Manufacturers' Monthly - August 2016

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MANAGEMENT >> TECHNOLOGY >> SOLUTIONS

AUGUST 2016

TELEPORTING - A NEW MANUFACTURING TOOL?

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INSIDE >> 10

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Aussie brothers changing brake design

The world of IoT according to Siemens

34

Welding Safety - why it matters

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Expect more... from Gyprock

Expect more from Gyprock

®

see more at gyprock.com.au/more

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Inside­­ AUGUST 2016

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Managing Director: John Murphy

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anaging Editor: Branko Miletic M Ph: (02) 8484 0976 Fax: (02) 8484 0722 branko.miletic@primecreative.com.au Assistant Editor: Brent Balinski Ph: (02) 8484 0680 Fax: (02) 8484 0722 brent.balinski@primecreative.com.au Editor-at-Large: Alan Johnson Ph: (02) 8484 0725 alan.johnson@primecreative.com.au Art Director: Michelle Weston michelle.weston@primecreative.com.au

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28 6 Editor’s Comment

15 IT @ MM

28 Women in Industry

7 Management

19 Industry 4.0

30 Sustainability

8 Industry Comment

22 Automation

32 Cybersecurity

10 Automotive

24 Endevour Awards 2017

34 Metalworking

12 Robotics

26 Export

36 New Products

14 Apps in Industry

27 Manufacturing Leaders of Innovation

38 The Last Word

Behind the cover THE business founded by young engineer, STEM evangelist and entrepreneur Marita Cheng has just begun shipping its new product, Teleport. The thing is to think in international terms, believes founder Marita Cheng, robot builder and described earlier this year as “one of the most prominent and respected entrepreneurs” in the land. Started in 2013 with help from a $20,000 Melbourne Accelerator Program grant, 2Mar was not Cheng’s first robotics venture. Struck by the tiny female representation in her mechatronics/ computer science engineering degree (five girls out of 40 students) – as well as the

headstart the boys seemed to have with coding – she founded Robogals in 2008, aged 19. Through fun robotics projects and school visits, the not-for-profit studentrun organisation, aims to foster a love of STEM among younger girls. Robogals International has so far reached 50,000 girls, with 33 chapters in ten countries, and Cheng’s leadership earned her the Young Australian of The Year award in 2012.

Following this, her entrepreneurial work has a “greater good” flavour to it, starting with the smartphone or tablet-controlled Jeva robotic arm to assist disabled people and more recently with Aipoly.

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AUGUST 2016

TELEPORTING - A NEW MANUFACTURING TOOL?

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>>

Welding Safety - why it matters

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Manufacturers’ Monthly AUGUST 2016 5

Comment

BRANKO MILETIC – Managing Editor

It’s all over – bar the shouting

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INCE the last issue of Manufacturers’ Monthly we have (finally) gone through the painful breech birth that was our recent federal election. And by now we have a result - of sorts - the Turnbull coalition government has been returned to power, with a whopping majority of one seat.

So what does this mean for Australia’s manufacturing industry?

Well for starters, it’s a bit like the old adage ‘the king is dead, long live the king’!

However, in place of ‘king’ you can put the word ‘minister’, where we now have the utilitarian Greg Hunt replacing the ebullient Christopher Pyne to head up the industry portfolio.

For the manufacturing industry, this of course means very little. I say this, because looking at the track record, bar the submarine build announcement, which to be fair was

driven by the PM for national security purposes more than manufacturing, if this were a classroom, Pyne’s report card would read: ‘could try a little harder and should pay more attention in class.’

In other words, without a change of philosophy, Australia’s manufacturers will continue to be courted and flattered but will in the end be ignored for what is seen as being much sexier: house prices, taxes, infrastructure, and of course, national security.

As long as our political eliteregardless of their party affiliationtreats Australia’s manufacturing sector as economic wallflowers, it will continue to languish in some sort of netherworld where it can’t fully thrive while, at the same time, it also refuses to die.

The mainstream media too has not been very supportive of our manufacturers either. For example,

in a recent story in the Australian Financial Review (AFR), it was stated that: “Using the widelytouted estimate of a 30 per cent cost excess for local construction and mandated preference that they include Australian-made steel, the commission calculates that the level of assistance could exceed the peaks secured by the motor vehicle and textile, clothing and footwear industries during Australia’s protectionist era. As before, this new protectionism would favour one politically-preferred industry by imposing a cost on all others.”

What the AFR is trying to say here is that South Australia needs to be dissuaded from insisting that the new submarines should enjoy a higher-than-usual amount of locallymanufactured componentry in their build.

Oh the shock and horror of it all!

A state that has been gutted by the

loss of two major car manufacturers, a number of major components makers, and now is looking at having to toss its steelmaking into the neo-liberal economic abyss, has the unbridled temerity to try and secure as much manufacturing work as possible.

Looking at the near-shrill tone of the AFR (and other) articles, one could be forgiven thinking that we are about to resume the baby seal cull, but no, the media wants to enrage our moribund political class into jumping off the cliff of rational economics and throw its lot in with the same lot of geniuses who brought us wondrous trade agreements like NAFTA and the upcoming TPP. To all those who don’t fully understand what manufacturing really stands for, let me (loudly) reiterate the words of former US President Bill Clinton: “It’s the economy, stupid.” branko.miletic@primecreative.com.au

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Management Do your homework before chasing export sales Recent figures show that more Australian businesses are exporting, assisted by the lower dollar.

However, there’s a lot to consider before considering any new market, as Christelle Damiens, founder of Exportia, told Brent Balinski.

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FTER the horror period earlier this decade and a peak of around $US 1.10 in 2011, the Australian dollar has come down much closer to its historical average.

The AUD’s depreciation has been cited during the current run of positive PMI results – 12 straight months of growth, according to the Australian Industry Group’s research – and in recent export figures from the Australian Bureau of Statistics(ABS).

According to Austrade’s reading of the 2014 – 2015 ABS stats, 4,000 new companies joined the ranks of our exporters, bringing the number to over 51,000, and nearly 300 new manufacturers started exporting (total 9,306).

The potential for manufacturers to play a bigger role in international supply chains has been highlighted ad nauseum by various politicians and industry bodies, and – as the figures above show – there’s been a greater attempt made to reach export markets.

However, there’s a long list of things to examine before tackling an overseas market, as anybody who’s done it can tell you.

European-focussed (with particular expertise in France and Germany) SME consultancy Exportia assists advanced manufacturing, ICT, clean technology and other firms in the task.

Founder and managing director Christelle Damiens believes there’s a host of issues to research, including how well established a firm is in Australia (and if it actually needs to export to expand), what enquiries have come from overseas, what resources are available to get there and serve the market, and if the company’s IP is protected in the market.

Exportia has developed a “seven pillar” approach to the problem, including things such as the country, marketing, channels, customers

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and forecast. After that, a six- to 12-month strategy is established, then validated.

“We talk to roughly five potential customers – so if you’re in the tyre industry or want to target the tyre industry, we talk to very large European multinationals and ask ‘are you interested in that technology?’” she told Manufacturers’ Monthly.

“Then [they] give the feedback: ‘Which country is most likely to take on your product? Are the distributors really interested in selling your project? Are potential leads going to be hot or not? Are you

going to get some leads?’”

One of the consultancy’s success stories in Europe in recent years is vehicle power solutions specialist Redarc. The SA business engaged Exportia for tasks including in-depth market research, identifying the right market (France was a better fit than Germany, for various reasons). identifying suitable distributors, lead generation, eventually striking an agreement with a major distributor, and launch.

Another area where assistance is often needed is in securing export grants. Damiens adds that most

Christelle Damiens, founder and managing director of Exportia.

of Exportia’s offerings are covered by the Export Market Development Grant (EMDG) program, administered by Austrade.

The French market is one with good potential for manufacturers, believes Damiens, in sectors including water management and defence.

“There are large opportunities around defence, given the submarine contract, which has been allocated to a French company, DCNS,” she said.

“So that’s a very big focus for Australia at the moment. And that’s a way for an Australian exporter to be able to have some exports.”

The exact opportunities have yet to be properly defined, given the recentness of the announcement, she clarified.

“It’s just my [personal] interpretation… What I see as potential opportunities for Australian companies obviously are around 3D, around virtual reality, there’s a lot of electronics, a lot of different opportunities that are going to emerge with that contract,” said Damiens.

Overall, though the Australian dollar has lowered, the Euro has also come down recently, perhaps counterbalancing whatever benefits might’ve been enjoyed in Europe by Aussie exporters, she added.

However, successful Australian high-end manufacturers – as others have pointed out – are generally not competing based on price. Currency fluctuations aren’t as big a deal for these as they are for others.

“You don’t want to be too pricesensitive – you want to have a positioning that doesn’t make you too dependent on pricing,” offered Damiens.

“Otherwise you’re competing with cheap products. That’s not what you want to do.”

Exportia Australia 02 8068 9155 exportia.com.au Manufacturers’ Monthly AUGUST 2016 7

Comment Key enabling tech at the World Manufacturing Forum Over 550 manufacturing professionals gathered in Barcelona at the World Manufacturing Forum in May this year to consider Industry 4.0 strategies. Bruce Grey shares some observations.

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NDUSTRY 4.0 is basically about connected and automated machines that communicate with each other, and with the products that they process, including all kinds of components and resources, which are pre-produced and provisioned through the logistics chain.

Industry 4.0 goes hand in hand and depends on The Internet of Things (IoT), the network of physical plant and equipment, vehicles, buildings, cameras and even components on a product in use such as an aircraft—embedded with electronics, software, sensors, actuators, and network connectivity.

This allows vendors to communicate with their own products while these are used by customers, and to provide new “digital” customer services such as predictive maintenance.

Other key enabling technologies discussed at Barcelona were Augmented Reality, Additive Manufacturing and Automation.

An undisputed take away was that the impact advanced key enabling technologies and data analysis are having on world industry is huge, and

8 AUGUST 2016 Manufacturers’ Monthly

all companies, including Australian SMEs, will need to change how they operate to remain competitive.

From the presentations and discussion it was clear that industry 4.0 had officially reached a critical implementation point across the globe.

The main drivers of Industry 4.0 and the take up of other key enabling technologies today were: • The exponential increase in computing power and its decreasing cost.

• The rapid increase of data becoming available.

• Connectedness. More people are connected with personal technology than ever before.

The author participated in a discussion forum on the take up of these technologies, including This group included Germans, British, French, Italians and Americans.

At one point the moderator asked: “We see that in Germany the government has a clear and defined strategy for the uptake of Industry 4.0 and associated technologies, while at the other end of the spectrum we have America where their approach

could be classed as laissez-faire.

Where is Australia on this spectrum?”

I replied that in many respects Australia was further along than America in that our federal government now provides only minimal industry assistance, and this must be industry-led. That is, any take up of key enabling technologies will only happen if industry drives it.

Australia recently decided it was a poor use of taxpayers’ funds to continue supporting the auto industry. Consequently, all current vehicle manufacturers announced the intention to quit manufacturing here.

Compare this to the USA, where there is still a tariff of 25 per cent on imported SUVs. This has driven significant inward investment by the Japanese and Germans.

Further, when the global financial crisis struck, the US and Canadian governments invested billions of dollars in short-term support for their local motor vehicle industry.

Up until now in Australia it had been difficult to argue with this federal government approach, with Australia in its 26th year of continuous economic expansion.

Furthermore, Australia has a GDP/ capita higher than most European countries with a population over 20 million, a consequence of a very open economy responding quickly to global market signals. Also, the many free trade agreements that Australia had signed with fast growing Asian economies had continued the growth of exports where Australia had a strong comparative advantage.

However, with other major global economies becoming more protectionist and with the stalling of free trade negotiations such as TPP, the Australian government will have to become more fleet of foot in strategic decision making.

The first step has been the A$50 billion agreement with DCNS to supply 12 submarines.

Two of the main attractions of this agreement were that France would share and transfer its intellectual property and that all the submarines would be built in Australia.

Furthermore, DCNS agreed to create five Centres of Excellence, fostering career opportunities in fields such as composite materials, hydrodynamics, hull material and welding, marine corrosion and energy optimisation.

DCNS has committed to work with Australian universities to ensure more comprehensive naval engineering degrees include courses specialising in submarine-related subjects. DCNS’s own University will develop industrial skills in Australia each year by offering 50 Australian graduate students the opportunity to undertake graduate programs or traineeships.

The last two points are particularly relevant as Australia has a very poor record in collaboration between companies and the publiclyfunded research sector including universities, CSIRO and ANSTO. The Cooperative Research Centre Program which has operated for over 25 years has not succeeded in rectifying this poor performance.

The current Innovative Manufacturing CRC is expected to work closely with the Advanced Manufacturing Growth Centre and increase its focus on the defence and medical technology sectors.

