketing management. He has 26 years of rich experience of sales and marketing activities, general management, factory management and P&L. Except for a year or two, he has been working all these years in Gear Industry ranging from High speed Turbo gears to all
increase the motor capacity. Entire range of Nord products will be assembled and serviced- presently we are just above 80%. India Sourcing is also part of our Expansion activities. Products like De centralized drives, energy efficient motors and drive systems, bigger gear boxes such as industrial gear units are our thrust areas. Nord India -2020 Vision: Our vision is to become number one in the Indian Market. However, the manufacturing capacity would be doubled by 2020 and sales minimum tripled. We are currently working for Global sourcing from India and expected to reach a sizeable turnover by 2020 and have an engineering center. Brand India 2020: We should concentrate on high end manufacturing and continue to maintain the competitive edge- this is where the challenge lies. Of course, Infrastructure is the fuel to propel Brand India as a manufacturing Hub by 2020.
types of gear boxes and geared motors catering to wide spectrum of industry like Marine, locomotive, Power, Material Handling etc. Previously Muthusekkar has worked for Kirloskar as Regional head and as AGM in Triveniengg, Factory Manager and Country Manager for Siemens - Flender Graffenstaden and SBU Head for Bonfiglioli before joining Nord Drivesystems Pvt Ltd in the year 2011. He is also a member of the GLC Council. July 2013
A Vision of India, Seven Years from Now India today is stuck in a difficult position. The internal demand is down in most of the sectors, and the exports too are facing greater competition. This is not limited to the automotive manufacturing sector where working days are getting reduced for the first time ever for lack of demand. Property rental rates are falling. Airlines are fighting a cut-throat competition for passengers. But, India is not alone to suffer in this way. This is an international phenomenon in the present times. Challenges are to be expected in the near future: More foreign products will enter India. This is unavoidable, being a process of give and take. If India wants to enter more foreign territories, or to consolidate its position where it exists, it will have to permit others to enter India. The matter is reciprocal. Any amount of political hype is not going to change the realities. One of the ways out is to study carefully the future directions for India. The purpose here is not to offer suggestions, but to generate a debate in which each reader can make a contribution and take a decision of one’s own. Let us divide the world into 10 economic groups:- USA - Europe - Africa - Latin America
Let the Indian industry treat the people of Indian origin settled abroad as India’s assets, and as the most economical route to enter a new land. Like the way to win a heart is said to be through the stomach, similarly the way to win a country lies through its own spoken language. China is gradually taking over manufacturing in the world, eliminating the industries in many other nations. In India, for example, the production of ceiling and table fans has practically stopped, leaving one or 2 brands. All other brands are getting their fans from China and marketing the same under their own labels in India.
- Rest of Asia
Silk sarees are being produced on a large scale in China with Indian motifs. For the Indian festivals like Deepwaali, statuettes of Lakshmi and Ganesh are being flooded into India from China. Does the answer to this lie in giving up altogether? No, one approach should be to understand the areas or the items where China is not predominant.
Each one should select one of these economic groups as his destination, and go full steam in that direction. Some of the destinations would demand the highest level of quality; while others the lowest
There are aspects of India which have not to fear any competition from China. Let us take agriculture and food-processing. It is not possible that all the Indian crops would shift to China. Similarly, it is not possible
- Australia - China - India - Middle East
level of pricing though at an acceptable level of quality. Results could come by making use of the potential available in the specific economic group selected, this being the ethical Indian population settled there.
that all the Indian manufacturers of cycles, motorcycles, and cars would move over there. Let us take religious tourism. None of our Buddhist sites are going to move out of India. Our monuments, not only Taj Mahal but all our forts, will always remain here. So will remain here all our tourist spots, the mountains and the lovely seashores. The regional food of India is not going to become a Chinese entity. Our armed forces and our military hardware produced in India will continue to be produced in India. It is not that the Chinese will take over our educational institutions, or our medical facilities and hospitals. It is not that all our common-sense based skills which support India’s small-scale industry would move over to China.The solar energy that heats the Indian landscape is not going to escape to China. The idea is to understand that there is potential to develop ourselves in so many directions where China poses no threat to us. Our main problem is our halfhearted attempts, and the enormous sense of satisfaction that we draw with mediocre achievements. We have to move out of the present level of thinking. For India’s self-esteem, and for its sustained development, some of us will have to view India as a continent. Survival would be on the basis of large volumes alone; cakes would come only to the exclusive brands. Some of our industries would need to produce so much that they could make uncompetitive any idea to
challenge them. They should forget about foreign destinations and concentrate on India as their destiny, with increase in productivity day after day. This would render uneconomical any idea of bringing goods from a long distance to compete here. Semi-finished manufacturing should spread from town to town, to create in India an industrial network, with only the final production and testing being undertaken at the hub. The small and medium industry
Cavalier Surendra Kumar graduated in Mechanical Engineering before he was 21, from Roorkee (now IIT). In the course of his professional career, he topped an Italian language course that earned him a scholarship to study Commercial Italian in Italy. In 1983, he was selected from Asia to attend a Course in International Marketing held at the Italian Institute of Foreign Trade, Rome under the auspices of ITCUNCTAD/ Gatt. He is one of the Founder members of the Indo Italian Chamber of
Commerce and Industry, in India, and has been its Alternate Chairman for North India.
would have to forget the subject of core competitiveness. The risk in that lies in the possibility of the field of core-competence itself getting wiped-out with a change in technology. Core-competitiveness is the prerogative of only the top two in any field; they can sway the world in the direction they want; others would crumble under any change.
the other according to the situation faced.
So, the small and medium industry must have at least 2 choices in its basket, with the possibility to changeover from one to
In 2007 he was decorated with Knighthood by the President of Italy for his contribution in bringing together the industries of India and Italy. He is a Life Member of All India Management Association. His motto: If you are content doing today what you did yesterday, you made no progress. He can be reached at firstname.lastname@example.org
The availability of Indiaâ€™s young manpower in abundance would continue to be an attraction to many foreign manufacturers, particularly those in the West, to set up plants here. Some of them could move their present plants to India instead of dying a slow death at their existing location. I am hopeful that some of these ideas would see the light of the day, and 7 years hence we would find an India much stronger on its feet.
Highlighting India: A Promising Future on a Global Platform India’s population is an asset and not a pull down factor. By 2020 India is set to become the world’s youngest country with 64 per cent of its population in the working age group. It shows India is going towards major transformation in Indian Economy. Present Scenario of Indian Manufacturing Industry: The industrial revolution led to the development of factories for large-scale production, with consequent changes in the society. Industry accounts for 28% of the Indian GDP and employs 14% of the total workforce. India is 11thin the world in terms of nominal factory output according data is compiled through some reliable agencies. The major contributed industries are textiles, chemicals, food processing, steel, transportation equipment, cement, mining, petroleum, machinery, software, pharmaceuticals.
Not only this, but even the Global Manufacturing Competitiveness Index, 2013, based on a survey of CEOs, executives and other officials of 550 global manufacturing companies, has positioned India as second five years down the line, next only to China.
Jayesh Patel is Marketing Director with A Innovative International Ltd. A pioneer of Waterjet cutting machines in India for the past few years, the main aim and the motto of the company are to maintain a good
The immediate plans of business:
market with strong after-sale services.
Our vision is to become a fully customer centric organization. In coming two years we aim to become one of the leading suppliers of CNC cutting machines worldwide. As we believe in innovation that philosophy leads to betterment of Indian manufacturing industry as well global manufacturing industry. With this vision we will be coming out with a highly upgraded technology which in turn would be customer oriented and eco-friendly.
The opportunity offered to the World:
The future plans:
Indian manufacturing industry is largely driven by low-cost, skilled labor, adequate land laws and reasonable cost of capital. Global index, 2013, for 38 nations, has ranked India the fourth most competitive manufacturing nation, behind China, the US and Germany.
As we are pioneer in the Waterjet technology at the same time we are aiming to catermore market segments for growing technology like Laser Cutting Machines and Plasma Cutting Machines. As we know, SMEs has a major portion in Indian industry scale, so keeping in mind wehave introduced Laser Cutting Machine which can cut 6mm Stainless Steel (SS) with the connecting lode of 12kwelectricity power which is targeted to a very large SME sector spread across India. To achieve market leadership with customer satisfaction by providing innovative, cost effective, and high quality product in domestic and international
relationship with the customers where we give our products with a good smile. From the very beginning Jayesh was able to lead A Innovative Internation on
As we know now days India is a top-hot destination for Foreign Direct Investment (FDI) because we have low cost resources in terms of manpower, raw materials, experts, land etc. So that is going to be healthy opportunity for foreign companies to invest in India. Predicting 2020: The 21st century could well belong to India, if it fully utilizes its resources and expertise. India’s population is an asset and not a pull down factor. India has a promising future, given the unprecedented growth in economy and its clout in the global issues. Many developed countries of the world are seeking the huge pool of English speaking talented professionals in India. Every third person in an Indian city today is a youth. In about seven years, the median individual in India will be 29 years, very likely a citydweller, making it the youngest country in the world. By 2020 India is set to become the world’s youngest country with 64 per cent of its population in the working age group. It shows India is going towards major transformation in Indian Economy.
a steady rise till now. As always his top priority is manufacturing products which are customer friendly and satisfaction. He can be reached at email@example.com
“Customer feedback helps us to shape the improvements that we make on our products” FARO is the global technology company that develops and markets computer-aided coordinate measurement devices and software. As a pioneer and market leader in portable computer-aided measurement, FARO consistently applies the latest advances in technology to make its industryleading product offerings more accurate, reliable, and easy to use. The focus is on simplifying workflow with tools that empower customers, thereby dramatically reducing the onsite measuring time and lowering overall costs. Worldwide, approximately 15,000 customers are operating more than 30,000 installations of FARO’s systems. Based in India, Harkiran Sandhu the Country Manager for FARO Singapore, spearheads the entire operations of FARO for India, South East Asia, Australia and New Zealand. In a brief conversation with MART, he speaks in detail about FARO’s present business and further plans, excerpts.
