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VOL 08 | NOV 2016 | ` 100


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An ultimate choice “The advanced manufacturing technology is enabling products to be made faster, to higher quality specifications, and more closely aligned to increasingly granular market signals”

The world has never seen a more competitive and accessible marketplace, and the manufacturing sector has always been the bellwether of industrial change in the global marketplace. Manufacturing was the engine of the first Industrial Revolution in the 1700s, and each new stage of technological and economic development since has been forged in factories and on production lines all over the world. The present stage, which is known as ‘Industrial Revolution 4.0’, is no different. The way we make the products that fill our world is changing fast. This rapidly emerging trend has implications for every part of a manufacturer’s operations - from the obvious to the not so obvious. The advanced manufacturing technology is enabling products to be made faster, to higher quality specifications, and more closely aligned to increasingly granular market signals. The supply chain is being made more efficient, as is distribution and the maintenance and flexibility of manufacturing machinery. But what’s really new is the fact that manufacturers can go beyond just making things to servicing them too. Amidst these encouraging signs, I am happy to present you the 7th Anniversary Special issue of the manufacturing industry’s most preferred magazine – EM. The issue again offers you the right and the most-needed information through various interesting features such as Cover Story on the shop-floor trends in automotive manufacturing contributed by automotive manufacturing leaders; Viewpoint on developments in cutting tools technology; Industry Focus on automotive manufacturing; Technology Focus on bearings and energy management, Special Feature on global machine tool industry dynamics, and a lot more. I hope you will enjoy reading this issue of EM - an ultimate choice for those avid readers who want to stay abreast with the latest technological developments in the manufacturing world. We owe a debt of gratitude to the many people who supported us in our journey to success – our advertisers and contributors, advisory board members, partners, and most importantly our readers. We are thankful to all of them. Best wishes!

Shekhar Jitkar Publisher & Chief Editor EDITORIAL ADVISORY BOARD Raghavendra Rao Senior Vice President Manufacturing & Process Consulting Frost & Sullivan

Dr N Ravichandran Former Executive Director Lucas-TVS Chief Mentor, UCAL Fuel Systems

Satish Godbole Vice President, Motion Control Div Siemens Ltd

Vineet Seth Managing Director Mastercam India

N K Dhand CMD, Micromatic Grinding Technologies

Dr K Subramanian President, STIMS Institute, USA Training Advisor, IMTMA

Dr P N Rao Professor of Manufacturing Technology, Department of Technology, University of Northern Iowa, USA

Sonali Kulkarni President & CEO Fanuc India

Dr Wilfried Aulbur Managing Partner Roland Berger Pvt Ltd S Ravishankar Consultant

Overseas Partner: China, Taiwan, Hong Kong & South-East Asia

EM | Nov 2016









Interview with Anil Kumar, Director, Ceratizit India Round Tool Solutions

A post-event report on the internal cylindrical grinding seminars held at Pune, Chennai and Gurgaon

Smart factories are around the corner

The article discusses how companies can embrace the digital revolution to become future-ready and transform every facet of manufacturing




Pawan Sharma, CEO—Solutions & Services, KPIT Technologies






A report on the visit to Jyoti CNC Automation’s manufacturing facilities at Rajkot, Gujarat


The changing scenario of tooling industry The viewpoint section discusses the latest developments in the tooling industry and states the role tooling plays in the machining of composite materials


A post-event report on the 12th edition of the COMSOL Conference held at Bengaluru 82 STRATEGISING DIGITAL TRANSFORMATION

A post-event report on the GIL 2016, organised by Frost & Sullivan at Mumbai


Changing dynamics of automotive production

The cover story features a series of interviews with automotive manufacturing leaders who share their insights on the latest manufacturing trends and practices that can be implemented on the shop floor to boost productivity and achieve manufacturing excellences

EM – the only industrial magazine in India that offers a three-dimensional perspective on technology, market and management aspects of manufacturing


SUBSCRIBE TO EM | Nov 2016 | | Ph.: +91 20 6640 5754



th 2009-2016



Using bearing repair to extend bearing life for heavy industries


The revolution of rotation


The feature briefs on the quality repair program of bearing that can minimise the cost of buying a new bearing and add on new specifications

Achieving precision measurement

A read on the product processing technology used for producing high-precision machine tools AUTOMATION & CONTROLS


The article traces down the evolution of bearing industry, globally and in India, as well as touches upon the challenges and innovations in the industry

Integrating CAD files into automation

An application story on how PC-based control platform enables a fullyautomated production plant for pre-stressed concrete elements


Manufacturing Execution Systems for sustainability & energy efficiency

The article demonstrates how MES can help meet challenges of sustainable goals using standardised practices and conventional uses

EM | Nov 2016


Reviewing the global machine tool market dynamics

The article traces down the global production and consumption levels of the machine tool industry as per latest reports

New Products 84 CAD/CAM software; Thermal imaging clamp meter; Mild steel consumables 85 CNC simulation software; E-chain & corrugated tube; Tool vending machines 86 Reaming tools; Toolholding systems; 3D printer; Loading system for tool grinders

Columns 07 08 88 88

Editorial Contents Highlights – Next issue Company index



AIFI announces conference-cum-exhibition

BIMU receives positive response

Association of Indian Forging Industry recently announced the biennial conference-cum-exhibition, Forgetech India 2016 to commemorate their 50-year long journey. This forum intends to bring together the entire forging industry and other allied industries on a common platform to share, demonstrate and exchange ideas. It will be an ideal platform to facilitate a deeper understanding of the latest trends in the forging industry worldwide. The exhibition will witness participation from numerous national and international brand The forum intends to bring together the enterprises and forging players. entire forging industry & other allied Over 24 sponsors and 17 industries on a common platform exhibitors covering the whole gamut of forging industry will be exhibiting and showcasing their technology. Sharing his thoughts, Ranbir Singh, President, AIFI, said, “It is our pleasure to announce the first chapter of India’s biggest biennial conference-cum-exhibition Forgetech India 2016 on completion of AIFI’s 50 glorious years. This first-of-its-kind industry initiative will be a platform to discuss and share knowledge, insights, environmental and economic trends and industry best practices to uplift and upgrade our facilities and productivity.”