The jury is still out to see if this will result in a faster uptake by Australian companies of the very critical key enabling technologies outlined above.

Bruce Grey was Managing Director of the Advanced Manufacturing Cooperative Research Centre, a position he held for four and a half years, until April 2014. He currently holds numerous directorships and is also Patron Founder of Manufacturing on the Move - a Window on High-Value Manufacturing in and from Australia. manmonthly.com.au

comment New ministry reflects commitment to manufacturing The appointment of Greg Hunt as Industry, Innovation and Science Minister was a welcome reflection of the government’s vigorous and essential commitment to industry.

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nation’s small and medium-sized companies within lucrative global supply chains.

Hunt, who has spent nearly a decade in the environment portfolio and has experience across portfolios and in the private sector, now has responsibility for industry, innovation and science. His depth of knowledge and sophisticated understanding of policy should particularly encourage manufacturers who are making investments in sustainable outcomes.

As environment minister, he delivered the Clean Energy Innovation Fund, a billion-dollar renewable energy program with a strong focus on innovation.

Pyne will be overseeing an estimated $90 billion of naval defence projects.

HE flavour of the Prime Minister’s new ministry places advanced manufacturing and high value global supply chains squarely in the spotlight.

Following the first election in living memory that was run on the importance of advanced manufacturing to Australia’s economic future, Prime Minister Malcolm Turnbull reshuffled his ministry on July 18, expanding cabinet to 23 members and appointing Greg Hunt to industry, with Christopher Pyne moving to the newly created Defence Industry portfolio.

Pyne’s appointment gives defence industry the emphasis it needs. He will have responsibility for improving Australian advanced manufacturing capabilities, and positioning the

Turnbull says this new role will ensure that the billions being invested in naval shipbuilding is fully leveraged to build long term Australian industry capability.

“We will be rolling out our historic defence industry investment, building new jobs and opportunities in the advanced manufacturing sector right across the national supply chain, for businesses big and small,” the Prime Minister said.

“This will be transformative for our economy … It will drive the jobs and the growth in advanced manufacturing.”

Pyne promised to work hard to ensure procurement dollars are spent in Australia.

“Our defence industry has the capacity to be an economic and

innovation driver as we shift from the post mining construction boom period into a new age of innovation.

“As minister I will be focused on ensuring we grasp this once in a generation opportunity and ensure our plans for job creation and economic growth are realised,” Pyne said.

Other moves in the reshuffle include the Nationals’ Matt Canavan claiming resources, the Nationals’ Michael McCormack getting small business, and Josh Frydenberg gaining the super portfolio of energy and environment. Angus Taylor retains his role as minister assisting on digital transformation and cities within the Prime Minister’s portfolio.

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Automotive Echuca brothers drive Aussie invention to market Tested in demanding NASCAR and Touring Car racing environments, an Australian brake rotor innovation is ready for the market, according to the company behind it. Brent Balinski spoke to OzBrakes’ Colin Lagoon about the road ahead.

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FTER roughly a decade of testing and development, a two-man team based out of Echuca believes it’s on the brink of either breakthrough or failure.

What they’ve been working on is a type of brake rotor they say can wipe the floor with anything out there, making use of a novel alloy and delivering benefits in durability, heat transfer, performance and lightness.

Among other situations, it’s been put to the test on racetracks, including Australian Touring Cars and NASCAR Arca Racing Series, as well as in trucks, taxis, mining vehicles and elsewhere.

“The motor racing has been a good test bed, but not the prime focus of our ultimate sales, I guess,” Colin Lagoon, marketing director at OzBrakes, told Manufacturers’ Monthly.

“The category [we’re targeting] is pretty much high-performance transport, and that’s heavy haulage; also public transport aspects, emergency vehicles. We’ve been talking to quite a few people in those categories.”

Lagoon’s brother Mat, a longtime automotive engineer and mechanic on various US and Australian racing teams, is behind the metallurgic recipe.

Part of the Lagoons’ special sauce is a ductile iron formula, which Colin describes in terms of Rice Bubbles to regular cast grey iron’s Corn Flakes.

The microstructure of OzBrakes’ product is spherical, providing benefits with heat dissipation – critical for rotors’ performance.

“If you put an oxy torch on a piece of steel you get a hot spot if you hold it there long enough,” he explained.

“If you put the same oxy on a ball bearing, you’ll see the flame dissipates around the sphere.”

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Aiming globally Australia does have a few highprofile automotive manufacturers, serving high-performance clients, notably ASX-listed PWR Performance Products (a cooling solutions specialist, with customers including NASCAR and Formula 1 teams) and Carbon Revolution (a one-piece composite wheel-maker and supplier for high-end vehicles).

OzBrakes will be hoping to follow this lead in supplying premium aftermarket products.

slots or holes, which also help transport gas and liquid away (trapped heat, gas and liquid impede performance – known as brake fade).

“So minimal brake fade, that’s the interesting part,” said Lagoon.

“We’ve seen that in a couple of the mining rotors we’ve made. So what are they? About 750mm in diameter.

So you don’t throw those in the back of your ute.”

Less heat also helps maintain the integrity of the rotors’ shape (minimising run-out) which is critical

The category [we’re targeting] is pretty much highperformance transport, and that’s heavy haulage; also public transport aspects, emergency vehicles.”

According to testimonials and promotional material provided by OzBrakes, an unnamed Geelong taxi has gone 400,000 kilometres on a single set of OzBrakes’ rotors, and an ARCA stock car clocked up “over 1,000 miles” without needing to change.

According to the same material, they have had success in gaining preferred supplier status for an unnamed “major transport company”, have impressed Pitman Trucks’ CEO and founder Dave Pitman (who assisted in development for trucking brake rotors) and have earned the endorsement of several racing professionals.

The appeal of better heat dissipation in brake rotors for truck users is easy to see. The heavier the vehicle, the more weight they have to stop when braking, and thus the more friction.

It’s the reason brake discs have

for performance and safety. They also claim their product outperforms rivals such as Bembo and PFC in tests, and reduce weight by a third.

The company manufactures at

“several foundries” in Victoria, most recently a site at Coburg.

Its next steps include trying to get the word out here and internationally – including among contacts fostered over the years in the US – as well as pursuing R&D and Export Market Development Grants. It is also seeking equity partners.

“I guess where we’re situated now is restricted by funding – I’ll be straight up about that,” confessed Lagoon.

“And that makes the steps we take very slow.”

As anybody who has tried to start a business knows, it takes more than a product you’re excited about – as well as patience, the right backing, and a little luck – to be successful.

The future is exciting, though, believes OzBrakes. They have faith that what they make beats anything out there, and that the market will gradually come to know this.

OzBrakes 0415 655 350 www.ozbrakes.com.au

A novel alloy is behind the heat dissipation of OzBrakes’ products.

manmonthly.com.au

Robotics Australian inventor wants to beam us up The business founded by young engineer, STEM evangelist and entrepreneur Marita Cheng has just begun shipping its new product, Teleport. Brent Balinski spoke to Cheng about getting robots into our homes.

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T’S not northern California, Boston, Odense or any of the other world-famous robotics clusters, but operating out of Richmond, Melbourne – where 2Mar Robotics builds its machine – is no barrier to catching the global wave in personal robots.

The thing is to think in

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international terms, believes founder Marita Cheng, a robot builder who was once described earlier this year as “one of the most prominent and respected entrepreneurs” in the land.

“We try to think globally, and already we are thinking about our next product, in the global context,

in terms of how it will make an impact at different expos and [with] the export opportunities that we have,” Cheng told Manufacturers’ Monthly.

“I have a business partner in San Fran now, working on artificial intelligence, but also helping me scope out for our next product –

maintaining a global vision is very important.”

2Mar started shipping pre-orders in July for its Teleport product, a web-controlled telepresence machine, able to look ahead and downwards simultaneously and adjust in height from 1.2 metres to 1.7 metres. This allows “a much better, much more immersive, exciting experience,” said Cheng.

Cheng – who also co-founded Aipoly, a machine vision company enabling blind people to perceive their surroundings – is already thinking about what to build next.

She excitedly mentions a virtual reality version of Teleport as well as a version with a robotic arm during the conversation.

Interest for the just-released product has been good so far, said Cheng, coming from museums, hospitals, home security businesses and elsewhere.

All the units are designed and assembled by a small team out of Richmond.

“Software engineers, mechanical engineers, electrical engineers, project managers, assemblers – we’re all preparing to get our robots ready for our first run,” explained Cheng.

As well as in settings where telepresence is useful – saving on travel costs for meetings and presentations, for example – there is the potential in healthcare and other areas.

“We’re looking into running a trial now with kids in hospitals, so when [a patient] finds out they have an illness and have to go to a hospital far away from their home town, they can immediately get a robot into their school,” said Cheng.

“Even when they’re far away they can continue to go to school, see their classmates, continue to interact at home with their family.” manmonthly.com.au

Robotics A young leader Started in 2013 with help from a $20,000 Melbourne Accelerator Program grant, 2Mar was not Cheng’s first robotics venture.

Struck by the tiny female representation in her mechatronics/ computer science engineering degree (five girls out of 40 students) – as well as the headstart the boys seemed to have with coding – she founded Robogals in 2008, aged 19.

Through fun robotics projects and school visits, the not-for-profit student-run organisation, aims to foster a love of STEM among younger girls.

Robogals International has so far reached 50,000 girls, with 33 chapters in ten countries, and Cheng’s leadership earned her the Young Australian of The Year award in 2012.

Following this, her work has a “greater good” flavour to it, starting with the smartphone or tabletcontrolled Jeva robotic arm to assist disabled people and, more recently, with Aipoly.

Handling fiddly tasks Dexterous manipulation remains a great challenge to leaders in the field. Cheng describes it as an “interesting problem”, but it could be understood as several problems; picking up an item is a combination of including mechanisms, sensors, algorithms and a sense of touch.

As Andrew Moore, dean of computer science at Carnegie Mellon University told an interviewer last year: “One of the reasons we’re having this renaissance in AI in the last few years is that we’ve become very good at computer vision… But we have not had the same success in grasping and manipulation.

“Roboticists around the world are focusing on that.”

Deep learning concepts have offered hope, and Cheng is using the machine learning approach to make her grippers more effective.

“So one thing I want to do is [the user] wants these robot arms to machine learn everyday tasks, do these everyday tasks over and over again, so they know the right angle to

pick up a cup or grab a chair or what angle they need to do it at in order to grip the cup without spilling water over the floor or themselves,” she said.

Cheng added that another challenge was to make robotic arms that were cheap enough for mass adoption. Cost, she said, was the main challenge to making such robots appealing to global customers.

“And so if we create our robots and put the right electronics in there, then our robots can be very clever, and will be able to do many tasks.”

An exciting field Robots in households are a new thing, with the first mainstream example only seen early in the millennium (iRobot’s Roomba vacuum).

According to some, we’re entering an era of personal, household robots, with early examples (capable of more versatility than a Roomba) including the Jibo “social robot” released last year, SoftBank’s Pepper and Blue Frog’s Buddy.

As a young robotics entrepreneur of 27, Cheng is plying her trade in an era of unprecedented opportunity and excitement.

Not long before this magazine spoke to her, the Elon Musk-founded OpenAI announced its number two technical goal: enabling an offthe-shelf robot to perform basic housework tasks.

Some of the finest minds in AI are on the task of giving machines the powers of Rosie, the Jetsons’ robot.

The theme again provokes excitement from the 2Mar founder, who has elsewhere recalled being bored with household chores as a child a reason she first wanted to make robots.

“It’s something that me and my team are very passionate about, so we’re very excited about the announcement and are very proud to be a part of the industry, because one of our next products will actually tap into the household robot [theme] to do everyday tasks,” she said.

“We just hope that we can work quickly enough to get our next products out there in time, in order to catch that wave.”

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Manufacturers’ Monthly AUGUST 2016 13 ManMon_MTIQualos_Bison HalfVert.indd 1

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AppsIN MANUFACTURING Manufacturing Apps

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HERE are literally thousands of manufacturing apps that can be used on a variety of mobile (and fixed) devices and across iOS and Android operating systems.

These apps are designed to drive productivity and efficiency, streamlining every step of product design and product delivery, and can monitor your entire manufacturing process if required.

Some of the most useful apps are those that eliminate ‘old world’ inefficiencies, providing a way for manufacturers to do ‘paperwork’ from their smartphone or tablet.

In other words, doing away with cumbersome paper forms, rekeying data into software systems and storing documents is probably the cheapest, quickest and easiest way to increase efficiency.

These offer completion, for example, of WH&S or any other form, accessible from the shop floor worker’s mobile, allowing completion of critical inspections and results sent real-time to a supervisor and maintenance manager. Automatic, instant generation, sharing and storage in the Cloud for easy access for WH&S inspections is just one benefit of online manufacturing apps.