Briefly introduce FARO to our readers. FARO is a global technology company that develops and markets computer-aided coordinate measurement devices and software. Portable equipment from FARO permits high-precision 3D measurement and comparison of parts and compound structures within production and quality assurance processes. Worldwide, approximately 15,000 customers are operating more than 30,000 installations of FARO’s systems. The company’s global headquarters are located in Lake Mary, Florida, with its European head office in Stuttgart, Germany and its Asia-Pacific head office in Singapore. FARO has branch locations in Japan, China, India, South Korea, Thailand, Malaysia, Vietnam, Canada, Mexico, United Kingdom, France, Spain, Italy, Poland, and The Netherlands. Tell us more about the industries you serve, the products you offer and its various applications. What are some competitive advantages that you offer? FARO products, such as the FaroArm, FARO Laser Tracker, and the FARO Laser Scanner,
are used widely in various applications in many industries — including Automotive, Aerospace, Heavy Machinery, Die & Mold, Shipbuilding, Architecture, Heritage, Forensic, Plant Management, and Mining. Some of the benefits offered include portability, accuracy, reliability and userfriendliness. For instance, tasks such as inspection of parts and reverse engineering can be easily performed by the FARO Edge, a member of the best-selling FaroArm product line. The Edge has proven itself to be an indispensable tool in the manufacturing of parts and components, as it provides accurate and precise measurements for manufacturing and quality control. Where large objects are concerned, the FARO Laser Tracker Vantage extends the reach of measurement for similar tasks. Other applications such as alignment and installation of machines can also be executed with ease by the Vantage. It is noteworthy that the Vantage houses disruptive new features in a supremely portable design. It is 25% smaller and 28% lighter than its predecessor, and has new in-line optic systems that improve long-
range measurement by 45%, which is up to 80 meters (160m diameter). Last but not least, the FARO Laser Scanner Focus3Dcaters to a special group of users that need to capture accurate threedimensional (3D) geometry and images of real objects into an informational model. The Focus3D is capable of acquiring large volumes of data at high speeds, creating high-fidelity virtual copies of reality in millimeter-accuracy in a short time. With a size of only 24 x 20 x 10cm3 and a weight of just 5.0kg, the Focus3D is the smallest 3D scanner ever built. As a standalone solution, the scanner does not require external devices to operate. Suitable for a multitude of applications in a variety of industries, the Focus3D is a highly versatile and portable device adept for both indoor and outdoor use. Its list of applications includebuilding documentation and inspection of facades for architecture and civil engineering industries; dimensional inspections of large complex components, rapid prototyping, and reverse engineering of productsfor aerospace, metalworking, shipbuilding, as well as oil and gas industries;creation of July 2013
3D virtual reality for the film and gaming industries; documentation and recreation of crime scenes for forensic scientists.
launched it in 2010 as the recovery took place and it has taken the world by storm ever since.
FARO has been in Asia since 2000. How is the business doing in India, and what are some of the company’s plans moving forward?
Importantly, we have to understand our customers’ needs as our products have to work for them. In that way, our strong after-sales customer service is one of our key tools. Customer feedback helps to shape the improvements that we make on our products. In fact, several of our latest offerings are a culmination of months of research and our customers’ feedback.
In 2000, FARO first set foot into Asia with a sales office in Japan. Today, FARO has a total of 15 sales offices and 4 service centers across Asia Pacific. This numberincludesthe 2 major offices and a service center inNew Delhi and Chennai, India.Our aim is tolocate pre-sales consultation and after-sales support nearer to our customers. FARO is committed to support our customers locally, minimizing any disruptions for their business. Future expansion and development will always be in tandem with business needs. We are confident that we have the manpower and facilities to provide top class sales and after-sales support to our customers in India. Rapid technological advancements have raised manufacturers’ demands on metrology/measurements. How is FARO satisfying these needs? R&D is one of FARO’s top priorities. For this reason, our approach to R&D does not change even when the economy suffers a downturn. Back in 2009, when many other companies cut back on R&D, FARO pushed ahead and worked on the FARO Laser Scanner Focus3D. Subsequently, we
For instance, the Focus3D came about because we heeded our customers’ call for a highly portable and highly Ground breaking 3D Imaging accuracy is now within your reach with FARO® 3D Imager AMP accurate laser scanning device. The development of a scanner so small, compact and light (24 x 20 x 10cm3 standalone equipment, without additional and 5.0kg) was inspired by customers and devices such as laptops attached to it. executed by our experts. The availability of such products is a testament of our long-term commitment to R&D and Customer support. What are some of the most popular measurement needs amongst your customers? What trends do you observe? As a 3D measurement solutions company, FARO serves a very wide range of industries. Across these sectors, we have observed an increase in demand for accuracy, precision and ease of use. Metrology needs have also become more complex over the years (e.g. 3D imaging vs. 2D measurements), and we are glad to be able to meet those demands. Based on our observations, noncontact optical measurement technology will continue to gain more ground. We expect strong growth in the technology’s prevalence, and we will see more and more new applications — ones that are beyond the usual industries that metrology is employed in, including forensic sciences, insurance investigations, gaming, etc.
With the FARO Laser Tracker you can produce more competitive products, accelerate product improvement initiatives, and deliver high-performing products for today’s technical marketplace. July 2013
Devices will also need to be more intuitive and portable for the user, as convenience is a large part of user experience. Some of FARO’s products have gone ‘independent’ and can perform measurements as
Can you share with us some of FARO’s marketing strategies in capturing the growing Indian industry? FARO traditionally markets our products directly to our customers, which helps to ensure that our well-trained sales team provides not just top-notch pre-sales consultation, but also post-sales training and support to our customers. We have set up a warehousing and customer service center in New Delhi to improve turnaround time and to offer close support to our customers. What do you think are the growth prospects of FARO’s industry in India 2020? India continues to be an important part of FARO’s business in Asia Pacific and has grown in importance over the past few years, especially due to growing awareness of the benefits of portable 3D measurement and documentation. This is particularly true in markets such as automotive, aerospace, die and mold, mechanical engineering, heavy machinery, architecture, heritage, forensic and mining. FARO will continue to uphold its customercentric professionalism to sustain growth and we will focus our efforts in rolling out new products with breakthrough technology, which will enable customers to increase their productivity and investment returns.
Journey Towards Excellence
P S Satish firstname.lastname@example.org
Managing a SME in India - Part 7 As a continuation of last article, we will discuss on few more points to manage SME’s better in India
‘You are able if you think you are able’
16. Growing the business There is a myth that small business is very difficult to grow further. The main reason for limited or slow growth of a SME company is mostly because of limitations the owner poses himself. They try to work as startup anytime without focusing on developing people to take over. One of SME contacted me recently with a request that they want to take the company to next level. This company has reached turnover of 5 crores per year after 12 years and not able to grow further. I visited the company and I saw a good technical capability. The managing director in first few minutes of our meeting said that SMEs cannot grow and they will remain like that. He had already decided in his mind not to grow and all his actions at a subconscious level reflected that. Buddha said, ‘You are able if you think you are able’. You cannot grow if you are always thinking you cannot grow. You need to discuss openly to understand the limitations they are imposing, company strength and weakness. For this, it is suggested to take a Mentor with good industrial experience. Mentor is able to see from a different
perspective to give some inputs for improvements. But the company should have open mind to implement whatever Mentor prescribes. There is a hesitation to admit someone as Mentor because every owner thinks that he knows everything. In that case, why is that they are struggling for growth? Simple thing like improving presentation of the company to a new Customer can open up a new door. I have seen this happening.
Growth means more responsibility and more complex. This is not an exercise to do one day but need to be nurtured every day by hardwork and dedication. Investment though an important ingredient required for the growth, is not the only thing. Mental preparation and developing people to accept growth and manage takes a dominant role. If you are not ready for this do not think of growth. If any growth happens without any efforts you can be assured it is short lived. The key issue is that if you stop growing, you can be a victim of change. Like a saying, ‘If you want to be at the same place, you need to run faster than yesterday. If you want to grow, you need to run much more faster’. Are you ready for this run? If yes, start analyzing possibly with the help of a Mentor. 17. Awareness of Government schemes One SME was trying to go for ISO
Growth is a must not only to retain the business but also for long term sustenance. The Entrepreneur need to be enthusiastic about growth and think & work on this every day. They will be very aggressive of growth when company was started and enthusiasm dies down gradually for some reason or the other. The involvement of owner in the day to day affairs as they grown from startup phase should go down and should focus on developing business, developing people.
‘If you want to be at the same place, you need to run faster than yesterday. If you want to grow, you need to run much more faster’. Are you ready for this run? If yes, start analyzing possibly with the help of a Mentor. July 2013
certification. Ironically, he was not aware that a subsidy can be availed for this from Government. Though there is a lot of efforts by the Government to support MSMEs, all the schemes of Government is not well known among many companies. It is so complex to understand the scheme and also difficulty to avail benefits the schemes. SMEs through their associations should try to understand all the schemes and to see how they can benefit from them. Unfortunately, structures of Government departments are also complex to understand easily. But SMEs should in effort to get themselves updated fully.