BIMU, the biennial exhibition of machine tools, robotics, automation, auxiliary technologies, subcontracting and services for the industry, featured the product ranges of 1,076 enterprises, 41% of which were from abroad, representing 33 countries and exhibiting on a total area of 90,000 square metres. The outcome of the trade fair promoted by UCIMU has been positive, as evidenced by the entrance data which states that the event totalled 62,576 visits. A comprehensive and varied list of workshops and meetings was also proposed in the The exhibition included the product programme of Quality Bridge ranges of 1,076 enterprises which included 12 sessions, scheduled over 5 exhibition days and involving 660 operators. Besides the traditional, international product offering of machine tools, robots, automation and auxiliary technologies, BI-MU actually proposed an unprecedented travel through additive technologies, Industry 4.0, fluid-power systems and mechatronics. Speaking further on this, Massimo Carboniero, President, UCIMU-SISTEMI PER PRODURRE, said, “The exhibition took place in a positive atmosphere, thanks to the favourable situation of the Italian market.”

CMTBA & AMT announce CCIMT in 2017

Growth, Innovation and Leadership summit

The Association For Manufacturing Technology (AMT), along with the China Machine Tool and Tool Builders’ Association (CMTBA), have recently announced the launch of the China Chongqing International Machine Tool Show (CCIMT) to be held on November 13–16, 2017, at the Chongqing International Expo Center, Yubei, Chongqing, China. The exhibition will showcase the latest in manufacturing technology and bring buyers & sellers to the market of Chongqing and southwest China. As per Douglas Woods, President, AMT, “Our combined research recognises that Chongqing is a major production hub, and in the past 10 years, we have seen more than 2,000 companies emerge — creating a huge expansion in the number of potential buyers for manufacturing technology products.” CCIMT is expected to fill 35,000 square metres of exhibition space with a target attendance of 50,000 coming from foreign countries. “The collaboration is a win-win cooperation based on the common recognition on the market situation of Chongqing and China’s south-west area,” said Huiren Chen, President, CMTBA.

Frost & Sullivan recently conducted the Growth, Innovation and Leadership Summit, GIL 2016: India, which concluded its eighth edition in Mumbai. Keynote sessions by industry stalwarts, Frost & Sullivan's domain experts and panelists from 30 industry luminaries, economists, bureaucrats and over 150 Workshop session in progress at GIL delegates, provided for well2016: India rounded discussions. This year, GIL India was inaugurated by Ajay Kumar, Additional Secretary, Ministry of Electronics & IT, Government of India, who emphasised on how innovation is the key for digital transformation and with the pace of innovation in India, it is now becoming one of the fastest growing start-up destinations. The GIL India journey began with Aroop Zutshi, Global President & Managing Partner, Frost & Sullivan, who said, “As we embark into the era of ‘Artificial Intelligence’, every company globally will need to incorporate digital technology to serve their customers and create a competitive differentiation. AThe evening concluded with Frost & Sullivan’s 2016 Indian Best Practices Awards, which recognized companies for their accomplishments in areas of innovation, convergent thinking and advanced technologies.


EM | Nov 2016

Plot no-415, Sector-8, IMT Manesar, Gurgaon 122051, Haryana, INDIA, T: +91 124 4391790 F: +91 124 4050032, E:, W:


EuroBLECH 2016 boosts trend for digitisation EuroBLECH 2016, which is the 24th International Sheet Metal Working the 60,000 visitor mark. Not even the strike of two German airlines on the Technology Exhibition, recently concluded after five successful show days. A third exhibition day had an impact on the buoyant mood of the participants total of 60,636 visitors from 100 and the positive development of different countries came to Hanover the visitor numbers. The results of to get an overview of the latest this year’s EuroBLECH, a technical developments in sheet barometer of the industry sector, metal processing and invest in new show a record floor space of production equipment. A total of some 88,000 square metres net 1,503 companies from 41 countries and a sustainable increase in exhibited at this year’s show. visitor numbers; this Speaking on this, Nicola demonstrates a healthy economic Hamann, MD, Mack Brooks outlook for the industry sector Exhibitions, said, “The trend for with its global business activity.” digitised manufacturing boosts A total of 39% of visitors and innovation and business activity 54% of exhibitors came from in the sheet metal working outside Germany at this year’s industry and its leading industry A total of 1,503 companies from 41 countries exhibited at EUROBLECH 2016 show. A great majority of the exhibition. The atmosphere at visitors came from the industry this year’s show was filled with an overall fascination about the recent (80%), followed by visitors from workshops, trade and services. Most technological advancements and the large number of positive international important sectors the visitors belonged to were engineering, sheet metal business contacts.” & products, steel and aluminium construction as well as the automotive She further elaborated, “With an increase of 2% in visitor numbers industry and its suppliers. Next year, Mack Brooks Exhibitions will compared to the previous show, this year’s EuroBLECH clearly surpassed organise BLECH India, on April 27–29, 2017, in Mumbai.