Following are some popular manufacturing apps that can be downloaded today.

Manufacturing Industry-Specific Apps

Structural Steel Manufacturing Safety Checklist Australia

Electrical Switchboard Switchroom Manufacture Safety Checklist Australia

Pest Control Treatment ReportHACCP Mentor

Description: How are people in structural steel manufacturing getting hurt? Muscle stress/strain from general duties including repetitive work; damage to eyes from particles, lacerations and amputations and hearing loss. http://www.gocanvas.com/mobile-forms-apps/7100-StructuralSteel-Manufacturing-Safety-Checklist-Australia-

Description: The Electrical Switchboard & Switchroom Manufacture Safety Checklist mobile app tracks all the different work processes associated with the production of electrical equipment through a visual inspection. http://www.gocanvas.com/mobile-forms-apps/7356-ElectricalSwitchboard-Switchroom-Manufacture-Safety-Checklist-Australia-

Description: Quality pest control is a must in food processing environments and with this mobile application, you can conduct checks anytime, from anywhere and using any mobile device. http://www.gocanvas.com/mobile-forms-apps/18337-Pest-ControlTreatment-Report-HACCP-Mentor

Metal Manufacturing Material Handling Safety Checklist Australia

Production Hygiene Start up ChecksHACCP Mentor

Textile Manufacturing Fabric Storage and Equipment Safety Checklist Australia

Description: The storing of steel poses numerous potential hazards that may easily lead to injury if suitable measures are not in place. http://www.gocanvas.com/mobile-forms-apps/7105-MetalManufacturing-Material-Handling-Safety-Checklist-Australia-

Description: This mobile HACCP form allows you to record the check that you complete prior to production start-up or otherwise known as a preoperational check. http://www.gocanvas.com/mobile-forms-apps/18613-ProductionHygiene-Start-up-Checks-HACCP-Mentor

Description: The Textile Manufacturing Fabric Storage and Equipment Safety Checklist (Australia) mobile app is intended to reduce risks of manual task injuries when handling fabrics. http://www.gocanvas.com/mobile-forms-apps/7094-TextileManufacturing-Fabric-Storage-and-Equipment-Safety-ChecklistAustralia-

Plant Identification Register OHS Checklist Australia

Plant Certification OHS Report Australia

Eye Injuries Safety Checklist Australia

Description: The Plant Identification Register OHS Checklist (Australia) mobile app assists in evaluating the following items from your smartphone or tablet: Company Site, Date, Project, Site Supervisor, Submitted to, Type, Registration Design & Design No: Item & Item No., Purpose (use on Site), Inspection, Inspected By (competent Person) and Check List Record. http://www.gocanvas.com/mobile-forms-apps/8237-PlantIdentification-Register-OHS-Checklist-Australia-

Description: The Plant Certification OHS Report (Australia) mobile app allows you to capture, document and send the inspection report and certification by a responsible person from your mobile device. http://www.gocanvas.com/mobile-forms-apps/8236-PlantCertification-OHS-Report-Australia-

General Australian Manufacturing Apps

14 AUGUST 2016 Manufacturers’ Monthly

Description: Eye injuries are a major cause of lost working days in Australia, predominantly in the manufacturing industry. http://www.gocanvas.com/mobile-forms-apps/7103-Eye-InjuriesSafety-Checklist-Australia-

manmonthly.com.au

IT@MM Five tips to creating a process-centric organisation There is a widespread misconception about what a truly process-centric organisation looks like.

Many people have the impression that it is an organisation filled with documentation and constant audits, where operations and innovation are tightly constrained. By Ivan Seselj, CEO of Promapp.

R

EALITY, however, is very different. Process-centric organisations can actually promote dynamic, innovative behaviour. Rather than being constraints, clear processes can help identify and enable new ideas and new ways of working.

Within these organisations, the positive impact of process management on everything from customer service to staff safety is recognised. Rather than simply focusing on the creation of documentation as the end goal, these organisations are putting the power of process to work in practical ways.

The journey to becoming a processcentric organisation is one that is easy to start and can deliver benefits immediately. Here are five key points to consider when starting out.

1. Believe in the ‘why’ Everyone in the organisation needs to understand and genuinely believe in the ‘why’. What’s the burning platform? Why does the organisation really need to change? How will this impact long-term strategy and success?

If everyone is not on board, efforts to change will be a waste of

time. For this reason, the role of the leadership team is vital - they must clearly express belief in the company and in the important role that processes must play.

2. Process ownership For a process-centric culture to permeate an organisation, teams need to ‘own’ their own processes. They need to understand responsibilities and how their activities fit into the big picture.

An effective ownership framework needs to operate from top to bottom.

First, senior management must have complete buy-in and they should communicate this clearly and regularly. Second, Process Champions should be appointed to ensure activity remains on track and teams stay focused on the task. Third, there are the Process Owners who actually work with the processes every day. They are responsible for establishing and improving processes over time.

3. Information management Process-centric organisations must have the ability to centrally store and manage their process knowledge. This central store

becomes the repository for corporate knowledge about all processes and is an invaluable asset to drive ongoing innovation.

Simply storing information on the G: drive or in Word documents doesn’t work. What staff really need is quick access to simple, understandable guidance that helps guide their behaviours every day.

4. Avoid the big bang start.

Racing to capture thousands of processes to build a complete library of information is a knee-jerk move, often in response to a realisation that processes aren’t adequately understood or controlled. Not only is it unnecessary, it can actually result in the opposite of the intended outcome, further damaging the process culture.

Rather than taking a Big Bang approach - teams can start by brainstorming the list of processes they operate, then selectively move forward, tackling real problems first so people understand it’s being done to drive real outcomes - not just to satisfy audit requirements.

Identifying and sharing quick wins will motivate staff to seek further success.

5. Sustain the culture Sustained effort and innovative improvement lie at the heart of every process-centric organisation. As well as clearly understood responsibilities, a communication plan to intentionally share successes and wins will help keep teams engaged and motivated.

Another recommended tactic is to set up ongoing structures that can’t disappear when the next priority project turns up. Perhaps a quarterly centre of excellence meeting, tracking reports for the executive team or regular cross functional innovation workshops. Whatever the format - set up a mechanism that drives ongoing and sustainable effort towards improving how teams work.

Despite what many think, the journey to becoming a process-centric organisation is not difficult to start, and can quickly become a springboard for innovation. Rather than being an administrative effort that drains the goodwill of teams, process-centric organisations are efficient, agile and ready for the next big challenge.

Promapp 02 8188 2718 www.promapp.com

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Manufacturers’ Monthly AUGUST 2016 15

IT@MM Easing the Strain of Virtualised IT Virtualisation is an innovative technology that has changed the way businesses work with IT. The virtualising of servers, networks, and storage is now highly commoditised, and businesses of all sizes have adopted it. By Arun Balachandran, Product Marketing Manager, ManageEngine.

M

ANY enterprises have focussed on server virtualisation to increase the flexibility, efficiency, and costeffectiveness of their data centres.

These businesses are also leveraging server virtualisation as an important starting point on their journey to adopt cloud computing. Server virtualisation is thus moving beyond basic consolidation, and into a strategic enabling of technology for organisations looking to move towards a cloud experience.

The Challenges of Managing Virtual Environments Although server virtualisation offers plenty of benefits to businesses, it also introduces many new complexities from an IT management point of view. Due to the dynamic and complex nature of virtual environments, and their co-existence with physical and cloud components, IT administrators have to deal with a new set of challenges, including the following:

Complex Root Cause Analysis When an organisation virtualises its server environment, it is basically adding a new layer of complexity to the whole system. This new layer can cause new problems, though, which can be hard to diagnose and troubleshoot.

Organiations may struggle to find a link between physical and virtual machines (VMs), and the resources available, to sustain key business applications.

Additionally, applications may keep moving from one host to another based on the load, which can complicate keeping track of these applications.

16 AUGUST 2016 Manufacturers’ Monthly

VM Sprawl Since it has become so easy to provision new VMs and applications in the data centre, the number of active VMs could go unchecked. Many companies don’t have policies in place to plan or manage VMs, or to tell if these VMs are still used or needed in a production environment. As a result, VMs accumulate over time and suck up computing resources, as well as backup and disaster recovery resources.

No Clarity in Transaction Flow Transactions move critical data and information from one part of the IT infrastructure to another, and they typically span multiple subsystems such as database, storage, and more. With virtualisation, a whole new level of abstraction is introduced to the system.

As a result, many organisations tend to lose visibility into the transaction flow needed to run their business services.

This blind spot impairs their ability to effectively manage the availability and health of critical web applications.

When there is an interruption, the IT teams may not be able to pinpoint the exact root cause, and could end up spending hours trying to isolate the problem

Increased Impact of Server Hardware Failures When a physical server fails while running multiple VMs, all the workloads on that server will be affected. When the server consolidation level increases, more workloads will be assigned to each server, and thus be impacted by further server failures. manmonthly.com.au

IT@MM

Capacity Planning Critical Due to the dynamic and complex nature of virtual environments, there are increased chances of IT teams under-provisioning resources. In such scenarios, the performance of business-critical applications and services could be affected by the resource shortage.

The reverse effect is also possible; IT teams might designate more resources than necessary for certain services, thereby impairing overall operational efficiency. Hence, post virtualisation, businesses need to plan capacity effectively to ensure optimal performance of their applications.

operational intelligence to monitor complex virtualised infrastructures.

The overall health of a virtualised environment depends on the combined performance of its physical, virtual, and cloud systems.

Most traditional tools neither help in capacity planning nor provide adequate performance metrics relevant to virtual environments.

As a result, they are unable to effectively diagnose, isolate, and resolve performance issues in a hybrid IT environment.

To overcome these challenges, the IT team needs to look beyond tools that follow the traditional monitoring approach.

The Drawbacks of Traditional Monitoring

The Right Strategy for Virtualised Environments

Traditionally, most organisations prefer a silo-based monitoring approach for their physical servers, and have tried extending this to their virtual servers as well.

However, the tools were generally unable to provide the necessary

The good news for businesses today is that there is a bevy of virtualisation monitoring tools available in the market. Some of these tools help with monitoring and troubleshooting performance issues, while others help with

capacity planning and chargeback of virtual infrastructure resources.

The ideal monitoring strategy should include end-to-end performance monitoring of the entire virtualised data centre - including virtual desktops, hypervisors, VMs, applications running on the VMs, servers, and storage hardware. This will enable IT admins to proactively identify performance issues across the application delivery chain and initiate remedial actions quickly, to ensure a great user experience.

The interests of the organisation will be well served if they choose monitoring tools that provide capacity planning analysis in addition to performance monitoring statistics.

This information will help IT teams learn more about how effectively their VM resources are utilised, so they can make educated decisions about resource allocation, without under- or overprovisioning resources.

There are some monitoring tools that help to dynamically provision VMs based on workloads.

Workloads can be spun down when not in use. On certain occasions, they can be even shunted out to a public cloud, if they are not critical.

This will allow the mission-critical workload to use the available, inhouse physical resources.

Finally, it is better to opt for monitoring solutions that support multiple virtual platforms, such as VMware, Microsoft Hyper-V, and Citrix, rather than choosing a mix of management tools. A single monitoring solution cuts the complexity of virtualisation monitoring and management.

By re-inventing their monitoring strategy in a holistic manner, enterprise IT departments can be confident that their services meet their business goals.

ManageEngine 1800 631 268 www.manageengine.com

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Manufacturers’ Monthly AUGUST 2016 17

IT@MM Keeping modern manufacturing secure

I

N the classic factory of the 1950s, security was simple. Managers strolled from their offices on a floor that towered over plant activity, observing whether or not shift crews below were doing what they were supposed to do. Because employees knew the eyes of a supervisor may be upon them at any time, they were less inclined to cheat the system – such as slipping any of the company’s property or product into their pockets, or sabotaging a machine out of spite.

Motives were, on the whole, aligned; what was good for the business was good for everyone involved.

Fast-forward six decades and it’s a different story. With advancements in information and communications technology, the manufacturing industry has undergone significant transformation.

Today, manufacturing employees are more likely to operate advanced technology from their computers and mobile devices, rather than undertake physical work. They are empowered to connect remotely, set their own hours and even self-determine how to effectively perform assigned duties. As opposed to their factory counterparts of prior generations, their tools aren’t welding machines, circular saws and drills; they’re tablets, smartphones and thumb drives. They don’t follow instructions from an assembly book stocked on a shelf; all best practices and guidance is stored on a server. But that’s also where an abundance of sensitive, proprietary data about customers is kept, as well as information about electronic payments to both suppliers and workers.

controls in place, the current level of empowerment – which ultimately serves a positive, productive purpose for organisations – can be abused.