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There are schemes offered by MSME ministry to support on marketing, participation in exhibition etc. Similarly there are schemes for technology up gradation including subsidy for ISO certification, scheme for women, scheme for credit facility, scheme for skill development and availing training. I do not have an idea of all schemes of Government. I am told that there are more than 50 schemes offered by MSME ministry and other government agencies. Unfortunately all these have not perculated to MSMEs mostly because of operational inefficiencies. The association of industries play a major role here. Many are doing this partly. They can come out with a book indicating all schemes and assistance for availing. The book can be updated every year as and when there is any change. I have not seen also any measure by the Government to see effectiveness of various schemes except following some numbers like amount disbursed. Feedback from SMEs to streamline procedure for availing benefits is an important input Government should consider. 18. Become a member of an Association There is no dearth of number of associations working for up-liftment of MSMEs in India. I strongly suggest each SMEs to become member in one of the association and involve closely. It is not enough if you pay yearly subscription and attend one annual meeting. See what you can contribute to association and with this lies your growth as well. No doubt, it takes part of your time but worth the effort. Your efforts is also would serve as a great service to society and co-industries. Use the forum of associations to put forth issues the industry is facing, push them for specific trainings, up gradation of industrial locality. I urge our industrial associations to take up tasks like putting up sign boards in the area they operate. In most of industrial area, I have seen in India, including Peenya in Bangalore it is very difficult to search an industry with address. You as a member of association can push for improvement measures. Start associating without looking at ‘What is it in for me’ and you will see the benefit eventually. Initiate a change you want to see. I will continue the article in the next issue. Please send your inputs,remarks,suggestions to P S Satish,Mentor and Trainer, M/s Saraswati Industrial Services, Q-103, Mantri Paradise Apartments,Bannerghatta Road, Bangalore-560076. Email : email@example.com Visit www.satishps.com Wishinggood day to you all. July 2013
With the last nine years of networking and publishing of MART, we have succesfully made place in the Indian Manufacturing Industry. Our growth was always triggered by the changes undertaken as per the needs of the industry. The contents of MART is unique, with regular columns by industry experts in the diversified feilds of engineering manufacturing, technical features, news updates, interviews, case studies, trade fair informations etc. The guidance and support of the experienced industry professionals through our Editorial Advisory Board have helped us to understand the need of the indian Manufacturer better and produce a journal which is used by the industry as an utility.
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Framing Your Startup’s Sales Pitch:
Focus on Value, Not on Cost
Tomasz Tunguz, a venture capitalist at Redpoint Ventures, an IT venture fund with offices in Silicon Valley, China and Brazil continues his column in MART. You can follow him on twitter @ttunguz. value an employee’s salary, limiting the maximum account size. Third, the pitch creates an unnecessary either/or decision: a customer should choose either the software or the staff member. Forcing a staffing decision before a purchase decision slows down the sales process dramatically. The alternative to pitching a product as a staff-based cost savings is to pitch the product as a tool which empower employees to become more productive or efficient. This tactic mitigates the three objections above.
Sales pitches ought to frame a product in a way to maximize the chances of success of a sale. One trend I’ve been seeing in pitches is to talk about how software can save costs by reducing a customer’s head count. A pitch that focuses on cost savings by reducing staff should be delivered only after much consideration because of a few objections created in these pitches that
might slow or halt the sales process. First, the pitch immediately provokes opponents to the sale. Suddenly, someone must rationalize a paycheck and compete with the software for the job. Opponents within potential customers complicate the sales process. Second, framing the pitch this way caps the customer’s willingness to pay at the
The pricing plan can be value based (charge a fraction of the surplus created for the customer) instead of cost-based (capped an employee’s salary). Fewer opponents to the sale are created and the purchasing decision can be made with need to consider internal staffing or policy. Every sales pitch is different. But being mindful of how to frame a pitch to align incentives and enable strong account growth is important to long term success. Source : www.tomtunguz.com
Shot Peening Machine for Leaf Spring Shot Peening Machine is now a days is used for improving fatigue life of leaf spring. Surface Finishing Equipment Company have developed and manufactured high production Shot Peening Machine for leaf spring. This machine has two powerful Blast Station and Dual Metallic Chain Conveyor System. Both Chain Conveying System used for conveying leaf spring simultaneously and run parallel to each another. Two powerful blast stations are located strategically at peening angle and fire
Shots at pre determined speed on moving leaf spring. Leaf spring is shot peened one by one to required intensity and coverage. The machine is provided with efficient Shot Conveying, Recovery & Cleaning System. A powerful Dust Collector is provided to keep machine and environment around it clean. The Control Panel is provided with all Safety Features. The machine is operator friendly and come with all safety features. For further details write to Surface Finishing Equipment Company, E-100, MIA Phase-II, Basni, Jodhpur - 342 005 Tel: +91
291 2740128 E-mail : email@example.com or visit www.sfecindia.net July 2013
Generate, store and use your own renewable energy At Intersolar Europe in Munich, the world’s largest trade fair for the solar industry, GILDEMEISTER energy solutions presented innovative solutions for renewable energy generation, intelligent storage technology and energy efficiency solutions which are tailored specifically for industry on an exhibition area of more than 300 m².Among other things, GILDEMEISTER energy solutions exhibited aCellCube FB 30-130 storage unit, a CellCube FB 30-130 and a SunCarrier 22 under the motto “Generate. Store. Utilise.”
SunCarrier 22 provides up to 35% more output compared with fixed systems Generate One highlight of the live exhibits were the SunCarrier 22, which provides up to 35% more output compared with fixed systems.With up to 4.3 kWp per wing and low installation height, the SunCarrier 22 is a worthwhile investment for any photovoltaic application – as a small system with up to 11 wings controlled by a motor or as an effective tracking system in large wind farms.Flexible fixing options and an alternative design are possible. Store The CellCube energy storage system provides emission-free energy based on Vanadium Redox Flow technology.Tested and proven in practice over many years, the CellCube provides an uninterrupted supply of electricity via solar and wind power plants - even in the dark and when there is no wind. Visitors to Intersolar witnessed a live demonstration of a CellCube FB 30-130 with a power of 30 kW and a capacity of 130 kWh.The CellCube is a stable electricity storage device with scalable system power for every situation.
Another exhibit was the impressive power stage of the CellCube FB 200-400, which with 200 kW and 400 kWh provides tremendous energy reserves for widely differing applications and is therefore the perfect solution for industrial use. The CellCube FB 200-400 comprises a power stage and an energy stage.The power stage comprises the stacks, the flow battery controller, the DC/DC converter and the inverter, while the energy stage includes the two tanks for negatively and positively charged electrolyte and the pump system for the liquid circulation. Examples of possible applications of the innovative energy storage device include grid support for stabilising low-voltage and medium-voltage networks, for example, as an energy reserve, or for smoothing peaks and compensating for load and generation peaks.However, the CellCube FB 200-400 can also be used as a backup solution when used as an in-line UPS with frequency and amplitude decoupling without detriment to the system.It can also be used as a buffer in wind and solar farms for smoothing the energy output and for compensating for fluctuations, or to provide contractual safeguards by way of energy reserves in
times of reduced power. Solar park service The exhibition was rounded off by comprehensive information on the subject of solar park service and energy efficiency.Along with the planning and construction of solar parks, GILDEMEISTER energy solutions also offers its customers an individually tailored service and maintenance package which ensures smooth operation of the plant.The range of services here extends from monitoring to technical and commercial operational management.GILDEMEISTER energy solutions’ photovoltaic experts compile the offer in such a way that the customer achieves the maximum output from his solar park.In this regard, the customer not only benefits from the great expertise of the solar provider, but also from the maximum availability of the trained service staff. Energy efficiency GILDEMEISTER energy solutions also offers extensive services relating to energy efficiency. These are provided by the company GILDEMEISTER energy efficiency July 2013
GmbH, which was founded specifically for this purpose. This new company develops concepts and solutions for increasing energy efficiency for industrial organisations and, if required, installs the energy systems and storage devices - all from a single source. In contrast to classic energy consultation, the advantage for the customer is that he not only receives an efficiency analysis, but also reaps the benefit of expert advice with regard to the feasibility of installing solar systems locally and the intelligent use of storage. GILDEMEISTER Energy Solutions GILDEMEISTER energy solutions comprises the five business units Energy Efficiency, SunCarrier, Cellstrom, Service and Components and offers turnkey solutions for the generation, storage and application of renewable energies for industrial organisations.Together, the innovative solar and wind power systems (SunCarrier/ WindCarrier) and the CellCube energy storage units provide a holistic energy concept for the future. As an example, the products can be used for high-speed charging in electric filling
CellCube provides an uninterrupted supply of electricity via solar and wind power plants - even in the dark and when there is no wind. stations for efficient electric mobility.The energy solutions business unit is one of GILDEMEISTERâ€™s â€œindustrial servicesâ€?. Customers therefore benefit from more than 140 years of know-how in machine
tool production and a high degree of reliability and security of investment. For further details visit www.gildemeister.com
Discusses India as a high-growth market India needs machine tools worth more than 2 billion euros a year, and imports most of them. In the past five years alone, machine tool con-sumption has risen by almost 25 per cent. The potential for further growth remains high in the medium term.