HAAS CNC Tech Show at Ahmedabad & Manesar

Manufacturing growth hits 22-month high

Managed by the Haas Factory Outlet (HFO) in India (Philips Machine Tools India), the popular HaasTEC shows are returning to India this year with two events for different regions of the nation. The first HaasTEC will take place on November 16-19 at Ahmedabad in Gujarat and will be followed closely by HaasTEC Manesar which will be held on December 7-10, in the industrial district of Gurgaon, near New Delhi. In line with previous HaasTEC HAAS CNC Tech Show returns to India events, a number of innovative, affordable Haas CNC machine tools will be on view. According to Haas officials, “Two machines will be on show for the first time in India, the Haas ST-15 & Haas DT-2. All of the Haas CNC machine tools on display will be powered and performing demonstrations, cutting metal. Haas specialists from the HFO will be available to guide visitors through the demonstrations and answer any questions about the machines.” Other Haas CNC machine tool models scheduled to appear at both HaasTEC events include the ST-10Y turning center with Y-axis, VMCs - VF-2 & VF-2SS & Mini Mill.

Indicating an uptick in industrial activity, the Nikkei India Manufacturing Purchasing Managers’ Index TM (PMI) rose to a 22-month peak in October with 54.4 against 52.1 in September. An index reading above 50 reflects expansion; a marking below it points to contraction. According to a Nikkei report, the good performance was attributed to “stronger contributions from three of its five sub-components: new orders, output and The index rose to a peak in October stocks of purchases.” The report further stated that output in October increased for the 10 th straight month and at the quickest rate in nearly four years. Elaborating on this, Pollyana de Lima, Economist, IHS Markit and author of the report, said, “The data for October provides positive news for the economy as manufacturing output expanded at the fastest rates in 46 and 22 months, respectively. The manufacturing sector looks to be building on the foundation of the implied pick-up in growth in the previous quarter.” The data also indicated that much of the new orders were from domestic markets.


EM | Nov 2016


Dormer and Pramet have joined forces. Together, we offer a comprehensive range of indexable and rotary cutting tools. Our real offer, though, is about much more. Yes, our products are consistently high quality, easily available and come with the advice and guidance you

have the right to expect. But we also believe in taking time to build a clear understanding of your business needs. This not only ensures we give you exactly the support you need, but helps build trust – the foundation for all true partnerships. That’s how we get the job done. Simply Reliable.


80 years of Blaser Swisslube

The Technology Centre helps to carry out stringent tests on new metalworking products and system solutions

Blaser Swisslube recently celebrated its 80th anniversary. With a history that dates back to 1936, the company has grown from a small regional business into a global player. In the company's own Technology Centre, the focus is on research and development. This focus has resulted in a breakthrough being achieved in a current civil aviation project. The real upturn in the company's fortunes began after the war when the customer base expanded to include farmers, mechanical workshops, the construction industry, the wood and metal processing industries and the first industrial factories. Speaking on this, Marc Blaser, MD, Blaser Swisslube, said, "With the same pioneering spirit that was present when the company was founded, tireless work was done to continue to expand the company, to increase and modernise the manufacturing facilities, as well as to increase the level of research and development." Fast forward to 1974 when Peter Blaser, Chairman of BoD picked up the baton and became the second generation of the Blaser family to manage the company. As a trained mechanical engineer, he introduced and added metal processing in the company's repertoire as well as establishing and expanding the sales network in Europe and further afield.

Owing to the international orientation and ambitions of the company, the corporate name was also changed to Blaser Swisslube during this time. In 1981, Blaser Swisslube Inc was founded in Goshen, New York. In 1995 and 1996, subsidiaries in Germany, the Czech Republic and Japan followed. Today, Blaser has its own subsidiaries and agents close to its customers in around 60 countries across the globe and employs a total of 600 employees - 300 of whom are employed in Switzerland. The company continued unabated to develop its expertise in all things to do with metalworking fluids. This involved expanding and refining its research and development facilities to what, today, are the largest of its kind in the industry. Furthermore, in order to offer customers an effective added value when it comes to machining, the company inaugurated its very own Technology Centre in 2009. Speaking on this, Marc Blaser said, “Our Technology Centre is truly state-of-theart and enables us to carry out stringent tests on new metalworking products and system solutions.” Elaborating on the company’s strengths, he further added, “The ability to work collaboratively and consultatively with customers acts as a key strength for our company.”

EM – the only industrial magazine in India that offers a three-dimensional perspective on technology, market and management aspects of manufacturing


SUBSCRIBE TO EM | Nov 2016 | | Ph.: +91 20 6640 5754

For more than 75 years, our operational excellence has made Kennametal a powerful global leader in the design and manufacture of engineered components, advanced materials, and cutting tools used in the most demanding environments on earth. With approximately 12,000 employees, serving customers in more than 60 countries, our best-in-class products and technologies significantly improve the productivity of those we serve. A global enterprise that leads customers into the future. Now That’s Different Thinking, That’s Better Thinking. That’s Kennametal.