It’s fairly unfeasible to “watch” over everything when there are so many employees now connecting to manufacturing systems both inside and outside a traditional factory environment. Toss in an expanding influx of contractors, partners and other non-staff enterprise users, and you invite additional risk.

It’s worth noting here that not all security breaches are the result of a malicious insider. Personnel or contractors may play the role of the unintentional insider where they can be ‘tricked’ into downloading malware and introducing this into the network.

Or they can lapse into sloppy habits, such as sending corporate materials to

The outside threat

The insider threat Years ago, those eyes made it more difficult for a disgruntled crew member to surreptitiously slip a blueprint into his lunchbox. Today, it’s much easier for the same worker – perhaps unhappy after years of stagnant career progression – to abruptly quit, transfer the entire R&D library on to a thumb drive and deliver the stolen information to a competitor. Without proper monitoring and auditing 18 AUGUST 2016 Manufacturers’ Monthly

it profitable. Whilst it’s important to give employees the latitude they need to do their jobs, the business also needs to retain visibility into their actions.

A robust security measure that is able to do this includes three important pillars: Data capture - Implementing a lightweight endpoint agent can capture data without disrupting user productivity. A system like this can monitor the data’s location and movement, as well as the actions of users who access, alter and transport the data. Collected user data can be viewed as a video replay that displays keys typed, mouse movements, documents opened or websites visited. This unique capability provides irrefutable and unambiguous attribution of end-user activity.

Behavioural audit – Understanding how employees act will help pinpoint unusual or suspect behaviour enabling closer monitoring for those deemed high risk.

Focussed investigation – If a clear violation is detected it’s important to pinpoint specific events or users so you can assess the severity of the threat, remediate the problem and create new policies to stop it happening again.

their home computers on vulnerable, private email accounts. Of course, they can also outright lose things (devices, USB flash drives, etc.) which can end up in the wrong hands.

To combat the insider threat, manufacturers need to empower the organisation to better protect the information and data that helps make

Over the last decade there has been a huge uptake of technology and online systems to create new efficiencies and improve operational effectiveness through the sharing of information.

However with every opportunity comes risk, and given the growth of the Industrial Internet of Things (IIoT) and big data it’s no surprise that cyber security has been elevated to one of manufacturers’ biggest risk factors. In fact, according to IBM, manufacturing was the second most targeted industry in the US for cyber-attacks in 2015.

So whilst networked products (known as IIoT in manufacturing) mean there are virtually endless opportunities and connections that can take place between devices, it also means there are a number of risks due to the growth in data and network entry points. In many cases,

manufacturers have been quick to embrace the benefits of the IIoT but still have some catching up to do in order to adequately protect their data, customers, products and factory floors.

Australian manufacturers need to consider multiple cyber security threats including factory threats, product threats and operational threats. Similarly, manufacturers must take great care in preventing any products, like driverless cards or robotics, from being compromised as not all cyber-attacks are focused on the network - they can also affect how a computer processor or piece of technology operates.

For manufacturers to fully realise the benefits of the IIoT securely, it’s important they identify security weaknesses and put a process in place that can mitigate not just current but future risks. This means any security system should be: Simple and flexible – Your security solution should be able to scale with your operations and be easy to use.

Unified – In today’s environment you’re likely to split IT functions between cloud and on-premise technologies to maximise the advantages of each approach. By implementing a unified solution, you can eliminate the extra cost and duplicated work of systems that have separate management to consolidate cloud services and on-premise solutions in a single console with one visibility, policy and reporting system.

Fault tolerant - There’s no point in having a security system if it goes down when you need it most. Prevent interruptions in network security by having traffic rerouted to a trusted partner in the event that a security appliance goes offline.

Ultimately, even though the threat of cyber-attacks in manufacturing is a reality, there are multiple ways Australian businesses can move forward without fear.

Forcepoint Level 6, 111 Pacific Highway North Sydney NSW, 2060 manmonthly.com.au

Industry4.0 Hooking your factory into an Industry 4.0 world The Industry 4.0 concept has slowly been gaining traction over the last four years, and despite aspects of it in use, it still hasn’t properly been realised. Michael Freyny, Executive General Manager, Digital Factory, Siemens Australia, told Brent Balinski about where things are heading and what it means for Australian companies.

Manufacturers’ Monthly: I saw an interesting recent survey of German and US firms, which showed they had some concerns around having the right skills to capitalise on Industry 4.0. What roles can you see becoming more important for manufacturers?

Michael Freyny: Digitalisation skills are critical. The younger people coming through are digital natives but we have generations of existing workers who will need to rapidly reskill and retool.

Industry 4.0 sees the blurring of many lines because traditional and discrete stages from design through to manufacture are now being merged through digitalisation and modern technology. The

greatest challenge will be the rapid adoption of new skills and digital tools. Then this needs to be combined with industrial knowhow. The old definition of manufacturing makes way for a new definition. This brings with it a new composition of workers and skills where you will see the person with the monkey wrench also using a computer tablet and more people being competent with computer diagnostic and other digitalisation tools.

By the year 2000, some two billion gigabytes of data had been accumulated worldwide. Today, the same volume of information is generated in a single day. Big data is only useful if you can turn it into smart data. That

requires people with incredible analytical abilities, with skills in science, technology, engineering and mathematics. The future also requires cross disciplinary collaboration to solve problems.

Philanthropists Graham and Louise Tuckwell recognised this recently with Australia’s largest ever donation of $200 million to the ANU, specifically for this purpose.

The solution will come through new ways of teaching at schools which are solution-based and multidisciplinary with a focus on STEM. We will also need new university programs that recognise the needs of future workforces and on the job learning that provides an engaging and practical approach to adopting new technologies and tools for employees needing to transition to this future.

Manufacturers’ Monthly: Australia recently joined the global conversation around standardisation. What are some things that need to be addressed globally in terms of standardisation? How should our policymakers approach this?

Michael Freyny: Firstly, as a nation Australia needs to recognise that globalisation fundamentally changes our approach and we are no longer isolated. Essentially if we want Australian companies to be successful then they must be able to participate in global supply chains. A German study of SMEs asked the question ‘What are the greatest challenges connected with implementing Industry 4.0?’ The highest response was ‘standardisation’. On a global level, adopting global standards is simply a ticket to the game. Unless you do this then you won’t exist.

Siemens Australia and New

manmonthly.com.au

Zealand CEO Jeff Connolly is the chair of the Prime Minister’s Industry 4.0 Taskforce and I’m pleased to say that Standards Australia is now also part. The first working group is around standards and reference architectures.

It’s great to see that Standards Australia are connected to the German-led Plattform Industrie 4.0, which means we have an opportunity to not only align and adopt Australia’s approach, but also to make a valuable an active contribution to the future of digital networking standards globally.

Manufacturers’ Monthly: If manufacturers are curious but wary, what are some places you’d advise them to examine and dip their toe in?

Michael Freyny: As a result of Industry 4.0, in the future billions of machines, systems, and sensors worldwide will communicate with each other and share information.

This enables companies to make production considerably more efficient, with greater flexibility.

With Industry 4.0 the physical world is merging with the virtual world. Siemens PLM Software is used to virtually develop and test products before even a single screw is turned. Products reach the market as much as 50 per cent faster. Simulation makes this possible – often referred to as a digital twin – a virtual image of the product into which different designs of its individual components can be inserted and tested along the entire development chain. This approach was used to simulate the landing of the Mars Curiosity Rover in 2012.

The landing was tested 8,000 times using Siemens PLM software.

Manufacturers’ Monthly AUGUST 2016 19

Industry4.0 Product Lifecycle Management (PLM) is such a broad array of digitalisation tools that everyone from a surfboard manufacturer, Firewire Surboards, which had humble beginnings in Australia and now distributes to 40 countries, through to a hi-tech automotive manufacturer such as Maserati, which built their latest Ghibli using a digital twin. You can start small or big.

PLM is helping facilitate many competitive advantages for companies. It allows things like rapid prototyping, system simulation, customer customisation, workforce collaboration and the ability for fully design, test and simulate not just the product but the entire production process and value chain.

Manufacturers’ Monthly: What is the role of PLM in meeting the increasing need for manufacturers to create connected products?

Michael Freyny: PLM is all about being able to connect globally, improve lead time, manage engineering and manufacturing process improvement. This is the future of product efficiency and competition. Most companies are still managing product data and related manufacturing processes in an isolated manner. Over the last 10-15 years, the focus of PLM and related engineering and manufacturing software products was about how to control data. Global product engineering and manufacturing will demand a fresh look on how to manage manufacturing. This will require a global connected approach in managing information about product manufacturing and supply chain options based on market demand and factory environments.

Manufacturers’ Monthly: In a conversation recently an experienced executive with a real enthusiasm for the concept he said he saw manufacturing being “turned on its head” and batches of one becoming more the norm. What do you have to say on this?

Michael Freyny: I know teenagers who customise their sports runners 20 AUGUST 2016 Manufacturers’ Monthly

so they have something unique.

Consumer and business demand is moving towards making a “batch of one”. When I was at Hannover Messe last year the Siemens stand had mini perfume bottling line where you could instantaneously put a designer message via an iPad on your bottle without slowing the production line.

At our electronics and automation factory in Amberg, Germany, products already talk to the production line. We’re already seeing this and living this at Amberg. Here we make electronics and automation equipment that other companies use to improve their own manufacturing processes.

Amberg showcases Siemens’ concept for a “digital enterprise.”

The factory already employs production methods that will be the standard in many manufacturing facilities in a number of years. Products in the plant control their own assembly by directly communicating specific requirements and their next production steps via a product code to the machines.

Cosmetics manufacturer Dr. Kurt Wolff manufacture different products on one single machine.

BMW in Munich have several different models on the one production line in Munich – so you can see the trend.

elsewhere right from their base in Germany.

A deep understanding of customer needs and processes is essential in creating value. By focussing on smart data, instead of only big data, engineers can “smartly” combine product knowhow and process expertise with data analytics to help customers reduce unplanned downtime and improve operational efficiency.

Siemens Digital Services provides connectivity, data integration and analytics, as well as cyber security. It can securely connect our devices and equipment anywhere in the world, thereby enabling remote monitoring and remote maintenance. By integrating the masses of data they produce with data from other sources, such as weather forecasts or field service data, and by performing advanced analytics, Sinalytics can create new insights.

Manufacturers’ Monthly: What are some trends you see in terms of exploiting data from MES, manufacturing operations management and elsewhere?

Michael Freyny: There’s no doubt that people are looking for solutions here because data if used correctly gets you those percentage gains needed to have a competitive advantage. And the opportunities to improve are all around us if we only know where to look. And Siemens has been expanding and building a portfolio of solutions exactly in this area.

In March this year, Siemens announced that it is now bringing the “MindSphere – Siemens Cloud for Industry” onto the market.

MindSphere has been designed as an open ecosystem that industrial companies can use as the basis for their own digital services, such as in

Manufacturers’ Monthly: Do you see this accelerating current trends, such as the move towards manufacturers being more service oriented, and for a smaller and smaller proportion of the overall value being created at the point of production?

Michael Freyny: Let me give you an example of the machine tool builder company SW (Schwäbische Werkzeugmaschinen) in Germany.

As a highly specialised mediumsized company with about 300 employees, they naturally don’t have service engineers in every country who can support customers locally. But that’s not actually necessary. Based on their Machine Tool Analytics Services, they can now provide assistance to their customers in China, the US, and manmonthly.com.au

Industry4.0 the fields of preventive maintenance, energy data management or resource optimisation. Machine manufacturers and plant constructors can use the platform to monitor machine fleets for service purposes throughout the world, reduce their downtimes and consequently offer new business models. MindSphere also forms the basis for data-based services from Siemens, such as for the preventive maintenance of machine tools (Machine Tool Analytics) or integrated drive systems (Drive Train Analytics).

Manufacturers’ Monthly: Are there any standout examples of what such processes can offer manufacturers?

Are there any (preferably) local case studies worth considering?

Michael Freyny: One good example is how Dell leverages Omneo to explore

manmonthly.com.au

billions of records and analyse millions of data combinations in under one minute with the help of data analytics.

At the launch of Dell XPS13, it was noticed that the LCD was flickering on 2 of 6 demo units. Dell was able to identify and isolate the problem in three hours vs three days.

Manufacturers’ Monthly: What opportunities do the above present to Australian manufacturers, and how should they be looking to approach them?

Michael Freyny: We should approach this fourth industrial revolution with optimism. For the first time ever, advancements in technology are allowing Australian manufacturers to be part of a much bigger global picture. Through digitalisation technologies we can participate in global supply chains.

Also, the cost of labour becomes

less of the equation because the real value will be in the design, engineering, process expertise and services. Many traditional roles will be automated – whether in China, Australia or anywhere else.