“International machine tool manufacturers will be well advised not to neglect India. If the China boom runs out of steam one day, India may become much more important. And then it will be pay-off time for those who’ve been consistently showing the flag” Martin Kapp Chairman, VDW
“There are many good reasons for the VDW to turn the spotlight on the Indian market at the EMO Hannover”, says Martin Kapp, Chairman of the VDW (German Machine Tool Builders’ Association), Frankfurt am Main. On 18 Sep-tember 2013, the VDWis organising the “EMO Focus on India” event, entitled “Strategic involvement of numerous major users, exploitation of potentials still restricted by structural deficits”.The empirically based half-day seminar is designed to inform international visitors to the EMO from the machinery and plant engineering sector, plus exhibitors who want to expand their operations in India, on the idiosyncrasies of this market. Massive investment from automakers and aircraft manufacturers The Indian government has to modernise its energy generating plants and ensure massive expansion of the road and railway networks if it wants to achieve its ambitious growth targets of 5 per cent and more in the years ahead.Against this background, prominent international machine tool users are investing on the subcontinent for appropriate strategic positioning.
The giant automaker Daimler, for example, is massively upsizing its production facility in Chennai, with the aim of manufacturing sturdy, affordable models for the Indian market. In the aircraft component supplier industry, India itself pos-sesses some highly competent vendors like Tata, Hinduja and HAL, who manufacture components for the aircraft’s interior and operate in what is called the MRO (Maintenance, Repair & Overhaul) category, and are entrusted with non-strategic development projects. By 2028, the market volume for the MRO category alone in Asia/Pacific, China and Indiais predicted to exceed the figure for North America. The major users of machine tools in India will be increasing their capital ex-penditure on machinery in 2013/2014 by an average of more than 16 and 19 per cent respectively. This means rises of 4 and 10 per cent respectively in machine tool consumption in the same period. It is here that the EMO Focus on India comes in. Highly qualified pundits will be dealing with specific features of the Indian market and the growth emphases being targeted by the principal user industries. Hands-on specialistsfrom the machine tool industry and the already-well-established
metrological sector will be explaining their concepts for doing business in India. Finally, expertswill be elucidating legal idiosyncrasies and financing options. EMO Hannover 2013 – the world’s premier trade fair for the metalworking sector From 16 to 21 September 2013, international manufacturers of production technology will be spotlighting “Intelligence in Production” at the EMO Hannover 2013. The world’s premier trade fair for the metalworking industry will be showcasing the entire bandwidth of today’s most sophisticated metalworking technology, which is the heart of every industrial production process. The principal focus of the EMO Hannover is on metal-cutting and forming machine tools, production systems, high-precision tools, automated material flows, computer technology, industrial electronics and accessories. For further details visit www.emo-hannover.de
What: EMO Focus on India “Strategic involvement of numerous major users, exploitation of potentials still restricted by structural defi-cits” When: 18 September 2013, 10.00 a.m. to 2.00 p.m. Where: Hanover Exhibition Centre, Conference Area Hall 2, Europe Room (Entrance North 2) Registration: VDW – German Machine Tool Builders’ Associa-tion, Bianca Huber, firstname.lastname@example.org, Tel. +49 69 756081-44
Bhavin B Mavani
Cost Advantage for Waterjet Cutting at 6,200 bar (90,000 psi) Pressure
KMT Waterjet Systems’ Stream Line PRO Technology enables Waterjet Cutting at a working pressure of up to 6,200 bar (90,000 psi). Cutting at this pressure range features numerous advantages to the industry and consequently it has resulted in to higher demand of respective cutting machines more than ever. Technological advancements and continuous improvements for the benefit of users and the industry as a whole are always the way of life at KMT Waterjet Systems. With Maintenance ease and lower operating cost at the top of the priority list, about a year ago, KMT launched the ‘’STREAMLINE PRO-2’’Series – the second and optimized generation of Ultra High Pressure Pumps. Thanks to the continuously increasing demand, the company is now able to pass on the price advantages resulting from high volume production to its distinguished customers across the globe. For a little more than a year now, the Ultra High Pressure Pump Series “STREAMLINE
2 features the KMT’s Hard Seal End Cap (HSEC) Design, which is fastened by just 8 jack bolts. The torque necessary to assemble and disassemble the end cap amounts to a maximum of 95 Nm – which corresponds to the fastening torque of an M10 screw (quality grade 12.9). Thanks to this construction, the time and effortsrequired for the pump maintenance has been significantly reduced. A trained operator can carry out a seal change in no more than just 20 minutes!!!
PRO-2” has proven its value to the market and met users’ expectation. While KMT’s PRO-1 Technology has already proved itself to be highly productive and significantly economical for cutting at 6,200 bar pressure over traditional 4,000 bar technology, further optimized PRO-2 Series Pumps added even more advantages to the Waterjet Cutting Industry. Compared to the preceding PRO-I Series, KMT has considerably improved the usability in PRO2 Series of Pumps. For example, maintenance of sealing head and seals in the intensifier has been significantly simplified: To access the high-maintenance components in the PRO-I intensifier, the machine operator had to remove a complex bolt tensioning construction with the aid of a hydraulic tensioner necessitating a relatively high torque. In contrast, the STREAMLINE PROJuly 2013
competitive world. The choice is easier whenever the user wants to cut thick or hard material with a smooth cutting edge or wants to keep spare capacity in the system to cater peak load requirements; the usercan easily make the decision in favor of a 6,200 bar (90,000 psi)Pump for the Waterjet Cutting System. KMT Waterjet Systems is a leading multinational manufacturer of critical products for the Waterjet Cutting Systems. The company develops solutions for a wide
As KMT always strive for improvements and optimization, thereare still possibilities for a further fine-tuning which may make PRO-2 Technology even more attractive to the customers. As the high pressure pump STREAMLINE PRO-2 has become a global success, KMT aims to realize cost benefits out of high production volumes for many wear components, e.g. the sealing kits or the high pressure cylinder. This should lead to price advantages which the company can pass on to its customers. Adding up these benefitsachieved from the reduced wear parts cost could result intothe reduction of the operating costs to the extent of about 20%!
range of industries and applications. Since 1971, the company has been dedicated to long-term customer relationships.
Hence, the operation of a WaterjetCutting Machine with working pressure of up to 6,200 bar (90,000 psi) becomes more user-friendly and economical for the users and that’s the need of the day in this
For further details write to KMT Private Limited, 2 & 3, Srishti Plaza Commercial Building, Off Saki Vihar Road, Powai, Mumbai – 400 072 Tel: +91 22 2857 2494 or visit www.kmt-waterjet.com
Continuous investment in innovation has made KMT Waterjet Systems the market leader in the Waterjet Cutting Industry. Ultra High Pressure Pumps, Cutting Heads, Abrasive Systems, High Pressure Tubes & Fittings, Genuine Spare Parts and a Global Service Network are among the key products and services being offered by KMT Waterjet Systems.
Three new families of ultrasonic sensors The robust yet accurate measuring method makes ultrasonic sensors ideal for a wide variety of applications. Simple parameterization - if the application requires it - coupled with measuring ranges extending from a few centimeters to 10 m turn ultrasonic sensors from problem solvers into sensors for every application. be adjusted extremely easily and intuitively via the potentiometer. The sensor can also be easily adapted to the application using a highspeed, bidirectional infrared interface. In the same way, multiple echoes with distance and reception amplitude can be displayed to allow optimum alignment of the sensor and suppression of interfering
objects. Ultrasonic sensors easily integrated in the control system With the UC…30GM-IO series, it is possible to adapt the basic parameters without using external tools. The switching distance can be adjusted at the press
Positioning a PCB
Ultrasonic sensor in miniature housing Handling machines usually have a very compact design. As a result, there is hardly any space available to install the sensors. The UB…F77 series is well equipped for these applications. The complete transmitter and receiver electronics, ultrasonic transducer, signal indicators,
and connector are packed tightly in a sealed plastic enclosure with dimensions equivalent to approximately two cubes of sugar. Simple parameterization of an ultrasonic sensor The switching distance of sensors from the UC…30GM70 series can
Parameterizing an ultrasonic sensor for level measurement
Three detection ranges, the UC…30GM-IO family
of a button. The projection cone as well as the function of the switching output can be adapted in further steps. The IO-Link interface and the PACTware parameterization software together enable optimum adaptation of the sensor to the application. IOLink also provides an easy way of integrating the sensor into a control system. An object’s
distance from the sensor can then be immediately called up in the control system. Main features at a glance: • Miniature sensor for spacerestricted installations • Adjustment using teach-in buttons or potentiometer • IO-Link interface
Slim directable inverted Blowers deliver High Volume Cooling Air Flow AMETEK RotronTrimline blowers fit in tight enclosures Compact inverted blowers from AMETEK Rotron (www.rotron.com) provide concentrated high volume airflow for critical cooling applications in ruggedized computers, avionics and communications. The Trimline blowers have their motors located inside the squirrel cage wheel for reduced size and inherent motor cooling. Their small size allows easy mounting in any attitude to direct the flow where it is required. Due to the Trimline’s low noise signature, they can also be used as retrofit crew member comfort blowers in military vehicles where air conditioning is not practical. With a unique form factor measuring only 12.06 x 12.06 x 4.06 cm (4.75 x 4.75 x 1.60 in), the blowers fit easily into slim chassis enclosures. For even tighter situations, half-Trimline blowers measuring 9.9 x 12.06 x 4.06 cm (3.9 x 4.75 x 1.60 in) are available. Speeds range from 2700 to 6300 RPM; airflows range from 21 to 45 CFM. AMETEK Rotron is a world leader in brushless DC motors, blowers and pumps for aerospace, military, mass-transit, medical and computer applications. It is a unit of AMETEK, Inc., a leading global manufacturer of electronic instruments and electromechanical devices with annual sales of more than US$3 billion.