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“Providing productive & cost-effective tooling solutions” …says Anil Kumar, Director, Ceratizit India Round Tool Solutions. In this interaction with Maria Jerin, he discusses his company’s customised solutions in the area of solid carbide round tools for reducing the cost of machining operations. Excerpts… Can you brief us on the acquisition of GW Precision Tools by Ceratizit? What are the operational changes that have happened after the acquisition? Ceratizit is one of the four major companies under Plansee Group that include GTP, Ceratizit, Plansee and Molymet. Prior to the acquisition, Ceratizit and GW Precision Tools had a close working relationship. To grow in the market, Ceratizit was planning to partner with a technology specialist in the area of round tools. Thus, the acquisition of GW Precision Tools came into effect and the combination was ideal. The company works on SAP and all factories in the group have access to the technology and information. We have two plants in India, Ceratizit Kolkata produces products in inserted solutions and Ceratizit Bengaluru produces solid carbide tools. How has the performance of the cutting tool industry been so far? What are the key emerging applications that are driving growth? Overall, the performance of the cutting tool industry is better compared to last year. The automotive industry, which drives major growth in the tooling sector, appears to be flat and slightly positive. Our major share is in this industry. If the segment improves, the demand for cutting tools will also improve. However, the growth in the aerospace and energy segment looks positive. We have a complete range of tools, grades, geometries and solid carbide tools for machining heat-resistant alloys and composite materials used in this segment. We are getting more requirements from our customers in India to machine such components. We have a dedicated team capable of delving into R&D support for the development of tooling products in the aerospace segment where composite materials are used. Composites such as CFRP are 70% lighter than steel and 40% lighter than aluminium alloy. Presently, it is enjoying the high-market demand due to its reduced weight, which in turn equates to higher fuel efficiency in aerospace applications. We have special geometries and coating in round tools for effective machining of composite materials perfectly without allowing surface delamination.


How do you strategise your business model to meet challenging requirements from customers? What are the various solutions offered in solid carbide tools by your company? We have both standard products and special solutions based on our customers’ requirements. Most of our insert grades are categorised under the standard product. In round tools, we have more customised solutions that are developed for special purposes in our Bengaluru plant. As far as the range of solutions offered in solid carbide tools are concerned, we have drills, end mills, reamers, combination tools, etc. We specialise in reducing cycle time and the number of tools required for particular operations, thereby, reducing the cost of operation. We provide accurate, productivity-based tooling solutions with high quality and tight geometric tolerances, which is advantageous for our customers in the long-term. What will be your company’s new launches during IMTEX 2017? We will exhibit our array of products in insert grades as well as in round tools like long drills. We are also showcasing our recently-developed geometries in drilling and milling, and for machining materials like heat-resistant alloys and composites. In milling and turning, we will be introducing 3x3 concepts for selecting tools. This concept will be introduced in India and will have three grades and three geometries, which will cover the entire range of requirements for a turning operation. What are your company’s future expansion plans and investments scheduled so as to cater to the Indian market? We have already expanded our Kolkata plant to three times our current capacity. Our Bengaluru facility has a huge capacity and is well-equipped to serve growing customer demands. It can be concluded that we have extra capacity and we are currently planning to expand our market presence in India. We are looking forward to be among the top tooling suppliers in India. ☐

EM | Nov 2016



With the changing graph amidst advanced technologies, the automotive manufacturing industry in India is all set to adapt to the latest innovations so as to compete in the global market. The cover story features a series of interviews with automotive manufacturing leaders & experts who share their insights on the latest manufacturing trends and practices that can be implemented on the shop floor in order to boost productivity and achieve manufacturing excellence.

Compiled by Team EM


EM | Nov 2016

M A N A G E M E N T | C O V E R S TO R Y

“Leadership on the shop floor is a challenge” “ The Indian manufacturing industry needs to focus on disruptive quality improvements. This needs a change of mindset and robust design with systematic problemsolving methods. Smart automation, lean methods and even robotics need to be adopted.” Dr Andreas Wolf, Executive Vice President – Manufacturing Quality, Bosch India

What are the five most essential things that will make Indian manufacturing industry globally competitive? What is the current status in this area? The industry share in India is at around 16% and has been stagnant for the last couple of years. The Indian manufacturing industry needs to focus on disruptive quality improvements. This needs a change of mindset and robust design with systematic problem-solving methods. Smart automation, lean methods, MTM-time study method and even robotics need to be adopted. Smart manufacturing is another option for India’s industry. India is already known as an IT-hub and this can be used as an advantage to improve the performance of production lines, quality of products and processes. Additionally, agility in terms of flexible production line concepts also needs to be looked into. Lastly, competent and well-trained workmanship is key. There is room for improvement for Indian manufacturers in these aspects. While some companies have realised the importance of Industry 4.0, when compared globally, the progress is too small. The biggest concerns are quality and productivity and manufacturing industries can do much better. Can you brief us on the various manufacturing principles used in your plants? In our plants, we have been implementing the Bosch Production System (BPS). It's objectives are to have a culture of continuous improvement of manufacturing and logistics processes, to detect and remove waste and to use standards like leveling, Kanban and Heijunka boards. Another tool that we use is our Shop floor Management Cycle (SFMC), which contains cycle-time documentation, hourly tracking of the line performance and systematic problem solving tools. We have also implemented the Layered Process Confirmation (LPC), which helps all levels of leaders to check that all processes are running as planned.

EM | Nov 2016

What is your opinion on advanced technology strategy that has to be implemented in the shop floors for optimal ROI? At Bosch in India, we follow the rule that the ROI of I4.0projects or smart automation must not exceed two years. Each project has to be derived from the value-stream design and aligned with our cost/quality targets. There is the risk that one of the projects may fail. But with close monitoring, this is reduced. We also reduce the risk by cross-functional and cross-divisional team work. What according to you are the major challenges faced in today’s shop floors and how can they be eliminated? Leadership on the shop floor is a challenge. We need leaders who can spend more time for improvement activities and for trouble shooting. Hence, we have launched a Front line Manager Development program, where we carry out regular methodological training for our top-managers and enable them to act as mentors. The second challenge is teaching and enabling our operators and line managers to learn to see. This is only possible by implementing standards, layered audits, consistent mentoring and fresh-eye assessments. The third challenge is the mindset regarding quality. Everyone is responsible for quality and we have launched several campaigns to instill this culture. How will concepts like Industry 4.0 boost productivity in manufacturing industries? If we introduce advanced technology in the right manner, it will be a disruptive improvement of the competitiveness of Indian manufacturers and can create more jobs. But, these jobs will look totally different. Less qualified jobs will be replaced by high qualified ones, the role of the human being in the process will change from commander and/or captain to conductor, using connectivity and perhaps even artificial intelligence. China, Europe and the US have identified this as strategically important as well.☐