For a company looking at what they should do, it’s important to start at the top. Industry 4.0 transforms the entire business. The immense scope of change it brings, and the level of investment required, means that it belongs on the CEO’s agenda.

From now until 2020, German industry will invest 40 billion Euro annually in Industry 4.0 applications. Industrial firms surveyed say they will invest, on average, 3.3 per cent of their revenues in Industry 4.0 solutions over the next five years. This corresponds to nearly 50 per cent of all planned capital investments.

This is really happening and something you should be taking urgent action on. Within five years, in Germany, over 80 per cent of companies will have digitalised their value chains. The companies

expect that by 2020, 86 per cent of horizontal and 80 per cent of vertical value chains will achieve a high level of digitalisation, and will thereby be closely interconnected.

I would also recommend you try to understand the benchmark – where do you sit next to your competitors? What technologies are being used by your competitors?

What can we do immediately and what do we need to plan for?

The potential for digitalisation is high. Another thing is to understand what data are you currently capturing or able to capture and what are you doing with it? Is it enough and is there something more you can do with the data?

And on a final note, look for a technology ‘partner’ rather than seeing technology companies as a typical “vendor” relationship.

We’ve found that the companies where we are proactively and deeply connected are competitive – not just locally but often globally as well.

Manufacturers’ Monthly AUGUST 2016 21

Automation Enhancing the machining of aluminium profiles Technical Plant Services (TPS) delivers an automated, robotic solution for machining long length aluminium extruded profiles using Rockwell Automation’s motion control and drives.

F

OUNDED in 2007, Melbourne’s Technical Plant Services (TPS) has serviced various industries, focusing on automation, electrical engineering, safety system design and technical support.

In 2015, TPS was contracted to design and deliver a machining cell solution for a client in aluminium extrusion who required a new longlength CNC system.

The solution developed encompasses an industry- first robotic CNC system that delivers the flexibility to efficiently process small batch orders without compromising on quality.

This system ultimately results in improved productivity and performance, increased flexibility, decreased machining time and cost benefits.

commissioned to provide product selection assistance, engineering design and technical support.

TPS’s senior system engineer, Daniel Orchard worked with NHP’s automation application engineers, David Kenney and Paul Jones to select the appropriate hardware, which offered the integration capability required to meet the application.

This particular project required specialised velocity control and positional requirements, which set the parameters for the brief given to NHP motion experts. “NHP’s

Robotic machining of aluminium profiles The added-value department of an aluminium extruder required more flexible access to machine around a profile.

Historically, the CNC operator was required to manually machine separate faces and re-align a work piece after repositioning.

After extensive brainstorming, simulation and proof of concept testing, TPS advocated a robotic CNC system.

Successfully designing, engineering and delivery required the combined expertise and technologies from solution providers.

NHP Electrical Engineering (NHP), a Rockwell Automation Authorised Distributor, was 22 AUGUST 2016 Manufacturers’ Monthly

Allen-Bradley CompactLogix

calculation software for correct gear ratio, servo and drive specified for us exactly what we needed and the end result is very good,” said Orchard. Based on this, the AllenBradley Kinetix 5500 Servo Drive with the suitable accessories was implemented to optimise space.

Allen-Bradley CompactLogix was specified as an integrating standard and motion controller for the final cut to length saw system, acting as a gateway and supervisory control system for multi-peripheral devices. A key feature of this controller is that it offers a common

control engine in a development environment for a scalable solution.

Seamless integration The workpiece geometry is designed within a CAD/CAM software. This is fed directly into the assimilation program to calculate the locations of the handling and cut-off positions.

“The Drives and Motion Accelerator toolkit by Rockwell Automation made it very easy to program the motion components of the system,” explained Anatoli Klassen, application engineer – OEM at NHP. The toolkit uses a modular format that greatly simplifies the work needed from selecting components and developing drawings, to writing code, laying out HMI screens and commissioning. This provided seamless integration and commissioning.

To meet the requirements of the cut off saw, the AllenBradley PowerFlex 753 provided integration into the CompactLogix controller.

“For safe entry into the work cell, the blade was required to stop as quickly as possible when requested. The fact that TPS were using the AllenBradley drive, made it easy to select the appropriate breaking resistor,” said Klassen.

To assist, NHP engineered a breaking resistor cabinet.

They also helped prototype finger-safe enclosures for inside the clamping door area to keep products at the correct IP rating and maintain easy accessibility to pneumatics while restricting access to electrical items.

“Since TPS had manmonthly.com.au

Automation customer within only 11 months.

“Support for multiple communication protocols and the successful implementation of translation gateways was a big part of this project’s success and one of the main reasons we will continue to use NHP in the future,” said Orchard. “It was a mixed bag that unfortunately we could not simplify during our design phase, even though a lot of effort was put in to it. NHP assisted us through every step providing us with solutions to trial and lots of experience to help us configure some of the more complex devices properly,” he continued.

“The automated solution provided additional machining reach, a larger envelope, faster idle movements and 3D machining capabilities. TPS have engineered a very impressive machine and we were proud to be part of it,” said Klassen.

Technical Plant Services 0417 054 623 www.technicalplantservices.com.au Project required specialised velocity control and positional requirements.

experienced the Drives and Motion Accelerator Toolkit in the past and was familiar with our VSD and motion offering, we were able to keep the time required to integrate the saw system to the minimum, providing more time to focus on software development for the CNC part of the application,” explained Klassen.

One of the main challenges in a project is the communication and integration of the various products used. This project was tasked with managing five communication protocols, which were addressed by using protocol converters that were designed specifically by Rockwell Automation or their Encompass Partners. These protocol converters made it easy to integrate all the required devices to communicate with the central CompactLogix controller. manmonthly.com.au

NHP Electrical Engineering Products 1300 NHP NHP www.nhp.com.au “The OEM program provides the opportunity for participants to benefit from global support, marketing opportunities and solutions and services that align with their business objectives.

We help customers lower the total cost to design, develop and deliver machines that meet their end users’ requirements,” said Michael Vlahos, OEM sales lead at Rockwell Automation.

service support, TPS was able to successfully deliver the fully functional and operating robotic CNC machining system to the

Rockwell Automation 03 9757 1111 www.rockwellautomation.com

A world-first solution The advanced technology and engineering of the project not only was an effective solution, but also improved manufacturing flexibility and has the ability to reduce cycle times and cost for the client. As a result of quality automation and motion control products, alongside solutions and Manufacturers’ Monthly AUGUST 2016 23

AwardsPREVIEW Endeavour Awards 2017 We are pleased to announce the launch of the annual Manufacturers’ Monthly Endeavour Awards – the premier night for recognising the industry’s successes – for 2017.

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HESE 14th awards will be held, as always, during National Manufacturing Week.

While the venue is to be confirmed, the event will be held in Melbourne on May 11. Now is a good time to save the date.

The Endeavour Awards are an event this magazine is immensely proud to be able to hold. They are a chance for all involved to celebrate the many successes within the industry, to help share these successes with a broader audience, to help attendees network, and to learn more about the many remarkable personalities and enterprises that make the industry great.

This year we were privileged to hear from keynote speaker Andrew Stevens, chair of the Advanced Manufacturing Growth Centre, about the era of the advanced manufacturer.

We were reminded of the reasons to be optimistic, about the industry’s overall economic importance, and its contribution to the country’s innovation output.

The Awards night altogether highlighted examples of this innovation, from Joint Strike Fighter suppliers to medical technology providers to gasket makers.

Next year we will continue to help in telling the story of your industry’s importance, and of the innovators

24 AUGUST 2016 Manufacturers’ Monthly

that ensure that it thrives.

Following the success of 2016’s Awards, we have made no changes to the 12 categories. They are as follows.

this category highlights the unique products, solutions and programs implemented by or developed for manufacturers.

Technology Application Award:

Outstanding Small Business Award:

This category is suitable for those looking to submit successful applications for new technology in manufacturing processes.

This category recognises an Australian small business with fewer than 20 employees that has attained significant growth and is able to demonstrate the specific strategies and processes implemented to achieve sustainable growth.

Environmental Solution of The Year: This category recognises manufacturers who have successfully implemented solutions designed to reduce the environmental impact of their manufacturing operations.

Outstanding Start-up Award: This award seeks out the outstanding manufacturing start-ups – the future of our industry depends on them.

Global Supply Chain Integration of The Year: Many Australian companies have developed unique expertise and/or components that allow them to plug into global supply chains. Tell us about your projects and the talented people who make it them happen.

Safety Solution of The Year: Safety is of utmost concern and

Best IT Application Award: This award recognises novel and cost-effective IT applications and implementations that made a significant impact on the business in terms of efficiency, cost management and profitability.

Exporter of The Year: This category is for companies who have successfully entered or are developing an export market with a new or existing locally-made product.

Australian Industrial Product of The Year: This category aims to highlight new, innovative Australian-made products designed for industrial applications and turn the spotlight on the people who design and build them.

Most Innovative Manufacturing Company Award: This award recognises a manufacturer in Australia that has thought “outside the box” to implement a new business idea.

Lifetime Achievement Award: This special award recognises a person who has made a significant individual contribution to Australia’s manufacturing industry.

Manufacturer of The Year: From the numerous entries received, one trailblazer stands out for outstanding innovation in the areas of technology, management and product development. This award aims at recognising that outstanding manufacturer. There is no separate form for this category, as all entrants will be considered for this award.

Nominating is, as it always is, completely free and nominations will open later this year. Be sure to check Manufacturers’ Monthly’s website and our standalone Endeavour Awards site - endeavourawards.com.au – for updates.

Good luck to all!

Please direct all questions to event.organiser@primecreative.com.au 03 9690 8766

manmonthly.com.au

SAVE THE DATE

11 MAY 2017

MELBOURNE WWW.ENDEAVOURAWARDS.COM.AU

Export Manufacturers demonstrate why more SMEs are looking abroad

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HE future is promising for manufacturing exports, with economic conditions offering excellent opportunities for manufacturers. A number of recent developments have created these favourable conditions.

The Australian dollar has depreciated over the previous 12 months which has made Australian goods and services more competitive than they have been for some time.

The Australian Government has also signed a number of free trade agreements with China, Japan, and South Korea. These agreements have opened up these markets through lower tariffs and preferential access.

This reduction in tariffs makes it easier for Australian manufacturers to sell their goods and products into these markets.

While the manufacturing industry is going through some challenges, the lower Australian dollar and new free trade agreements are seeing a number of manufacturers take advantage of export opportunities. Two such examples are HEGS Australia and GDK Group.

Global growth for HEGS Australia HEGS Australia is the South Australian-based manufacturer of ‘HEGS’, the innovative pegs with hooks that allow clothing to dry without marks. HEGS help to maximise hanging space, have an ergonomic grip for ease of use and use a grip lock system that holds washing taut, keeping washing secure on the clothesline and reducing the need for ironing.

In Australia, HEGS are sold through major retailers such as Woolworths, Big W, Harvey Norman and The Good Guys. As part of its export growth strategy, HEGS Australia holds international patents for its innovative peg, and now has distributors in the United 26 AUGUST 2016 Manufacturers’ Monthly

States, Canada, Mexico, South Africa, England, Scotland, Ireland and China.

HEGS have received several design awards, including the 2014 International Good Design Award and the 2014 Design Institute of Australia’s Gold Design Award.

Overcoming a funding gap HEGS Australia needed to increase its production capacity after winning three large export contracts into South Africa, China and the US. In the production cycle, there is often a delay between when HEGS Australia pays its suppliers to produce the product, and when revenue is received from buyers.

This financing gap can be up to three weeks which puts significant pressure on cash flow and makes it difficult to increase production to fulfil large new orders. While HEGS Australia’s bank has been supportive of its new export contracts, it was unable to approve the additional working capital needed, due to insufficient tangible security.

Efic provided HEGS Australia’s bank with a $250,000 Export Working Capital Guarantee, which allowed the bank to provide the additional working capital HEGS Australia needed to cover the upfront manufacturing and preshipment costs for the three new export contracts.

Being able to fulfil such large orders helps to enhance HEGS Australia’s reputation with overseas distributors for quality and reliability, and allows the company to continue with its overseas expansion.

GDK is a NSW-based, family-owned business that is a multi-disciplined manufacturer of acoustic panelling, timber wall and ceiling panels and customised design finishes.

Established over 30 years ago, the business started with eight staff and with a focus on the NSW commercial market. Today, GDK employs close to 100 staff, operates out of a 6000sqm ISO certified manufacturing facility, and has evolved into one of the leading joinery and architectural components manufacturers in Australia, servicing the commercial and industrial markets.

GDK clients include blue chip companies such as CBA, Lend Lease, ANZ, Telstra, Westpac, NAB, Rio Tinto, Macquarie Bank, Google and Sydney Airport, as well as various Federal and State government agencies across the country.