Applications include • Military and general aviation avionics • Ruggedized computers • Rack-mounted electronics • Heat exchangers New Trimline inverted blower provides directed high airflow cooling for tightly packaged electronics
In higher impedance systems, inverted blower technology can deliver twice the airflow of axial fans of the same size, with less generated noise. It also requires significantly less clear space in front and back so it can be mounted in closer proximity to July 2013
other components. The Trimline’s concentrated air streams deliver effective cooling in high impedance applications typical of miniaturized enclosures. The blowers are effective in cooling fins on external heat sinks.
• Mobile environmental control systems
For further details write to Anantha Hanumaiah, AMETEK Instruments India Pvt Ltd., Tel: +91 80 67823259 Email: email@example.com
AUTOMATION Rugged Construction and Modular Expansion Capabilities Combine with Protocol Conversion, Data Logging and Web-Based Monitoring and Control
Red Lion Controls raises industry bar for HMIs with New Graphite™ Series Red Lion Controls, the global experts in communication, monitoring and control for industrial automation and networking,today announced the release of its newest generation of Human Machine Interfaces (HMI) – the Graphite™ series of advanced operator interface panels. With all cast-aluminum construction, the Graphite series provides the industry’s first rugged HMI solution to combine a wide range of versatile plug-in modules with protocol conversion, data logging and web-based monitoring and control. Red Lion’s Graphite series allows customers to easily connect, monitor and control their process in industries that include manufacturing, oil and gas, and water/wastewater. The series’ range of plug-in modules enables customers to easily create a solutionfor today, with an option to expand to meet changing business requirements. Further, organizations will realize a reduction in development and commissioning times over traditional systems that use an HMI paired with separate I/O, PLCs and other controllers. “We have used just about everyone’s HMIs, and Graphite is by far the best in terms of appearance and functionality,” said Pierre de Giorgio, president at BlueBay
“The HMI has become the nexus of the machine, and Red Lion’s new Graphite series offers the highest level of protocol support to simplify even the most complex multi-vendor environments. By logging performance data and critical events, customers can implement process improvements or perform fault-finding activities.” Jeff Thornton Director, Product Management, Red Lion Controls Automation. “It is the most feature-rich HMI that we have ever used, the graphics and resolution are amazing, and with Red Lion’s Crimson 3.0 software, the move to Graphite is seamless.” Graphite HMIs are available ineight different models, in sizes ranging from7” to 15”, with sleek bezels that provide a relatively large display given their overall dimension. Both the 7” and 10” HMIs are available as sunlight visible models. Combined with Graphite’s rugged packaging, these models are ideal for harsh outdoor environments. Offering a built-in web server, Graphite HMIs enable users to monitor and control their application via PCs, tablets or smartphones. SMS text-messaging and email alerts provide early warning of process issues, which helps to avoid costly downtime.
In addition, its built-in protocol converter allows programmers to select 13 or more simultaneous protocols from a list of over 250 to seamlessly integrate disparate devices such as PLCs, drives, barcode readers and panel meters. The new HMIs are supported by Red Lion’s award-winning Crimson 3.0 software, which is included at no extra cost. Crimson 3.0 makes it fast and easy to configure protocols, define data tags, set up sophisticated applications and create an attractive user interface. Designed for ease of use, Crimson allows customers to cost-effectively standardize on one HMI for all of their machines, regardless of the PLC or drive manufacturer used. For more information about Red Lion and its new rugged Graphite series HMIs, please visit www.redlion.net/graphite July 2013
Renishaw fixtures: the new single source for metrology fixturings Following the acquisition of R&R Sales LLC in 2012, Renishaw has developed an extensive new rangeof modular fixturingdesigned specifically for co-ordinate measuring machines (CMMs), vision systems and its Equatorâ„˘ gauging system.
set of components is also included. The interchangeable vision fixture (IVF) is recommended for larger machines and is customised for specific fixturing tasks. An IVF can include individual or multiple, standard or customised, acrylic base plates. Renishaw Equator fixtures use kinematic base plates specifically designed for quick loading and unloading from the gauging machine. These base plates are available with M4 andM6 threaded holes, are made from cast aluminium and coated with NiTuff hard coat anodise to resist wear. The Renishaw fixtures range can be purchased in preconfigured kits or individually, providing a quick and easy-touse solution for any fixturing requirement. Custom solutions can also be designed and manufactured for specialised or specific tasks. For further details visit www.renishaw.com The new range offers a wide choice of base plates and components available in M4, M6 and M8 thread sizes, and can be utilised for measurement applications across multiple industries, such as aerospace, automotive and medical. Renishaw CMM fixtures offer a wide range of base plates made from cast aluminium and coated with NiTuff hard coat anodise to resist wear. There are two types of preconfigured kits available depending on the part being fixtured; clamping or magnetic and clamping. Renishaw vision fixtures offer two options which are dependent on the size of vision machine. The quick load corner (QLC) kit includes an acrylic base plate (either with multi-hole or multi-window design) and a QLC frame that is designed to fit the specific vision machine. A comprehensive
No more seizing/ Jamming Good combination: iglidur Q2 heavy-duty bearings and hard chrome shafts
Santhosh Jacob firstname.lastname@example.org
Bearings are subject to a lot of wear, particularly in high-load oscillating applications in construction , agricultural machinery etc. The series of tests by igus which confirms a very low wear rate for the iglidur Q2 plain bearings in combination with hard chrome-plated shafts from Ovako comes at just the right time. Good results were achieved with hard chrome-plated Cromax shafts from the steel manufacturer Ovako. The tests were carried out with 30 MPa. The bearings tested had a diameter of 20 mm and a length of 20 mm. This resulted in a force of 12,000 N, which corresponds to 1.2 tonnes or the weight of a small car. The pivoting/ oscillating angle was 60 degrees, and 30 movements per minute were achieved in the test. During the test “brass with initial lubrication” the shafts show heavy signs of wear. The test had to be abandoned due to seizure after 150,000 cycles.
Plastic plain bearings from igus are made of special, self-lubricating plastics. They are suitable for high bearing forces and are thus amongst the most important lubricant- and maintenance-free plain bearings. iglidur polymer plain bearings from igus have been firmly established in heavy-duty applications for a long time, for example their properties can be exploited in construction and agricultural machinery in particular – because the heavy-duty material iglidur Q2 stands out through its extremely high mechanical strength. And in contrast to metallic bearings, bearing systems with iglidur bearings cannot seize/jam due to “cold welding” the two surfaces get joined at high loads. In addition, the material permits favourably priced bearing solutions when compared with bearings made of conventional materials. The material can cope with a static load of up to 120 MPa and is especially suitable for heavy-duty pivoting applications such as those found in all hydraulic connections.
• Corrosion-resistant • High mechanical strength • Vibration-dampening • Insensitive to dust and dirt • Compensate tilting and sagging Proof in tests At igus, wear tests are continually performed on polymer bearings and shafts with a wide range of different materials, because the use of a suitable shaft is decisive for a good wear resistance since it creates the right tribo-connection.
Initial lubricated brass bearings served as reference objects. It was noticed that the metallic bearing under similar conditions was seen to elongate/flow (See pic.) i.e. became wider in the contact area to the shaft. This reaction was not seen in the test with the iglidur Q2 bearing. There was no measurable wear whatsoever on the shafts from the tribological pairing with iglidur Q2, however. It is particularly pleasing that it makes no significant difference to the wear whether a hardened chrome-plated base material (Cromax 482IH) or a non-hardened chrome-plated base material (Cromax 280X) is used in combination with the iglidur polymer plain bearings. This combination allows very efficient and low-cost bushing/bolt connections to be implemented.
There was hardly any bearing wear during the test with the material iglidur Q2 in connection with the Cromax shafts from Ovalo. The shafts revealed no wear after 200,000 cycles.
The advantages of igus polymer plain bearings are: • Maintenance-free dry running
Brass with initial lubrication: During the wear test at igus, there was no proof of shaft wear on the shafts from the tribological pairing with iglidur Q2
Its areas of application are mainly agricultural engineering, commercial vehicles, construction machinery, jig construction or in general mechanical engineering applications.
Authors: Uwe Sund, Branch Manager Agricultural Engineering, igus GmbH and Gerhard Frei, authorised signatory of Ovako GmbH in Germany, by courtesy of KE Next. For further details visit www.igus.in
Dry, not lubricated A further cost aspect in heavy-duty applications is lubrication. The mechanical working required for the fitting of a lubricating nipple and regular maintenance both result in significant expenditure. Applications with iglidur bearings work dry. If no lubrication is carried out, the corrosion protection it provides for the shaft ceases to apply. Cromax shafts are a good solution from this point of view, too, since they are corrosion-resistant thanks to the hard-chrome layer. Technology in detail Heavy-duty material iglidur Q2 Due to the great response, the standard range of the lubricant-free heavy-duty material iglidur Q2, which was introduced in 2011, was expanded comprehensively in 2012. Now, iglidur Q2 bearings with and without collar are now available for all standard shaft diameters up to 75 mm. The focus is particularly on the material when heavy-duty applications need to be solved. This material stands out especially on account of its extremely high mechanical strength – it can cope with static loads of up to 120 MPa – and is particularly suitable for heavy-duty slewing applications such as those which can be found in all hydraulic connections. Because the material is: •Lubricant and maintenance-free • wear-resistant and sturdy under high loads • Sturdy in terms of dirt and dust • and has a good price/performance ratio.