C O V E R S TO R Y | M A N A G E M E N T

“Driving localisation…” “As we work towards creating a strong brand in India by introducing high-value products, we are also looking to build effective scale and substantially increase local content. We have a team dedicated to drive localisation of tier one suppliers and overall localisation.” Kel Kearns, Site Plant Manager, Sanand Vehicle Assembly & Engine Plant, Ford Motor Co. How has your company worked towards redefining manufacturing excellence? The manufacturing plant in Sanand redefines manufacturing excellence with its state-of-the-art modern equipment and advanced technology to deliver quality products. For example, the press shop not only ensures that we produce the highest quality parts, but also maintains an exceptionally clean environment for employees with positive ventilation being deployed. The paint facility at Sanand uses Ford’s innovative three-wet paint process that allows three coats of paint to be applied and baked simultaneously. The energy-efficient process significantly reduces wastage and energy consumption. Can you brief us on the various manufacturing principles/ tools & production concepts used in your plants? Can you elaborate on the Ford Production System? How does it ensure Zero Defect & 100% throughput in manufacturing? Our vision with the plant operations continues to be geared towards achieving a culture of Zero Injuries, Zero Defects, and 100% flow that supports standardisation of our processes as a base for ensuring great quality. The level of automation varies across different sections of the plant. For example, the body shop in Ford’s Sanand plant has close to 95% automation ensuring the most-efficient line speed, along with high levels of quality. What helps Ford achieve this is the Global Ford Production System (GFPS), which provides a foundation of standardisation, a framework of systems for safety, quality, delivery, cost, people, maintenance and environment as well as key unifying processes. It delivers zero-defects and 100% throughput in manufacturing. GFPS is the foundation for all manufacturing operations, which provides stability to our inputs, standardises our processes, and provides for continuous improvement. Key elements of the system include effective work groups, Zero Waste/Zero Defects, aligning global capacity with global market demand, optimising production throughput, and using total cost to drive performance. By following the disciplined processes and deliverables, we have been successful in preventing defects.


How is Ford helping its suppliers to set up shop, grow, and develop in close proximity to the new facilities? A robust supply chain is essential for building high-quality vehicles satisfying customer requirements and for increasing localisation to make our products more affordable. Gujarat has reserved 200 acres of land for an automotive supplier park and as many as 19 of our suppliers have already set up their factories or are in the process of doing so to support our operations. Close proximity facilitates Just-In-Time sequenced delivery of parts to the plant reducing inventory and providing maximum build options/variations for customers. What are your localisation strategies? How will they help protect the company from the ups and downs in the demand in the domestic market? We understand the need to continuously increase local content in manufacturing. It is a business imperative. As we work towards creating a strong brand in India by introducing highvalue products, we are also looking to build effective scale and substantially increase local content. We have a team dedicated to drive profitability by increasing the local content on our nameplates. The goal for the team is to drive localisation of tier one suppliers as well as overall localisation. Can you give a brief overview of how manufacturing operations have undergone changes over the years vis-à-vis rapid changes in technology? There are several changes happening all around the world in the field of manufacturing. Almost 100 years ago, this process, first started by Ford, revolutionised production and dropped the assembly time for a single vehicle from 12 hours to about 90 minutes. Building on this tradition, Ford continues to accelerate its efforts to standardise production, make factories more flexible and introduce advanced technologies to efficiently build the best vehicles possible at the best value for our customers, no matter where they live. ☐

EM | Nov 2016

C O V E R S TO R Y | M A N A G E M E N T

“Experiment with new technologies” “Change is inevitable and moving to the next stage of industrialisation is a part of it. Question is, at what speed and till what depth we have to adopt it to our area of operations. It will surely impact productivity and growth, especially in the manufacturing industry.” Rajeev Wasan, Senior Vice President – Manufacturing, Honda Cars India

Can you highlight some of the continuous improvement programmes practiced in your shop floor with focus on operational excellence models? We are working on 4 pillars to achieve operational excellence: a) Strategic planning and deployment: There is a welldefined system of developing business goals at the company level, which are then broken down into broad sub-business goals. Against each of these goals, business targets are set at each business unit head level and then there is a Hoshin chart that is made which indicates the activities that need to be done to achieve these broader business goals. b) Performance management: There is a system of reviewing monthly performance of each of the activities and result against the set target in the Hoshin chart. PDCA is rotated in case there is a gap against the target and actions are initiated to bridge the gap. c) Process excellence: Many tools like New Honda Circle (small group activity), Kaizen, TPM, 5W2H, IT systems are being extensively used to achieve process and performance excellence in all business operations. d) Skill development and motivation: Knowing fully well that operational excellence can not be achieved without engaged, motivated and skilled associates, we are investing in skill development of all the associates including those directly working on the shop floor. Even the best of automation and advanced technologies could fail to give ROI if the strategy or timing of automation is wrong. What would be your recommendations? Investment in technology, IT system, automation, etc must be purely driven by the business needs. All investments have a risk associated with it as the business environment is continuously changing and not 100% certain. In this kind of scenario, all investments must be made looking into the business need while avoiding excessive risk. Big investments must be done with the involvement of top management or the board.