Capitalising on new opportunities Exporting for close to five years, GDK has delivered projects in

A lesson for all manufacturers

International success for GDK Group Another example of an innovative manufacturer which is taking advantage of the excellent conditions for export is GDK Group.

Singapore, Indonesia and the Philippines, and is continuing to experience significant interest in its products from the Asian market, due to their high quality.

In order to build on its initial success in the region, GDK developed an international expansion strategy that includes opening a sales office and showroom in Singapore. This will help the company capitalise on further opportunities in Asia, allow GDK to build its staff numbers and give potential clients the ability to see the product offering.

To make this expansion a success, GDK required funding for set-up and operating costs of the new Singapore office and showroom.

While its bank was supportive of GDK’s expansion plans, they were unable to provide further finance.

Efic was able to provide an Overseas Direct Investment Guarantee to GDK’s bank. This allowed GDK to establish an office and showroom in Singapore, and continue on a path of export growth in the Asia region. GDK is now focusing on making exports the largest part of the business.

Andrew Watson, Executive Director, Export Finance, Efic

Both HEGS Australia and GDK Group have grown their businesses by identifying demand for their products in international markets.

Through innovative thinking they were able to explore business growth and at the same time look at new avenues to unlock funding for their export opportunities.

These businesses show that there are opportunities for Australia’s manufacturers, through identifying the right markets for your goods and products, and by thinking innovatively about alternative sources of funding for export.

EFIC 02 8273 5333 www.efic.gov.au manmonthly.com.au

Manufacturing Leaders of Innovation How to avoid making buggy whips Innovation might be a word some are sick of, but it remains essential for success. Melbournebased manufacturer Trajan Scientific and Medical shared a few insights into what it involves for them. Brent Balinski writes.

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HE Kodak experience is usually the go-to cautionary tale about the need to keep innovating and staying ahead of disruption.

At Trajan Scientific and Medical, they prefer the speech given by Danny DeVito’s Larry the Liquidator in the 1991 movie, Other People’s Money.

Keep doing what you’re doing, pointed out Larry, and you’ll be obsolete, chasing an increasing share of a shrinking market. It’s not enough to just make a quality product. If it’s not relevant to the day and age, then neither are you.

You’ll be serving a horse and cart market in a world that’s moved on to automobiles.

At the present time, Trajan is considering its next generation of devices, which will one day have to meet demands for internet connectivity and point-of-sample health information measurement.

“We know that the consumer community is going to demand that of technology and we will be [making] buggy whips if we don’t do that,” said Dr Andrew Gooley, the company’s chief scientific and medical officer.

“It’s a strong driver for our program.”

Trajan’s program, Gooley told an audience at the company’s Ringwood factory, innovates around the company’s core capabilities in specialty glass manufacture, its relationships with other companies and leading researchers, its evolving business model and beyond.

Collaborating with researchers, a famously tricky area in the Australian environment, was not a consideration a decade ago when Gooley joined a Trajan subsidiary (later acquired by Trajan).

Nowadays the collaborative footprint is a big one and important for helping drag 20th Century manmonthly.com.au

knowledge into the current century.

However, efforts have to be carefully-targeted and explicitly industry-led.

The company looked at a dozen universities before recognising good matches with University of Adelaide (in photonics) and University of Tasmania (in chromatography). They call it a “firing bullets before firing cannons” approach.

“It cannot be about industry collaborating with a university-

there are three major disruptive trends.

These are around how things are designed and made, how these are bought, and the nature of the products themselves.

For those in design, engineering and manufacturing, increased collaboration is hard to miss, said Elving.

“It doesn’t matter if you’re in Melbourne or Perth or India or America: there’s going to be

and communication with the cloud, for example.

Take your eye off the future – and the inevitable disruptive technologies – and you’ll deal yourself out of it.

It’s not enough to just continue making high-quality products and to expect everything else to work itself out. This returns us to the Other People’s Money example, and the speech Trajan CEO Stephen Tomisich uses to remind employees not to bid on the tech of the last century.

led research project; it’s about us working with the university and leading that program around solving problems,” Gooley said.

It’s important for research to be guided by industry pull rather than researcher push – another familiar theme.

Further than just making products that answer the demands of current, innovation has also included diversifying risk (in supply chain and in currency) through expanding its operations internationally, and in Trajan’s business model.

Autodesk’s Richard Elving believes that, manufacturers such as Trajan are operating in a time where

increased collaboration using social media and getting customers involved early on in the design process,” he explained.

The nature of products tends to be connected, he also pointed out, with the Internet of Things trend everywhere from cars to rubbish bins.

The trend of internet-enabled devices, driven by the consumer, isn’t lost on Trajan, and Gooley said ignoring this would lead to obsolescence. Distributed blood tests are an area Trajan is working towards through its hemaPEN product, and a sample extracted and sent by mail needed a timestamp

“At one time there must’ve been dozens of companies making buggy whips,” Larry tells the shareholders meeting in OPM. “And I’ll bet the last company around was the one that made the best goddamn buggy whip you ever saw.”

Gooley and Elving presented at the first Manufacturers’ Monthly Manufacturing Leaders of Innovation event, supported by Autodesk, which also included a tour of Trajan’s Ringwood (Victoria) manufacturing site. Further Manufacturing Leaders of Innovation events will be held in 2016. Keep an eye on our website and magazine for details.

Manufacturers’ Monthly AUGUST 2016 27

WomenIN INDUSTRY Women in Industry The third annual Women in Industry awards, held in Melbourne saw hundreds gather to recognise, celebrate, and reward women making extraordinary achievements across Australia’s industrial landscape.

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USTRALIAN Mining has teamed up with Manufacturers’ Monthly, PACE and now for the first time Prime Mover, Trailer,

Logistics & Materials Handling, and Diesel to acknowledge women who have achieved success through their invaluable leadership, innovation and

commitment to their sector.

Following are profiles of two of the ten category winners. For the full set of profiles, be sure to pick up a copy of

August’s Australian Mining.

Manufacturers’ Monthly congratulates all finalists, and winners, from the night.

Excellence in Manufacturing For her role in becoming one of Australia’s largest caravan manufacturers, Gabby Montagnese won the 2016 Excellence in Manufacturing award.

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N a relatively short time Gabby Montagnese has managed to steer New Age Caravans to be the largest full size caravan manufacturer and the second largest overall caravan manufacturer in Australia.

Montagnese was working in the metal framework industry in the early 2000’s when she decided to start her own RV company, waiting for just the right time to enter the industry.

“I saw a gap in the market: there were no modern, contemporary or ‘blingy’ caravans out there,” she said.

“So when the GFC hit, we started doing some modelling.”

According to Montagnese, the Australian RV industry has always had two problems: it’s highly maledominated and stuck in its ways.

So when she started her own business as the first – and to date only – female caravan company owner, she made it her mission to challenge this by employing a large number of women at all levels within the company, and producing caravans with unique, innovative designs not available elsewhere on the market.

Caravan Industry Association of Australia CEO Stuart Lamont said, “In what is a male dominated industry, Montagnese leads an organisation which has seen rapid but sustained growth into what is now clearly the second largest manufacturer in the sector.”

28 AUGUST 2016 Manufacturers’ Monthly

New Age Caravans produced its first model in 2008 with the concept of moving away from traditional caravan designs and builds to designing and building high quality modern caravans which are today a benchmark in the industry, and by 2009 New Age had seven different designs and was producing on average five units per week.

Her determination and business acumen had seen continued success and continued company growth.

In 2013 a purpose built state of the art factory was built in Epping, Victoria which included state of the art CNC machines, three full scale recyclable water testing stations and a full scale weight bridge, a new concept indoor show room was also included near the factory.

As a testament to New Age’s success, the company received a million dollar grant in 2014 to increase production as part of a Federal and Victorian governments and Ford Australia-funded initiative.

The company is now producing approximately 1,000 caravans per year, comprising 11 models with 36 possible layouts.

The company employs over 160+ full time staff and over 40 dedicated contractors.

Montagnese is recognised for running her business on the merits of innovations, quality, and a high level of customer service, which

includes consistently developing and challenging her staff to produce the best service and product to the market.

Unlike traditional management, Gabby has developed a unique management style and a high level of company culture with ongoing staff development programs.

Lamont said she encourages strategy and has a willingness to establish a training culture, and has introduced a real focus on innovation and design to generate manufacturing efficiencies.

One of her philosophies is that we never stop training, learning or developing as we all have a lifelong pursuit of perfection consisting of equilibrium between work and home.

Gabby has been in the spot light many times in the past, being awarded many awards over the years, only recently winning the

NBAA Chairman’s Choice “Business Excellence Award” and being nominated for the Telstra “Woman of the Year”.

“What is more,” Lamont adds, “[is] her desire to participate in industry activities and learn from other case studies both locally and internationally has seen the business respond and develop, and now trends and innovations which have been implemented in both the product to market and the business as a whole are being looked at and attempted to be replicated – a real honour and sign of respect for the operation Montagnese heads up.”

Commenting on her win, the judges said there has been “great vision and skill demonstrated by Gabby in bringing her business to the best in class”. “[She is] a recognised leader in Australian manufacturing.”

manmonthly.com.au

Women IN INDUSTRY Rising Star of the Year For her grassroots food manufacturing business start-up success story, Colly Galbiati was recognised as the 2016 Rising Star of the Year.

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N recognition of her leadership and ingenuity in taking a startup food manufacturing business from the kitchen to the supermarket, and her ability to recognise a niche market to white-label products for other snack companies and eventually open a private-label service as well as consulting and producing products, Soma Organics’ founder Colly Galbiati has won the 2016 Rising Star of the Year award.

Her journey began in 2012, when Galbiati launched premium snackfood company Soma Organics.

She has always been passionate about healthy eating and raising public awareness for quality food and nutrition and through this passion, Soma Organics was born.

Soma Organics started in the kitchen of her home where she began hand making the since awardwinning Soma Bite snack bar range.

She quickly saw success, and in

turn, quickly ramped up production.

Due to the large increase of demand, she outsourced her successful home kitchen business into a full scale food manufacturer, specialising in snack bars in just over nine months.

Since then, Galbiati has increased the SKU’s and has grown availability of the Soma Bite range to more than 500 retailers across Australia - including Woolworths, IGA Supermarkets, Foodland Supermarkets, and independent retailers –and now also exports to Singapore and Dubai.

In 2013, Galbiati secured a deal with beverage company, Your Tea International Group, to create and co-brand a range of organic protein snack bars Your Soma Bar which is sold exclusively on the Your Tea website which has a popular reach of over 500,000 users.

She personally developed and

Left: Prime Creative Media Journalist, Sharon Masige Right: Colly Galbiati

manmonthly.com.au

designed the snack bar range from bar to branding; with the first bar already on the market.

Since kicking off Soma Organics, she has recognized a niche market to white-label products for other snack companies then opened a private-label service and has begun consulting and producing products.

Galbiati has also taken her business in a new, sustainable direction, launching and co-founding the Eco Bar: a raw energy bar made from cricket flour. More recently, she has pitched to a global and influential health company to private label a new protein bar, which she developed.

The motto for Soma Organics is ‘Diversify, Resilience, Success’.

According to Galbiati, she has learnt very quickly that you must be resilient being a small business owner in the food manufacturing industry.

As the snack bar sector becomes more saturated, she has learnt that diversification is key to maintaining a presence in the industry.

She has spearheaded Soma Organics new strategy to label products under Soma Organics, created partnerships, and produces white-labelled products, which she believes has been a wise move for the company in expanding its portfolio.

However it has not been an easy run; being a newcomer in the food manufacturing industry has its challenges.

Galbiati quotes she learns “every single day”, and has benefited by not having any preconceived ideas on how things should be done.

Food clichés aside, she has not followed a cookie-cutter template when launching a product range – she has developed strategies and looked at different ways of doing things. She has disrupted the current methods of food development and product development, which has resulted in successful product ranges and a diverse business structure.

Because of her success and ‘grass-roots’ start-up success story, she is seen as a business example for many entrepreneurs in the health food space.

She has looked, down the track, to launch a mentorship program or consultancy service directed at health food start-ups to guide and assist in the confusing process.

This is not the first time the Women In Industry awards has recognised Galbiati’s work, she took out the Excellence in Manufacturing award last year, and won awards from the Women in Industry’s media support network magazine Food & Beverage Industry News Magazine awards in 2014 for Best Snack Food, and in 2013 was a finalist in the Best Organic Food and Best Packaging category.

Manufacturers’ Monthly AUGUST 2016 29

Sustainability New plant-based oil for use in industrial products A new plant based oil is being developed to replace petrochemicals in industrial products ranging from fuels and lubricants to specialty chemicals and plastics, writes Hartley Henderson.