Noble knights Blaxx™, the new generation of mills from Walter Mills and knights have something in common. The new generation of Blaxx™ mills from Walter plays with this analogy. A mill carries equipment, and can turn skilfully with “blades”. Walter took the motif of the noble knight and developed a new generation of mills which are hard to resist thanks to their “powerful, precise, reliable” properties.
“As we considered which symbol best embodies the features of a modern milling cutter, we quickly decided on the knight”, explains Wolfgang Vötsch, who is responsible for worldwide product management of milling at Walter AG. “The popular image of the knight is as a noble helper in times of need, someone who is characterised by reliable inner and outer values.” Noble – this attribute is ideally suited to the new generation of mills from Walter AG which will be offered under the product name Blaxx™. Blaxx™ stands for power, precision and reliability, the “chivalrous virtues” of modern precision tools. In order to make these virtues a reality on the machine tool, the Walter specialists created a ground-breaking
tool concept on the highest possible technical level. Specifically: Even at first sight, the completely new finish in high-gloss black has a noble appearance, with the product name Blaxx™ being derived from that. And yet this finish is not simply visually appealing, since it also has the function of being extremely resistant. It substantially reduces the effects of wear and corrosion. Highly precise indexable insert seats also clasp the cutting edges just as knights with their forged gloves clasp their shining swords. Equipped with these
Blaxx™ F5041 shoulder mill for the 25 to 63 mm diameter range, for cutting depths of up to 8 mm.
Wolfgang Vötsch Milling Product Management, Walter AG features, Walter is offering the first such tools, the two shoulder mills F5041 and F5141. In addition to the features already mentioned, these are also fitted with tangential inserts as an extra feature. On the one hand, these allow an extremely stable tool body to be designed, and on the other, they provide a great deal of carbide volume in terms of cutting force, i.e. an above-average level of process reliability. The result is an enormously robust tool design, which ensures quiet, low-vibration running. July 2013
Blaxx™ F5141 shoulder mill in the 40 to 125 mm diameter range, for cutting depths of up to 12 mm.
The precision inserts, manufactured in sizes LNHU0904 and LNHU1306 have four twisted, soft-cutting edges. The high runout precision and concentricity of the body, and precisely 90 degree perpendicularity to the workpiece being worked on ensure accurate results. Cutting depths of up to 12 mm are possible with the larger LNHU1306 indexable insert. Since the insert seats and chip clearances for the tangential inserts demand less
material in the tool body, smaller tool diameters can be achieved, and more inserts can be spread across the circumference than with other mill designs. The new Blaxx™ shoulder mills are therefore available with diameters starting at 25 mm. Fitted with more cutting edges, they also allow up to 30 per cent higher feed rates.
Cutting depths of up to 12 mm are possible with the larger LNHU1306 indexable insert.
It goes without saying that for such a noble tool concept, only the best cutting tool material is good enough. The image of the knight, who forms a single unit with his sword, which acts as an extension of his arm, also applies to the Blaxx™ mills, which likewise blend into a single unit with Tiger•tec® Silver.
and precision last. Walter currently supplies two CVD and PVD coated grades. The special package made up of precision tool body and high-performance cutting material ensures process reliability, on which the machining operator relies more than ever. “So we say”, claims Wolfgang Vötsch, “Blaxx™, powered by Tiger•tec® Silver.”
The above-average performance of the cutting tool material ensures that power
For further details visit www.walter-tools.com
Keyence’s IM Series Speeds Up and Simplifies Inspections for Timex Keyence’s image dimension measurement system puts much faster in-process inspection within everyone’s reach. inspected with contact sensors (comparators, Cary equipment, feeler-spindles) and optical systems. “We wanted more modern and more efficient optical inspection equipment. In other words, we wanted to be able to inspect more parts in less time”, says Sylvain Scotto of Fralsen’s Quality Control Department. “We also wanted a machine that could be operated by non-specialists and be able to log measurements.”
accurate measurements,but are tricky to operate and severely limit the number of measurements and parts. In addition, a reference point for truing-up has to be created. Lastly, due to the sometimes long inspection times, our templates and projectors allow only a limited number parts to
The tolerances and accuracies are 15? m for concentricity and ± 10 ?m for centre-tocentre spacings and distances. There are at least five critical points per part.
Timex is America’s leading watchmaker and is present in more than 80 countries. Fralsen, its French entity, makes watch movements using three technologies — plastic injection moulding of small parts with very fine details; turning and cutting of parts such as wheels, pinions, arbors and rivets; and cutting and coiling of complex springs. These precision parts must be
“With conventional inspection equipment, measurements took too long. As a result, we couldn’t measure many parts and there was a risk of overlooking signifi cant variations within batches. Before obtaining the IM Series, we used a variety of equipment. Our optical measuring device, which, although very accurate, is not very practical for quick measurements on a daily basis. Furthermore, it requires a high level of skill to operate. The shop microscopes provide
Inspection of centre distances of geartrain bores on plastic plates. Less than three minutes are needed to inspect two parts.
be measured and there is a risk of misinterpretation.” adds Sylvain Scotto. “The IM Series is simpler to operate, saves time and eliminates variations of interpretation of measurements. Results are conveniently displayed green (for good) or red (for bad). Keyence’s solution allows several parts to be measured simultaneously. The size of the parts and the number of elements making up the program are the only limits. There is no need for manual truing-up because the system does it all by itself by recognising each part’s geometry. Furthermore, results can be saved and statistics tracked. Part profiles can be compared against master profi les imported from CAD fi les. As a result, we no longer need to position templates on parts and measure differences in shape by eye.
The machine does so automatically and extracts an image of the contour showing the difference with the tolerance. All in all, measurements are fast and do not require special skills. ”The new IM-6500 Series image dimension measurement system reliably measures features in almost no time at all. Simply place a target on the stage and press the button. Up to 99 points are measured in a matter of seconds with a repeatability of ± 1 micron. Targets are found and measured regardless of their position or orientation and there is no risk of measurements being affected by variations in operator skill levels. Thanks to the iPASS shape detection July 2013
method, the system determines the position and angle of targets, making measurements automatic.
placement in stock. The operators in the cutting shop also use it to measure certain parts during production. The programming is completely userfriendly. The faster inspection times enable us to track dimensions better and thus improve the quality of a large number of the parts we deliver. What’s more, we haven’t received a single complaint from clients
Wheel corrector: inspection of the concentricity of the toothing with the inner bore. With a profile projector and a template, three parts were inspected in three minutes. With the IM Series, Timex can inspect (and record) more than 10 parts simultaneously in the same amount of time.
about any of the parts measured on the machine. For example, we use Keyence’s IM-6500 to inspect the concentricity of every single cut wheel and automatically record the measurements,” says Sylvain Scotto.
“Getting to grips with the system was easy because all you have to do is adjust the focus and load the program for the part being inspected. All the QC technicians in the Quality Department use the machine for fi nal inspection of parts before their
wThe contour of the stator is superimposed on the CAD file. With the old method (template and projector), this process was long. Now, three parts can be inspected in less than one minute instead of five in five minutes. The profile also allows the Mechanical Engineering Department to see where parts need reworking. The red contour shows that the stator is at the tolerance limit in places (blue zone). For more details visit www.measurecentral.com/IMNEWS
Cut wheels: inspection of the concentricity of the toothing with the bore.
Indo-MIM plans investment of ` 350 crores in Karnataka over next 5 years Company recorded turnover of ` 500 crores in fiscal year 2013 with 2000 employees “We are growing year on year at an approximate rate of 30 % and expect to do a turnover of Rs. 1200 crores in 3-5 years. During 2014 fiscal year and ensuing five years, Indo-MIM plans to aggressively increase its capacity in Bangalore India and in select countries overseas, thereby ensuring its pre-eminence in the MIM industry”. Dr Krishna Chivukula Chairman, Indo-MIM Bangalore based Indo- MIM, World’s Numero uno in the field of Metal Injection Molding (MIM) company supplies precision-engineered products to customers in more than thirty countries globally, plans an investment of Rs. 350 crores in Karnataka and expects to reach Rs. 1200 crores while adding 1000 more employees over next 3-5 years. The company registered a turnover of Rs.500 crores in fiscal year 2013. Indo- MIM has offices in USA, Europe, India and China. Some of Indo- MIM’s high profile clients include Fortune 500 companies all over the world spread across more than 30 countries, cutting across several industry segments. MIM is an emerging manufacturing technology utilized to produce metal components of complex geometries in large volumes. Indo- MIM has the distinction of using Indian engineers to enhance US technology. The company employs about 300 engineers in India.
15% per year. Indo-MIM’s competitors are primarily located in USA, Europe and China. There are about 15 – 20 companies in the world with annual turnover between $25 million - $35 million and 50 odd companies with turnover between $ 1-10 million. Global Awards Indo- MIM has received three of the eight Metal Powder Industry Federation (MPIF) PM Design Excellence Awards at the recently concluded Powder Metallurgy Conference PM- 2013 at Chicago, Illinois, USA. This industry body evaluates companies across USA, Japan, France, Italy, Spain, Germany, China and India.