What are the latest/smart technologies and systems incorporated in your shop floors as well as in supply chain? As we have already made huge investments in setting up global scale full backward integrated manufacturing facility at Tapukara, all new investments are being made depending on the business need. As far as implementing the newer technologies is concerned, we are experimenting with these on few equipment and then make a business case based on our experiences before we implement these horizontally across the plants on a big scale. We are implementing many new IT systems to improve the flexibility in our supply chain as well as achieve cost reductions through efficiency improvements. What, according to you, are the major challenges faced in today’s shop floors? What would be your recommendations? Major challenge is to keep all associates engaged and maintain healthy working environment. In such a situation, it’s important to follow/focus on the basics, for example, respect for the individual, putting in place robust grievance redressal system, maintaining healthy and open communication specially with the associates working directly on machines/ shop floor, having fair HR/IR practices, etc. Global technology analysts suggest that Industry 4.0 will boost the productivity and growth in manufacturing industries. What are your views on this? Change is inevitable and moving to the next stage of industrialisation is a part of it. Question is, at what speed and till what depth we have to adopt it to our area of operations. It will surely impact productivity and growth, especially in the manufacturing industry. As I said before, we must experiment with these technologies and adopt it purely on the basis of business need, but as this change is going to happen we must start upgrading the skills for the adoption of these future generation technologies. ☐

EM | Nov 2016

C O V E R S TO R Y | M A N A G E M E N T

“Strengthening manufacturing process” “Standardisation on shop floor is very important to ensure discipline in daily operations. Standardisation is practiced for not only the processes, but also for the way the processes are managed by the managers and group leaders.” Sanjiv Paul, Head–Manufacturing Operations, India Yamaha Motors

What are the five most essential things, according to you, to make Indian manufacturing industry globally competitive? How is the progress in this area? The five most essential things are as follows: a) Indian MFG industry is very labour-intensive: Most of the times, the low cost of labour is used as an offset for high investment required for automation. This option is not bad by itself, but to increase productivity, automation should be promoted. b) Skilled manpower availability is a challenge for the industry: While we have a large working-age population, finding skilled manpower is difficult. The main reason is that the vocational schools lack the infrastructure to impart meaningful training. Industry must support the vocational schools to generate structured improvements. c) Supply chains are largely inefficient: India being a developing market, the market demands are more often than not skewed. This leads to increased inventory at RM and FG stage. Improvement in logistics efficiency needs government support by improving the road infrastructure. d) Suppliers fail to provide consistently good quality products: Most of the Tier-1 and Tier-2 suppliers are SMEs and MSMEs with limited engineering & quality capabilities. Adoption of quality systems is often low and mostly done out of compulsion rather than having a deep desire to ensure the quality of products. To counter this issue, OEMs must take responsibility to work seriously for supplier upgradation. e) Ease of doing business in India: Any new business entering a new market needs to feel welcomed and not over-awed by the processes and legal log jams. Although significant efforts are being made in this direction, the results are yet to be seen. Can you brief us on the various manufacturing principles & production concepts used in your plants? The IYM manufacturing plants in India follow the


YAMAHA Monozukuri philosophy in the manufacturing, design and engineering processes. Standardisation on shop floor is very important to ensure discipline in daily operations. Standardisation is practiced for not only the processes, but also for the way the processes are managed by the managers and the group leaders. To have this standardisation, we have a practice called Hyoujun Soubi to ensure that the start-up and closing-down issues don’t creep in. Other manufacturing concepts of 5S, 6F and human resource development are practiced to ensure continuous improvement in quality. What do you think on the kind of automation or advanced technology strategy that has to be implemented in the shop floors for optimal ROI? Operations having high CT, the bottle-neck processes and critical to quality operations must be automated. Benefits calculation or ROI calculation can be a good yardstick, but not the only yard-stick. Investing in quality and for reducing dependence on work-force should be promoted. What, according to you, are the major challenges faced in today’s shop floors? What would be your recommendations for them? Lack of a skilled workforce and insufficient quality of engineering workforce are the two major challenges being faced on the shop floor at present. Industry-oriented courses for new engineers and industry supported vocational schools would be helpful in a big way in order to tackle this challenge. How will advance technology concepts boost the productivity and growth in manufacturing industries? Industry 4.0 and IIoT are the ‘in’ terms. India has a unique opportunity to innovatively pave its own road to smart manufacturing. We are optimistic about this transformation, as India has done this in the past with telecom, IT and financial services, where the latest of technologies were rapidly adopted by skipping a generation. ☐

EM | Nov 2016

C O V E R S TO R Y | M A N A G E M E N T

“Addressing quality & productivity” “Practicing robust change management, addressing the Four M (Man, Machine, Material and Method), change verification and validation will support to address the potential risk of shipping the deviated products” Pravinkumar Fatangare, Plant Manager — Mechatronics, KSPG Automotive India

What is your focus on operational excellence models towards achieving the long-term goals in your organisation? Lean Six Sigma philosophy is practiced aggressively as an operational excellence model, which is primarily based on five elements, viz 5S, standardisation, visual management, problem-solving and employee integration. In our shop floor, continuous improvement in material flow is mainly driven via Value Stream Map. Six Sigma DMAIC approach is being practiced for problem solving on various assembly and machining processes. 5S is a chosen journey to continuously have the shop floor uplifted. Can you brief us on the various manufacturing principles/ tools & production concepts used in your plants? Can you highlight some of the continuous improvement programmes practiced in your shop floor? We have incorporated the smart technologies within the process, such as, assembly stations integrated with bar code scanning and data traceability, position/sequence control, torque & angle control screw drivers with feedback mechanism, force and stroke/displacement controlled pressing, verification of part presence by image processing and verification by camera. Scrap cost and customer complaints are the key indicators for the operation performance leading to not just customer satisfaction, but it also determines customer delight. Built-in quality is enhanced through initiatives like Red flag, used as a tool to highlight, monitor and improve the conformance level on process as well as product and Layered review & audits, that weekly reviews with layered mechanism that triggers the action and implementation on all quality concerns. In addition, Poka Yoke are extensively used across various assembly and machining processes, as well as extended in the packaging and logistics process. Kanban with 2 bin system triggers material feeding to assembly lines. What do you think on the kind of automation or advanced