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N a joint project between the CSIRO and the Grains Research Development Corporation (GRDC) to establish the Crop Biofactories Initiatives (CBI), Safflower seed oil that contains over 92 per cent oleic acid has been produced. This has been dubbed ‘Super High Oleic Safflower Oil’ (SHOSO).

According to the CSIRO’s Dr Craig Wood, plants can produce a wide range of compounds that can be used as raw materials for making industrial chemicals and these crop biofactories have the potential to sustainably supply the volume and price required for industrial products.

“SHO Safflower, from which SHOSO is produced, has performed well in field trials. The oil produced in the seed has significantly higher stability than conventional oils and performs as well or better than synthetic oils derived from fossil reserves. These properties will see SHOSO attain a higher market value than normal crop oils, which should be reflected in a higher farm-gate value for growers,” he said.

“The stability of the oleic acid makes it especially suitable for high temperature industrial applications such as lubricants and transformer fluids, and it can also be processed to build a range of complex polymers for use in bioplastics and surface coatings.

“Safflower is an ideal crop for Australian conditions as it is a very hardy and adaptable crop that does well in warm-season conditions. The safflower crops can be grown in a

30 AUGUST 2016 Manufacturers’ Monthly

number of farming regions, from southern Australia right through to central Queensland and in Western Australia.”

The role of GRDC was to fund the project via the CBI program which investigated the potential benefits of rotating safflower with other crops such as wheat and barley.

According to GRDC’s General Manager Business Development, Ron Osmond, the aim was to fund the proof of concept element of the project, and to provide farmers with additional profitable options for crops.

“A major goal of the program was to develop crop options that address emerging markets, offering new alternatives for Australian growers,” he said.

“We needed to demonstrate the extent to which the program could be market based, and that safflower could fit into existing cropping systems. It was found in trials that safflower crops could be easily expanded and that they have good drought resistance.

“There is a growing world market for renewables and we believe that this points to a substantial potential market for SHOSO. To that end, it is exciting to see the project reach this landmark stage, and to have attracted a commercial partner in GO Resources to take this technology through the next phases of development and commercialisation.”

Commercialisation The technologies and safflower materials developed during CBI for

Demand for feedstocks such as super high oleic safflower oil is being driven by consumers, producers and governments.

the production of SHOSO have been licensed to GO Resources, which is a new Australian clean technology company with expertise in biotechnology, industrial lubricants and oleochemicals, deregulation of GM technologies, and the development of supply chains for GM products.

According to the company’s CEO, Michael Kleinig, the necessary R&D has been completed by CSIRO and the main steps now towards commercialisation include deregulation of SHO Safflower, production of planting seed, and development of an agronomy package.

“First market development plantings will occur in 2018

and first commercial sales are scheduled for 2019. We anticipate 100,000ha of plantings in Australia by 2024 in southern Queensland, northern NSW and western Victoria where grain, cotton and rice is currently grown. Some 200,000ha of plantings are expected worldwide by 2026,” he told Manufacturers’ Monthly.

“The technology required to produce SHOSO from safflower is a standard cold press or solvent extraction process used currently to extract seed oil from sunflower, canola, soybean, and cotton.

“GO Resources’ target market is the industrial market for lubricants and oleochemicals. SHOSO’s use as a raw material for bio-based manmonthly.com.au

Sustainability

feedstock includes industrial applications such as solvents, cosmetics, plastic additives, resins and polymers, biofuels, coatings, paints and inks.

“This new oil offers the significant benefit that it is biodegradable, sustainable and renewable. At up to 92 per cent oleic acid, it has the potential to be used for the manufacture of totally synthetic oils that could match the specifications of the oils that are produced from petroleum-based raw materials. It could also be an alternative to palm oil.

“Its unique superior qualities give SHOSO a versatility of industrial applications and a competitive advantage over other currently available bio-based feedstocks in the target markets through increased performance and reduced processing costs.

“Demand for alternative feedstocks such as super high oleic safflower oil is being driven by an increasing push from consumers, producers and governments towards sustainable, renewable and biodegradable products.

“This oil combines purity with

A major goal of the program was to develop crop options that address emerging markets, offering new alternatives for Australian growers. stability and biodegradability, and safflower is a hardy and adaptable crop that works well in rotational cropping and produces good yields under dry conditions.”

Michael says GO Resources has the exclusive worldwide licence to the IP generated from the CBI, and believes there will be major markets for SHOSO, particularly in Asia and the USA, with the potential to export up to 125,000 metric tonnes per annum valued at around AU$340,200,000.

“SHOSO is a major advancement, both commercially and environmentally, as a raw material to meet the surging demand for bio-derived feedstocks for industrial applications. Our business strategy is to target the identified niche high value markets by establishing a fully vertically integrated secure supply chain,” he said.

[Hartley Henderson is a regular contributing writer to Manufacturers’ Monthly, covering industry developments in Victoria and South Australia. Prior to that, he held senior positions in government, semi-government and business enterprises and was National Program Director with the Productivity Promotion Council of Australia] CSIRO 02 6246 5065 www.csiro.au Go Resources 0425 761 997 www.go-resources.com.au GRDC 02 6166 4500 www.grdc.com.au

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Manufacturers’ Monthly AUGUST 2016 31

CyberSECURITY

IoT and security: Hype, hysteria or cause for concern?

Any new technology is bound to have its share of challenges and barriers — for example the initial security concerns around cloud computing — and the Internet of Things (IoT) is no different. Robert Le Busque, Managing Director of Sales Operations and Strategy in APAC, EMEA and LATAM, Verizon Enterprise Solutions, writes.

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ITH smart devices adding billions of new access points into enterprise systems and communicating with the network, IoT security will be key.

A number of studies have looked at IoT device security, such as research by HP that shows that 70 per cent of IoT devices it tested contained security flaws.

But just how big are the security threats?

Potenial targets With IoT still in its infancy, it’s difficult to say with certainty what we’re facing. But we can look at what we do know.

Of the projected five billion enterprise devices that will be around in 2020, not all of them will necessarily be Internet-visible, and not all devices will be sending sensitive data. In fact, many of them will be simple devices that have a single function — like a light sensor.

That said, any device that is 32 AUGUST 2016 Manufacturers’ Monthly

connected, regardless of whether it’s IoT-enabled, is a potential target for a cyber attack.

The devices themselves may not be the end target (they could be used to carry out malicious activity as part of a botnet attack), but they could be used as a gateway into the broader enterprise network and critical systems.

Don’t panic — the same rules apply. IoT is all about making the things around us smarter, but many sensors, especially those embedded in assets, must be frugal.

Some old rules don’t apply, some do Limitations on space mean that processing power and battery life are often limited. This means that many sensors aren’t capable of running the endpoint protection capabilities we’re used to seeing in more sophisticated assets, like laptops.

But while some familiar security

rules — such as applying anti-virus to all endpoints — don’t relate to IoT systems, many do: • Authenticate all IoT connections.

Digital certificates provide a robust solution without compromising practical operation • Ensure that patches are applied to IoT devices promptly. The 2016 DBIR found that most attacks exploited known vulnerabilities where a patch has been available for months, often years. You don’t want to have to rely on manual methods to keep hundreds or thousands of devices up to date.

Investigate secure methods to deploy updates automatically • Only collect the information that you need from IoT devices, and dispose of it securely when you no longer need it. If you don’t have it, it can’t be stolen • Encrypt sensitive IoT data.

Encryption won’t stop criminals from stealing your data, but it will make it a lot harder for them

to do anything damaging with it • Segment IoT networks and systems to limit the spread and damage of any attack. You don’t want a breach of a relatively innocuous sensor to lead to the compromise of your Connected Device or enterprise systems.

As IoT devices become more widespread and more closely integrated with core enterprise systems, the more important it is that security is made paramount from the start. Just as with any other IT system, organisations should regularly assess the risk, apply appropriate security measures, and test their effectiveness.

Robert Le Busque is the Managing Director of Sales Operations and Strategy at Verizon Enterprise Solutions. He is responsible for all aspects of strategy, operations and planning functions for the Asia Pacific, Europe, Middle East, Africa and Latin American regions. manmonthly.com.au

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MetalWORKING Robot cuts welding time by up to 90 per cent

S

ERVICING, Maintenance and Welding (SMW) Group provides field servicing, maintenance and emergency repair and rebuild services to customers in central Queensland. The team also provides complete plant and equipment management, supported by a range of mine site compliance activities.

In response to SMW’s desire to make its large welding workshop more efficient, BOC and its integrator partner Robot Technologies-Systems Australia Pty Ltd (RTA) supplied and installed a unique robot welding system for adaptive maintenance welding of heavy mining buckets and dump truck bodies.

Jack Trenaman, SMW Group Managing Director, said, “Our welding robot has dramatically increased our production capabilities, improved safety and quality, and reduced costs.

“BOC and RTA have helped set us apart from our competitors - no one else is doing this type of work with robots in Australia.”

The challenge A downturn in profitability across the mining sector caused by decreasing iron ore and coal prices has placed increasing pressure on suppliers like SMW Group to reduce costs for mining and haulage equipment maintenance, repair and remanufacturing.

This was a challenge for SMW, as the maintenance and repair of buckets and truck trays required significant welding hours due to large quantities of weld metal and pre-heat temperatures of over 200°C. Safety measures to prevent operator injury, fatigue and heat stress also contributed to substantial time and cost. With all this, it was not uncommon for a single dragline bucket repair to take upwards of 2,000 man hours of welding.

Automation of repair welding had not been considered a feasible solution due to the size and geometry of the equipment, as 34 AUGUST 2016 Manufacturers’ Monthly

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MetalWORKING

well as the damage, distortion and uneven wear of components.

“It wasn’t until we met with BOC and RTA that we were able to find a solution that could meet the demanding welding procedures required for this type of work,” said Trenaman.

The solution To kick off one of the most complex automation projects they had worked on to date, RTA and BOC conducted in-depth feasibility trials followed by an extensive research and development process – crucial to the ability to deliver a unique customised robotic system that suited SMW’s welding procedures.

Utilising advanced laser seam tracking, adaptive welding software, a new generation welding system and a modular robot configuration, BOC and RTA built and installed the robot welding package and provided training for all SMW operators.

The portable robot cell is the most versatile multi-process welding robot in the world – comprising a Kawasaki RA 15X robot equipped with a Servo Robot PowerCam laser camera and an EWM Phoenix 552 welding package.

Built on a modular base, the robot can be positioned on, beside or beneath the component being welded, and utilises real-time laser seam tracking to enable multi-pass welding and to cope with complex weld joint geometry. The welding solution and integrated software enables live monitoring and realtime analysis of welding procedures and data storage.

To minimise programming time, RTA developed world-leading technology to convert encoded data from a DXF file into data that allows the robot to scan and weld any type of weld geometry. The SMW operator only needs to ‘teach’ the robot where the piece is located in space; the robot then uses the laser camera to scan the part and build weld paths based on data in the DXF file. manmonthly.com.au

The benefits Since installing the welding robot, SMW has reduced its welding time by 70 to 90 percent. It has also reduced overall production costs, improved safety, quality and reporting, and broadened its range of work scope capabilities.

“We noticed the benefits straight away - our team can now complete a specific welding task in just 30 hours, made up of 20 hours of robot welding and 10 hours of man labour,” added Trenaman.

“That same task previously took 120 hours of man-only weld time.

“The real standout for our

customers has been the consistently top quality of the weld – and greater quality assurance documentation.

We can now access live detailed reports on temperature, gas flow, voltage and amps at any point in the welding process – all by logging in from a mobile device.”

The robot has also eliminated the risks of fatigue, heat stress and working height restrictions, minimising risk of human injury and the need for ergonomic access planning. Commercially, it has boosted overall productivity, while reducing labour and associated personal protective equipment (PPE) costs.

“Everyone at SMW has witnessed the robot’s potential and we’re fully invested in setting it up for continuous success,” he concluded.

Servicing, Maintenance and Welding (SMW) 1300 SMW GROUP http://www.smwgroup.com.au BOC 131 262 www.boc.com.au Robot Technologies-Systems Australia (RTA) 03 9330 3511 www.robots.com.au

Manufacturers’ Monthly AUGUST 2016 35

What’sNew Optical flame detectors EMERSON PROCESS MANAGEMENT has announced the release of the Rosemount 975 flame detectors, a complete line of optical flame detectors designed to perform in the harshest environmental conditions and connect directly to alarm or automatic fire extinguishing systems.

The new line incorporates a variety of flame detection technologies that will provide optimal coverage for a wide range of process industries, including

upstream oil and gas installations, chemical plants, and refineries. Multispectrum infrared sensor technology detects hydrocarbon fuel and gas fires as well as “invisible” hydrogen fires with wide area coverage and strong false alarm immunity. Integrated ultraviolet and infrared sensor technology rapidly detects hydrocarbon-based fuel and gas fires, hydroxyl and hydrogen fires, as well as metal and inorganic fires with robust false alarm immunity.