In the automotive engine design category, Indo-MIM received the Grand Prize for the “Threaded Port, Metal Support Ring and Sensing element”. The MIM Threaded Port, Metal Support Ring and Sensing element is estimated to save the customer 50% over the cost of fabrication using alternate technologies. Indo-MIM also received a Grand Prize in the Consumer Segment for a Tool holder assembly consisting of two MIM parts—a tool holder and a grip-spring tensioning part that goes into a woodworking tool for fine detail carving. The MIM design contributes to a LEAN operation for the customer by substantially reducing leadtime through the elimination of many processing steps. In the automotive segment Indo-MIM received an Award of Distinction for a fuel-control gear segment that goes into a device that regulates the entry of fuel into the engine. Converted from a machined part, the gear segment is fabricated via MIM from low alloy steel at a savings of 80% over the previous method. The fabricator delivers nearly three million pieces annually to the customer. For more details visit www.indo-mim.com
Established in 1998, Bangalore headquartered Indo-MIM has since expanded its facilities into the largest installed MIM capacity in the world. Employee strength in Bangalore facility is about 2000. Besides MIM, Indo-MIM does Aerospace precision machining & surface treatments and has a investment casting facility in Tirupati, Andhra Pradesh specializing in the production and export of Investment Castings (IC) for the automotive sector. The MIM industry globally is about $ 1 billion in sales and growing at about 10 –
Jag Holla, Sachin Malgave, Sreenivasulu, Giriappa, Kiran Kumar and Dr. Shivashankar with the MPIF awards. July 2013
One-stop access: Innovation delivered! DMG/ MORI SEIKI Open House presents live machining and expert technology seminars all parties together on one table from software, metrology and tooling and of course the machine tool side.
Live machining on 16 high-tech exhibits and industry focussed expert seminars make the DMG / MORI SEIKI Technology Centre in Bangalore buzzing with customers and enquiries. At its signature event, the Open House, DMG / MORI SEIKI India presents not only a wide range of live cutting machine models from its vast portfolio, but has gathered the industry’s leading suppliers in metrology, tooling, controls and software alongside their own team of specialists. Together they provide visitors with a comprehensive overview on the machining challenges in specific industries:
Automotive and Pumps, Aerospace, Energy as well as Die &Mould. The goal is to give customers a profound insight, within just one visit. Each morning of the four consecutive days of the Open House is reserved for the seminars, and in the afternoon the discussed topics are set into practice live on the machines in the large sun flooded showroom. There is also ample time for in-depth technical discussions. The company encourages visitors to bring drawings and requirement lists when visiting, as it is a great opportunity to get
Among the machines on exhibition there is a focus on Turn/Mill technologies with the advanced CTX beta 1250 TC as well as the NT and NTX models. From the successful entry-level series ECOLINE, DMG / MORI SEIKI shows the CTX 310 ecoline. The presented model is a so-called V3 version, now new featuring a turret with up to 12 driven tools, actually allowing turning with additional milling operation. Hence, a work piece can be finished with just one clamping bringing significant flexibility and productivity to modern shopfloors. Another significant part are the 5-axis machines from the monoBLOCK® series showing cutting of Aerospace and Energy components, the duoBLOCK® and NH/ NHX series focusing on Automotive applications. The DMU eVo, HSC and DMC V ecoline prove their Die &Mould machining capabilities.
Creaform Launches MetraSCAN-R Robot-Mounted 3D Scanners Creaform launched new MetraSCAN-R series of robot-mounted optical CMM 3D scanners for automated inspection on and off the production line which was world premiered at the CONTROL tradeshow held in Stuttgart, Germany during May. Manufacturers trying to remain competitive are facing major challenges, as they have to answer to a demand for more complex and superior quality products and deliver them within ever shortened turnarounds and production cycles. In this context and with existing measurement technology, they are struggling to achieve high level of accuracy when it comes to inspecting their parts to guarantee fabrication quality. Creaform addressed this issue and is now presenting manufacturers with a robotmounted scanner that can inspect a wide range of parts directly on the shop floor, thanks to the TRUaccuracyTMtechnology and extensible measurement volume. The
device’s scanning speed and the fact that is it mountable on robot make it possible to inspect directly on the production line. “There was a definite lack in the manufacturing industry for accurate and reliable devices to carry out automated on- and off-line 3D inspection processes on complex parts, explains Jean François Larue, product director for the MetraSCAN-R series. High-rate serial production processes require fast 3D measurement systems that can inspect a part and deliver a conformity status within a typical cycle time. For us, it was obvious that a scanning device insensitive to shop floor conditions was the way to go.”
Compatibility As for now, the MetraSCAN-R are compatible with robot KR5 Arc / KRC4 from KUKA and Metrologic’s X4 iRobot software only. Efforts are ongoing to expand the range of compatible hardware and software. For further details visit www.creaform3d.com
Lapp India launches Lapp Experience Centre in Bangalore Dr Ingo Karsten, Consul General of the Federal Republic of Germany, graced the event as the Chief Guest and extended his support to the Lapp family.Additionally, other senior leadership team members of Lapp India were also present at this ceremony.
Lapp India, a 100% subsidiary of Lapp Group and the pioneer in introducing the concept of “Total solutions in Electrical Connectivity” in India today inaugurated its first Lapp Experience Centre in Bangalore. The exclusive Centre will showcase vast range of products that Lapp India offers to help meet the connectivity requirements across industries. There will be a special focus on the Lapp solutions catering to the 8 key industry verticals -Machine Tools, Automation, Automotive, Public Sector, Buildings, Projects business, Renewable Energy and
Process. The Centre will serve as a one-stop destination for all cabling solutions providing customers an opportunity to touch and feel the entire product portfolio that Lapp has to offer. The inauguration ceremony marked the presence of Mr. Andreas Lapp, Chairman of The Board LAPP HOLDING AG and Honorary Consul of the Republic of India for Baden-Württemberg and RhinelandPalatinate as well as Mr.Siegbert E. Lapp, Director of LAPP HOLDING AGencouraging the Lapp India team for their tremendous efforts in making this initiative successful.
The Lapp Experience Centre provides a platform to connect with the customers by enabling them experience first-hand the world class German quality and engineering that goes into the making of Lapp products. By opening this Centre, the Company aims to better understand customer requirements and efficiently respond to them. The Experience Centre is truly dynamic in terms of the multitude of options available for customers. For Product Purchasing and Enquiries Visit LAPP Experience Centre, 1/3, “Sumeru Enclave”,5th Main Road, Behind “British Biologicals” (Opp e-zone on Ashoka Pillar Road), Jayanagar 2nd Block, Bangalore-560011.
Clamping Technology/ Stationary Workholding from Schunk
Direct clamping with a membrane SCHUNK, the competence leader for clamping technology and gripping systems enlarges its program for high-performance direct clamping: the innovative familyowned company has developed the SPM plus 138 fixture membrane made of aluminum, where workpieces of various clamping geometries are clamped from all sides with a pull-down effect. First, a 0.5 mm high tuning ring is inserted between the quick-change pallet module and the fixture membrane, then the exact workpiece geometry is milled according to the blank of the fixture’s clamping surface. Once prepared, the workpieces can be inserted within seconds, and the complete circumference is clamped by locking the VERO-S module and the fixture membrane is specifically deformed. Since the whole process is carried out within the elastic range of aluminum, the clamping operation can be repeated several thousandtimes. In contrast to conventional clamping blocks, the clamping force of this clamping type is carried out at the circumference of the whole workpiece
contour and not just along an axis. The resulting force-fit clamping ensures an even, gentle, yet very secure clamping. The membrane is actuated via an SPC quickchange clamping pin, and connects it with the pneumatically actuated quick-change pallet module. Due to the clamping depth of only a few millimeters, the workpiece is fully accessible from five sides. The fixture membrane can be located on the quick-change pallet module at a repeat accu-racy of less than 0.01mm. The use of an additional clamping unit is unnecessary. If required, it can be milled off several times, anda different workpiece geometry can be used. The clamping unit is suitable for light machining of various materials and workpiece contours for the second set-up. The maximum workpiece diameter amounts to 120 mm. Visit SCHUNK at the EMO Show in Hannover, Hall 3, Booth H21 from September 16 - 21, 2013. For further details write to email@example.com or visit www.in.schunk.com
Via a force-fit clamping operation, the workpiece can be clamped from all sides. Additional clamping units are unnecessary.
Various workpiece contours can be milled off from the surface of the fixture membrane. July 2013
Automated Batch Washing System from Prodaid Bengaluru based Prodaid Engineers, have automated the conventional method (Using trays with components dipped in liquid in several tanks) of Washing/ acid cleaning/ pickling process. The arrangement consists of pneumatically operated vertical platforms, with components in trays. These filled trays are dipped in liquid tanks and when they come up, the trays transferred from one to next platform. The system could be used for processes varying from 3 to 7 tanks. Vertical and horizontal movement of tray are synchronized, using PLC controlled electrical Panel to enable the flexibility of programming each tank dipping time, dunking time, total cycle time upto 20 seconds. In a typical application with production
requirement of 8 Lakhs components per shift. The labor requirement is reduced from 8 to 2, when compared to earlier manual method. The return on investment works out around 6 months with additional indirect qualitative benefits like consistency in quality of product, avoiding hazards in handling, near acid, alkali, fumes, heat etc. This Automation is compatible with the existing method, without the need of training the personnel to handle any new process. The system requires Pneumatic compressed air supply at 4 Bar, and single phase AC. power of 200 watts.