technology strategy that has to be implemented in the shop floors for optimal ROI? Consistency in quality and productivity can be sustained with the robust processes. Automation, to the extent of avoiding human dependency on process conformance, shall enable to have reliable processes and fulfil the customer demand. It will further have leverage over the competitor and retain the business as well. A strategy of having reliable and robust processes will lead to optimal ROI. What are the major challenges faced in today’s shop floors? What would be your recommendations for them? Today’s shop floor employees are educated and skilled with a high degree of IQ. Monotonous and repetitive tasks, without a learning journey makes them demoralised. Therefore, an approach of engaging the lowest level person in the company’s vision and a mission statement with a focus on individual development plan will support to motivate the people. I would recommend change management as a solution. Any change in the product or process may have a vital effect on the product performance. Practicing robust change management, addressing the Four M (Man, Machine, Material and Method), change verification and validation will support so as to address the potential risk of shipping the deviated products. Global technology analysts suggest that the advanced technology concepts like Industry 4.0, Industrial Internet of Things (IIoT), etc will certainly boost the productivity and growth in manufacturing industries. What are your views on this? Yes, Industry 4.0 will boost the productivity by keeping the value stream completely connected from the supplier to customer. It would have real-time information of performance and enable management to act quickly and with speed. Overproduction, waiting time and excess inventory are the wastes, which can be overcome by deploying a smart technology like Industry 4.0. ☐

EM | Nov 2016


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C O V E R S TO R Y | M A N A G E M E N T

“Focus on world-class manufacturing” “World Class Manufacturing principles involve every employee in the plant’s offices and on the shop-floor in a process of continuous improvement that aims to achieve Zero Defects, complaints and accidents, breakdowns of machines, inefficiencies and waste” Rajan Madan, Plant Director, New Holland India

How are the latest technologies being leveraged on in your manufacturing plants? New Holland, a brand of CNH Industrial, is manufacturing tractors, fuel-efficient engines and various components for local needs and export, in Greater Noida. Besides, we are setting up a new facility on 70 acres of land at Chakan, Pune, for manufacturing of advanced farm mechanisation equipment. We also run a manufacturing plant in Pithampur, in the construction equipment business with the CASE brand that produces compactors and backhoe loaders. We keep upgrading our facilities with the latest technologies to improve the efficiency and make our plants best in the industry in terms of quality. At the Greater Noida facility, we are using state-of-the-art CNC (Computer Numerical Control) machines from Japan and Germany, for machining of castings. We use emission & performance test benches from Italy for testing engines as per CNH Industrial Quality standards, which ensures best performance by our tractors in real-life conditions. The plant is equipped with conveyor systems, such as skid conveyor, slat conveyor, and overhead chain conveyor. We have recently established a new paint shop with the most advanced tools for top-notch paint quality. Your CNH Industrial / New Holland plant in Greater Noida has achieved the Silver level in World Class Manufacturing. Since you were actively involved in the implementation, can you give us more details on it? The road to Silver level in WCM was not a walk in the park. It was one of the most challenging tasks for us, mainly because of the challenging timelines given to the Greater Noida plant. However, with a continuous focus on reducing losses and improvement activities in quality, workplace organisation and logistics, our efforts paid off, and we passed the Silver audit in the first attempt - a feat in itself. WCM also helped us in improving internal processes


to reduce consumption of important resources as well as to reduce operational costs. WCM principles involve every employee in the plant’s offices and on the shop-floor in a process of continuous improvement that aims to achieve Zero Defects, complaints and accidents, breakdowns of machines, inefficiencies and waste. Are you following lean manufacturing practices or shopfloor Kaizens in your plant to make it more efficient and its products cost-competitive? Yes, we do follow lean manufacturing practices at our plants. These practices help us improve the product quality, mitigate the losses, and reduce the cost of production. These are all part of World Class Manufacturing practices. WCM has 10 technical pillars such as Safety, Quality, Plant logistics, People development etc, that work together to identify losses and take countermeasures to eliminate them. What are the initiatives taken by CNH Industrial / New Holland to ensure the green environment and to reduce energy consumption and emissions at its Greater Noida plant? We are working incessantly towards reducing energy consumption at our Greater Noida plant. To reduce energy consumption, we have made many improvements such as replacement of normal motors with energy-efficient motors and pumps, use of LED lights in office areas and shopfloor. Air-conditioner units in our offices use environmentfriendly gases and are the most energy-efficient units available in the market. In addition, we are also making use of solar charging streetlights and latest technology of Tubular Day lighting devices. We are presently working on installation of 2.6 MW solar power systems on the rooftop of our manufacturing facility. To preserve environment, we are recycling all the waste generated in the plant, including hazardous waste. ☐

EM | Nov 2016


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C O V E R S TO R Y | M A N A G E M E N T

“People factor is emerging as priority” “Automation can be effective in bringing about consistency in manufacturing that is critical for the quality of products. We look at automation not as a tool to reduce manpower, but to improve overall efficiency of operations.” Kiran Deshmukh, Executive Vice-Chairman, Sona Koyo Steering Systems