The detectors also feature heated windows for operation in harsh weather conditions, such as snow, ice, or condensation; broad operating temperature ranges from -55°C to 85°C; and multiple output options for maximum flexibility and compatibility.

Emerson Process Management 03 9721 0200 www2.emersonprocess.com

Cloud technology debuted at CeMAT 2016 APEX SUPPLY CHAIN TECHNOLOGIES (Apex) showcased its cloud-based automated locker solutions at CeMAT in Melbourne.

The technology, known as the Apex Trajectory Cloud Enterprise Software Platform, allows subscribers to track, manage, control, monitor and analyse your real-time supply materials and equipment.

The cloud software powers the Apex Axcess Automated Locker Systems. Demonstrations showed how the solution helps to provide secure accountability for reusable assets and consumable products.

Each locker also has flexible configurations to

36 AUGUST 2016 Manufacturers’ Monthly

accommodate a wide variety of products, from tools or stock-kits, to larger parts.

The smart technology also directly links each check-out and return of an item to an individual, improving accountability for devices and eliminating downtime in searching for misplaced items.

Apex also showcased its Actylus system, which provides businesses with technologies that boost productivity through self-automated inventory checks and re-orders.

Apex Supply Chain Technologies 02 9450 0866 www.apexsupplychain.com/au

Portable computing power METROMATICS supplies the new small, lightweight, portable Radius, enabling high performance, application specific appliance and service solutions.

The Radius is ideal for deployable use cases requiring high-end processing and storage such as data recording, webcasting, graphics generation, deployable server applications, deployable virtualisation applications, and graphics editing applications. Its internal architecture is modular and scalable, ideal for innovators to personalise your platform specific to your application requirements.

The unit is optimisable for various work flows by selecting a preferred combination of the latest Intel Core i7 and Intel Xeon multi-core processors, high performance 2133MHz memory, and up to six removable, enterprise-class SSD, SAS, or SATA hard drives.

Also features up to three PCI Express 3.0 slots (and a single PCI Express 2.0 slot) for high-performance I-O, graphics, co-processing cards, or RAID controllers for recording, streaming and databases.

Metromatics 07 3868 4255 www.metromatics.com.au

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Environmentally-friendly FAG motion guard SCHAEFFLER’S latest series of FAG Motion Guard automatic lubrication devices is an economical and environmentally friendly method of keeping bearings in vital machinery and plant adequately lubricated.

The Motion Guard automatic lubricator series is used for controlled re-lubrication by continuously supplying a sufficient quantity of fresh grease to the correct contact points of the roller bearing at the correct time to prevent undersupply or oversupply of lubrication.

These lubrication devices come in single or multi-top versions, which can deliver grease and/or oil to the precise location where it is needed at intervals set by the user.

They are fully automatic and virtually maintenance free, providing the precise amount required for a particular rolling bearing.

The Motion Guard series adds a further cost-saving measure, because it replaces the need for an expensive central lubrication

system. Instead, Motion Guard delivers the grease or oil straight to the bearings, where it’s needed most.

Emerson Process Management 03 9721 0200 www2.emersonprocess.com

Robust, fast tank cleaning for marine FOR the marine industry, fast and efficient tank washing systems can significantly improve a ship’s productivity.

Designed and manufactured in the UK, the VP Tank Washing Machines are suitable for fixed or portable use on crude oil, multiproduct or chemical tankers of all sizes.

They are also very effective in cleaning mud tanks used in oil and gas drilling operations.

The twin nozzle tank cleaners provide an orbital wash pattern to meet the International Maritime Standard Annex II Regulations.

Available in two sizes, the VP Minor and the VP Major, these Tank Washing Machines can throw jets of water up to 38m in length.

They are available in stainless steel with the option of a sealed-for-life drive where the risk of blockages is high – for example mud tank cleaning.

Tecpro Australia 02 9634 3370 www.tecpro.com.au

Machine vision lighting SCITECH has announced new machine vision lighting from Spectrum Illumination.

Machine vision lights assist cameras in a factory setting by illuminating the product as is passes by on an assembly line. The cameras take images of the product and communicate with a computer. Software then detects certain markers, indicators, or defects in the image of the product to make sure the final product meets the factory’s standards, requirements and quality control parameters.

Spectrum Illumination is also the only company to offer a true modular light system (Tripod Light) that can be configured by the customer. The Tripod Light includes Smart Burst Technology, analogue control and variable intensity control built in.

manmonthly.com.au

Scitech 03 9480 4999

www.scitech.com.au

Manufacturers’ Monthly AUGUST 2016 37

The LastWORD New Cook Medical Australia GM to focus on R&D Dr Samih Nabulsi became the new General Manager of Cook Medical Australia earlier this year. Brent Balinski spoke to him about Cook’s approach to innovation, and how Nabulsi’s R&D background will inform his leadership.

E

MPLOYING over 500 locally and exporting over 90 percent of what it makes at its Brisbane headquarters much of it custom-made - Cook Medical Australia is an Australian manufacturing success story.

In past years it has grown exports handsomely and featured regularly in awards programs (such as the Manufacturers’ Monthly Endeavour Awards) and took out last year’s Premier of Queensland Export Award for Health and Biotechnology.

Recently it’s also shifted from being more sales-oriented to incorporating more R&D into its business, explains Dr Samih Nabulsi, who took over as General Manager for Cook Medical Australia. Until recently he was Director of R&D at the company.

“Many of our innovations have been developed with very close collaborations with clinicians around the world, and I guess I bring the science and research side of it to this, which is new to us in a way,” he told Manufacturers’ Monthly shortly after being announced as the new Australian boss.

“It’s about bringing all these new, clever things and combining them with our experience in sales and the various markets, the knowledge of clinicians and clinical settings and combining the three to make the next leap in medical treatments.”

Nabulsi has been at Cook for 12 years, and is a mechanical engineer by training. He had previously been principal scientist for GlaxoSmithkline R&D in the UK, and held various academic roles, including Research Fellow in Medical Engineering at Oxford.

Most recently he was also head of Cook’s Asia-Pacific New Technologies Team, which began in early 2014. An incubator-style 38 AUGUST 2016 Manufacturers’ Monthly

hub for new technology and ideas developed in collaboration with outside companies and researchers.

Its make-up includes scientists, engineers and business directors.

The first publicly-announced effort, with Anteo Technologies, was in March last year, and involved attaching biomolecules to medical device surfaces.

Nabulsi said of 350-plus concepts at ANTT, 11 were currently being actively invested in.

“Some are just smart ideas, others are concepts that have been developed into a prototype stage and a proof of concept-type study, he explained.

“They vary from ones that we’re developing into medical devices to ones where we’re doing - we’ve put some money into research labs and people and so on for proof of concept-type studies. Others are in the early stage of investigation for us.”

Australia is the regional hub for the company’s R&D, as well as its manufacturing. As R&D head, it has been Nabulsi’s concern to help try and get great ideas into products for the growing Asian market.

When this magazine last spoke to Nabulsi’s predecessor, Barry Thomas, in late-2015, he put it like this: “For us, in 2016, developing markets such as Indonesia, the Philippines, Vietnam and interestingly, Myanmar, are areas where I see economic growth and the expanding middle class creating a real shift in the industry.”

to encourage innovators to manufacture within Australia.

For example, of last December’s Turnbull government National Innovation and Science Agenda, Thomas commented that it “lacked any significant changes for manufacturing” and the “conditions that make it unappealing to manufacture in Australia still remain.”

Asked if he would be as outspoken as Thomas, the new GM said he fully supported Thomas’s Australian Innovation and Manufacturing Incentive (modelled on Britain’s Patent Box scheme).

However, the AIM Incentive’s adoption or not probably wouldn’t influence Cook’s business decisions.

“The main thing for me is - like I said earlier - bringing new science and technology into our industry,” he added.

Of the difficulties the company faced, he said it had proved “very challenging” finding the right talent

for some of the labour-intensive manufacturing work, such as handsewing custom endovascular aortic repair stents. For such a job, only perhaps two out of ten workers stayed.

However, our brief conversation with Nabulsi is upbeat, and focussed on collaborations with various universities and with businesses (including Bosch Australia and Advanced Material Solutions) to bring great ideas to fruition. As somebody with a background in applied research, making a realworld rather than theoretical impact through scientific ideas is a topic familiar to Nabulsi.

“And of course, as you know, Asia-Pacific as a region in our field is growing significantly and is certainly growing significantly for Cook,” he added.

“And bringing devices that are suitable for that market and suitable to the populations in that market is pretty exciting.”

Market growing significantly Thomas, the Director of Cook Medical Asia Pacific and Vice President Cook Inc., is wellknown in the industry for his firm advocacy for manufacturing, and his championing for tax incentives manmonthly.com.au

Advertorial

Streamline Sales with Lean Practices

By Lou Washington

In our fast paced, internet enabled marketplace, whether B2B or B2C customers no longer have patience for long tedious sales cycles. As a consequence of this, there are now numerous sales automation tools, Configure Price Quote (CPQ) solutions and CRM packages that offer many valuable benefits to the user. These tools can help a great deal, but, at the heart of any selling effort, there are two critical elements that must be well served: the salesperson and the buyer.

Lean and how lean impacts selling and the sales organisation starts with a simple premise: Sell the right product, and sell the product right.

Here are 4 key areas that a lean approach can benefit your sales efforts;

1. Velocity of Selling

2. Sell It Once, Sell It Right

General George Patton once balked at an order requiring him to abandon one front for another.

His view was he hated “paying for same real estate twice.” In selling, we see this frequently.

A selling cycle moves forward without adequate communication of need or requirement upfront.

Unlike many activities, the metrics of success and failure in sales are easy to identify and evaluate.

It generally comes down to how much revenue you have generated over a given period of time.

Sales reps that meet or exceed their targets are heroes, those that don’t are unemployed.

Confidence in the proposed solution is based on a lack of information or assumption. Ultimately, the inadequacy comes out, and everything in the selling process resets to day one. The competition comes right back into the picture, and all progress to date has been a waste of time.

Sales organistions have to be relentless about meeting their revenue numbers but more importantly, they have to challenge themselves to sell faster.

Lean makes the selling process more methodical.

Step one is achieved and documented, step two builds on step one and facilities step three. Accurate and relevant data drives the selling process.

There isn’t a sales rep alive who hasn’t expressed frustration with the length of time needed to close business. Time spent closing one sale often comes at the expense of closing another. Eliminating the unnecessary, the valueless and useless activities required during the selling cycles will facilitate a quicker close and ultimately more sales over time.

3. Proper Qualification

Nothing is more wasteful in sales than selling something to someone who can’t use it or doesn’t need it. Prospects will engage with sales for any number of reasons—boredom, curiosity, make-work and self-education. Sales reps, especially those who are desperate, will do anything to keep the flame of hope alive with a prospect that by any measure has zero intention of buying anything.

Lean gets the right prospects in front of your selling organisation. It goes beyond BANT by identifying prospects who have self-qualified through their own behaviors. Real prospects have needs they are trying to fulfill. They research and study

manmonthly.com.au

solutions long before they think of talking to anyone associated with selling. Facilitating that research and providing answers to those inquiries is how sales cycles are started.

4. Responsiveness to the Customer

Not all customer communication comes via personal letters, emails or RFPs. Prospects are always communicating. What pages do they visit on your website? What data sheets or collateral do they download? How often do they attend your user meetings? What LinkedIn groups do they belong to? What do their social interactions tell you?

Listening to the customer or prospect is critical.

Knowing how to listen properly is what lean selling helps to accomplish. A car company recently spent a small fortune improving the drive-away quality of one of their popular car models. This resulted in no increase in sales. If they had spent any time on the owner’s club social pages, they would have discovered that quality was not an issue with their buyers—their buyers wanted more power. The quality was fine; the issue that killed the car was its lack of power.

Lean collects the right market data to support the right marketing decisions. Aligning those decisions with sales drives a successful sales organisation.

Lean selling, like all lean processes, starts with eliminating waste. Get rid of the unnecessary, ditch the stuff that serves no purpose and forget about everything that doesn’t enhance the value of what you are providing to the prospect or customer.

Lou Washington is a manufacturing expert at Cincom Systems. Cincom offer Configure Price Quote (CPQ) solutions to Australian businesses in manufacturing looking to streaming their sales and better link their front and back end processes.

Cincom have also enjoyed over 45 years providing ERP solutions and modules to businesses in Australia and worldwide.

Learn more at www.cincom.com.au

Manufacturers’ Monthly AUGUST 2016 39

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