For details write to Prodaid Engineers Pvt Ltd, 18, Govt. P.U. College Road, BDA Industrial Suburb, Peenya, Bangalore – 560 058 Telefax: +91 80 28374961 Email: prodaid@ vsnl.net or visit www.prodaid.com
Kusam-Meco introduces Digital Earth Resistance Soil Resistivity Tester “KUSAM-MECO” has introduced a New Digital Earth Resistance Soil Resistivity Tester Model KM 1320. It can be specially for measuring Earth Resistance, Soil Resistivity, Earth Voltage, AC Voltage. Adopting the latest Digital & Micro-processer Technology for precise 4-pole, 3-pole & simple 2-pole method for Earth Resistance Measurement. This meter has 4 digit super large LCD display of host machine with blue backlight & bar graph indication that can be seen clearly in dim places. At the same time it can store 300 sets of data, fulfilling historical inquiry & online real time monitoring through monitoring software, dynamic display, alarm indicator, & with the functions like historical data access, reading, preservation, report forms, printing and so on.
cess (Read) & Alarm functions. It has also Electromagnetic Feature. It display “OL” icon on display when exceeding measuring range is overrange & also display “NOISE” icon when interference voltage exceed 5V. It can measure auxiliary earth resistance 0.00Kilo Ohms. The Insulation resistance is over 20Mega Ohms (between circuit & enclosure @ 500VDC) & withstanding Voltage AC 3700V/rms (between circuit & enclosure).
It measures Earth Resistance from 0.00 ~ 30.00 Ohms with 5 times/sec measuring rate, Soil Resistivity from 0.00 Ohms ~ 9000 Kilo Ohms with measuring rate 5 times/sec & Earth Voltage AC 0.0 ~ 600V with 3 times/sec measuring rate. Measuring method of Earth Resistance by rated current change-pole method, Soil resistivity by 4-pole measurement & Earth Voltage by average rectification (between P(S)-ES). Frequency Measurement ranges are 128Hz/111Hz/105Hz/94Hz(AFC). It’s short circuit Test Current is AC 20mA max. & Open circuit test Voltage is AC 40V max.
It meets the requirements for CAT III 300V, CAT IV 150V with Pollution degree 2 & is CE approved. The meter meets the requirement for IEC61010-1, IEC61010-031, IEC615571(Earth Resistance), IEC615575(Soil Resistivity), JJG 366-2004.
It has Data Storage, Data Hold, Data Ac-
This meter is widely used in Electric Power, Telecommunications, Meteorology, Oil Filed, Construction, Lightning Protection, Industrial Electrical Equipment & other Earth Resistance, Soil Resistivity, Earth Voltage, AC Voltage measurement. This meter operates on DC 9V battery x 6. It’s dimension is 215(L) x 190(W) x 95(H)
mm & weight about 4.5kg including accessories. It is supplied with Carrying Case, Standard Testing wires 4nos., Simple Testing wire 2nos., Earth Rods 4pcs., Battery, Operating manual, Software CD & Rs232 Communication cable. For further details write to: Kusam Electrical Industries Ltd, G-17, Bharat Industrial Estate, T J Road, Sewree (W), Mumbai 400 015 Tel: +91-22-24181649/ 24124540 Email: firstname.lastname@example.org
Indo-MIM carving a niche with “Value Engineering” concept worldwide Value Engineering was introduced at the “Manufacturing Innovation Conclave” organized by CII along with BMGI India The monotonous technologies have taken a back step, playing the role of mentors and the new innovative technologies are carving a niche in the industry to innovation; this is not only being the mantra of Indo-MIM Tec. Pvt. Ltd, but has been imbibed thoroughly for future endeavor.
been providing designers with an ability to meet the demanding performances and cost goals. It has a high level of inherent capability, which makes it one of the most suitable processes for manufacturing small, complex metal parts for automotive applications.
To show the power of innovation in the manufacturing arena in creating sustained business growth, Indo-MIM, a leading supplier of intricate and complex parts for the global automotive industry also had a role to play in the summit held in capital on 21st June 2013 with a theme “Innovation: Setting the wheels in motion to rapid & sustained growth” organized by CII along with the knowledge partner BMGI India. Not only the MIM (Metal Injection Molding) technology was introduced to the panelists, but at the same time, Value engineering, which is always at the forefront of the MIM application, was discussed at length for enhanced understanding.
Value Engineering, which we understand is the process of improving the value of a product at every stage of the product life cycle. At the development stage, Value Engineering improves the value of a product by reducing the cost without reducing quality. At the maturity stage, Value Engineering reduces the cost by replacing the costly components by cheaper components. It also tries to improve the value and quality of the product. Keeping the concept in mind, Value Engineering is always at the forefront of MIM application.
MIM technology has been accepted by the industry as a reliable and cost-effective production technology which are being used in many different and demanding applications, such as fuel systems (injectors, pumps, and armatures), power trains (rocker arms and hydraulic spools), gearboxes and turbochargers (vanes, rollers, spacers, bushings and rings)and as process capabilities continuing to evolve, MIM has
The problem is designated and the boundaries are fixed, thus enabling an MIM designer to develop innovative solutions tailored to a customer’s specific problems. Over the past 16 years, Indo-MIM has successfully helped its customers migrate from complex- shaped steel components in conventional machining and casting technologies to MIM. Indo MIM’s migration approach to MIM helps customers realize quality and reliability improvements with significant reductions in product cost, all at the same time. To further refine its
value engineering approach towards MIM product development, Indo-MIM regularly uses advanced Six Sigma and Shainin Design of Experiments (DOE) techniques in the context of a strong Advanced Product Quality Planning (APQP) process to facilitate a highly robust product development process. The advantages of this approach can be observed in the relatively troublefree production ramp of many programmes at Indo MIM. Significant attention is given to process design, FMEA, pokayoke techniques while developing an optimum MIM production process for all parts under development at Indo-MIM. However MIM technology is changing the scenario, bringing together a school of thought exactly opposite to this conventional wisdom by enabling designers to experiment with various complex geometries and materials, all the time keeping in mind the ultimate aim of satisfying client requirements.This way, it allows the designers to dream beyond boundaries, and move away from the mundane approach of DFM (Design for Manufacturing) Indo-MIM, a leading developer based in Bangalore, India has been at the forefront of driving the migration of technology from conventional casting/machining to MIM. For more information on the MIM technology and the company, visit www.indo-mim.com
Rotolinear offers Expanding Clamp Type Couplings Bangalore based Rotolinear Systems offers Metal bellow couplings with expanding clamp KB3 type. These coupling come one side male and other side female bore. These miniature couplings are available in torque rating of 0.5Nm,1 Nm,1.5Nm, 2Nm, 4.5Nm & 10Nm. The material of Bellows will be stainless steel and standard hub will be aluminium ( stainless steel also available). The standard
couplings can be used for upto 15000RPM and above 15000RPM it has to be dynamically balanced and we will provide the ceritificate for dynamically balanced couplings. For further details write to Rotolinear Systems, 72, Ground Floor, 1st Main Road, 19th Cross, Myakal Muniswamappa Layout, Near Chowdeswari Bus Stand, LIC Colony, Yeswanthpur, Bangalore – 560 022 Tel: +91 8023572855 Email: email@example.com July 2013
THE LAST LEAF Dear Readers, A popular explanation of the term CSR is the continuing commitment by businesses to behave ethically and contribute to economic development, while improving the quality of life of the workforce and their families as well as of the local community and society at large. CSR can not only refer to the compliance of human right standards, labor and social security arrangements, but also to the fight against climate change, sustainable management of natural resources and consumer protection. June 8th was observed as World Oceans Day, wherein attempts were made worldwide to protect the ocean and our ecosystem. I am sure each one of us would have made attempts to do our bit to conserve drinking water, given the fact that apart from air we breathe, water is the most important substance that we need to survive. In fact, we could last only for a week, without it. We too often take its limited supply for granted, yet our lives depend on it. This clearly implies that water conservation should be everyone’s business and not just CSR projects of big corporations. A website www.eartheasy.com gives some details about saving water. (Courtesy: Asia Spa) The dynamic situation of the US becoming energy independent by 2020 is a complete game changer. One can imagine the advantage if the manufacturing with the cheapest energy in the world in a political climate that is more reliable than other countries. This would surely be a driver for majority of the manufacturing remaining in US in future, instead of shifting or expanding to low cost countries. As seen in June, U.S. manufacturing activity grew,owing to a pickup in new orders, exports and production. Better economic growth overseas is boosting U.S. exports and could help American factories rebound in the second half of the year.The Institute for Supply Management said Monday that its index of factory activity increased to 50.9 in June. That’s up from 49 in May, which was the lowest reading in four years. A reading above 50 suggests growth, while those below indicate contraction. In recent weeks, volatility has returned to the global financial markets as the Federal Reserve has signaled it could soon taper its stimulative bond-buying program. But any action would be conditioned on ongoing improvement in the U.S. economic data. Looking at the global market place, a report in Europe showed improvement in manufacturing activity in Britain, France and Italy and stabilization in Spain. And large manufacturers in Japan reported a positive outlook for the first time in nearly two years. In fact, the employment rose in Japan, at the quickest pace since May last year. The quarterly “tankan” survey showed that the outlook for services firms also increased. The stronger readings indicate that businesses are pleased with Prime Minister Shinzo Abe’s efforts to revive the nation’s stagnant economy. (Courtesy: www.theepochtimes.com) As always, we need your input on the industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about tomorrow’s manufacturing solutions. Till then, Happy Technology! Manoj Kabre Member, Editorial Advisory Board (EAB), MART July 2013
RNI No.: KARENG/2004/13614 Regd. Regn. No: KRNA/BGE/1016/2012-2014 Posted at MBC, Bangalore GPO, Bangalore - 560001 on 15th of every month