What are the five most essential things to make Indian manufacturing industry globally competitive? How is the progress in this area? The most important requirement for the Indian manufacturing industry is it needs to be competitive. Productivity is another important factor to be competitive. It has two dimensions — manufacturing equipment and people. Productivity of manufacturing equipment is achieved by having equipment maintained so that they are always ready for operation. This requires people who have the skill and analytical capability. The people factor is the most essential and needs continuous upgradation. Significant levels have been achieved in quality and productivity by making use of transformational methods like TQM, TPM, Lean, six sigma, etc in the last two decades. Can you brief us on the various manufacturing principles/ tools & production concepts used in your plants? Continuous improvement ‘Quality Circle’ for Kaizen is done through Group Kaizen Activity (GKA). TPM is also used in all our plants for machine readiness. The Sona Production System, which is based on the JTEKT Production System, is used in our manufacturing. PDCA cycle is always used for all the activities. For problem solving, the 7-step for problem solving methodology is used with why-why analysis. These are done with the cross-functional team approach. There is a strong focus on DWM – Daily Work Management to complete work on the scheduled timeline. We also use, for controlling variations, capability and stability control which we call 2x2 matrix control. For optimising flow, we have embarked on VSME – Visionary Small and Medium Enterprise to not only optimise our own internal flows based on our customers, but also to streamline our entire tier-2 flows. What do you think on the kind of automation or advanced technology strategy that has to be implemented in the shop floor for optimal ROI?


Too much of automation or wrong application can lead to failure, resulting in dismantling or going back on automation. This can result in ROI going wrong. Automation can be most effective in bringing about consistency in manufacturing that is critical for the quality of products. We look at automation not as a tool to reduce manpower, but to improve overall efficiency of the operations by achieving consistent, repeatable and assured quality of products. What, according to you, are the major challenges faced in today’s shop floors? What would be your recommendations for them? Today’s challenges in the shop floor revolve around 3M — machines, material and man or their readiness. A lot of work has been done in upkeep to have the machines ready always, using TPM. Nevertheless, challenges continue to exist in this area. This is also people dependent and requires skilling up of people for problem-solving to maintain basic condition through condition-based monitoring and timebased monitoring, and to use the past learning in the future machines. We have our own skill-development centre for training. Upgrading to the required technology at the right time is essential so as to give a value proposition to customers. How will advance technology concepts boost the productivity and growth in manufacturing industries? IIoT is currently being applied in areas as basic as tracking consignments and condition monitoring of critical machines. This helps in identifying possible failures and act before a catastrophy. The other area of usage is to improve productivity. In the event of a failure, the live information helps in taking right decisions quickly. Large amount of data is generated in manufacturing shop floors. If it is collected appropriately and timely analysed, and provided to the right user in right form, decision making can become accurate and quick. To succeed in the future, there is no alternative but to adopt digital manufacturing. ☐

EM | Nov 2016

C O V E R S TO R Y | M A N A G E M E N T

“Balance technology, method & people” “What we need is a change in mindset of people leading the manufacturing industries. This requires the leaders to personally get involved and spend time on the shop floors, effective and efficient work process, employee participation in continuous improvement, etc.” Dr N Ravichandran, Chief Mentor, UCAL Fuel Systems & Retired Executive Director, Lucas-TVS What are the five most essential things, according to you, to make Indian manufacturing industry globally competitive? How is the progress in this area? Today, there is a paradigm shift in the very aspect of staging an essential business. Some mindsets include that knowledge is power and not availability of natural resources; customers come first and not shareholders; and that quality is the winning mantra. The key drivers can be grouped under market drivers, cost drivers and government drivers. In this changing scenario, to sustain the existing business and to grow, a new management system is needed that supports companies’ need for growth, innovation, quality, speed and agility. The five essential things in the Indian manufacturing industry to focus are quality, delivery, stability, innovation and partnering with customers. Can you brief us the various manufacturing principles/tools & production concepts used in your plants? In Lucas TVS, we started implementing various steps of TPS & Lean. We have used 7 Zero Philsosophy, Zero Delays, Zero Changeovers, Zero Defects, Zero Breakdowns, Zero Inventory, Zero Waste and Zero Injury. This is supported by daily-routine management and continuous improvement teams in the shop floors. Employee engagement schemes like QC circles, suggestion scheme, sunday voluntary work teams, etc have produced remarkable results. What do you think on the kind of automation or advanced technology strategy that has to be implemented in the shop floor for optimal ROI? The level of automation directly depends on the level of volume of production vis-à-vis the tact time. If the tact time of the product is less than 10 seconds, companies think of high-order automation. Anything above 10 secs to 1 min, combination of automating the process and manual transfer are considered with lot of Low Cost Automations (LCA) in the line. In this case, multi-process handling is used instead of one person operating one machine or one process. This is done by


Load Switch Walk (LSW) lines, built with Jidoka, Poke Yoke, online checking and alerts. If the tact time is quite large, people resort to man-machine lines. We need to optimally balance technology, methodology and peoplelogy. We cannot copy and bring in completely automated lines and loose flexibility. What we need is automating the process, so that quality levels and cycle times are stable. What, according to you, are the major challenges faced in today’s shop floors? What would be your recommendations for them? The challenges include frequently changing management teams as people move from one company to another frequently; consistency in vision and direction of management; difficulties in getting people to work in manufacturing areas as service sectors offer a better work place and remuneration. Also, to significantly elevate levels of shop floors and attract people to manufacturing industry, a clean, environmental-friendly and climate for creativity is essential to create a knowledgeable work place. We need to create a culture where everyone is the owner of the plant and not an employee of the organisation. How will advance technology concepts boost the productivity and growth in manufacturing industries? We need to adopt the best practices from Industry 4.0 and create a frugal manufacturing system for each company that suits its products, processes and people. What we need is a change in mindset of people leading the manufacturing industries. This requires the leaders to personally get involved and spend time on the shop floors; effective and efficient work process; employee participation in continuous improvement; providing a culture with build – sustain – grow concept and continuously be a learning organisation. Many Indian manufacturing organisations are on a big journey and many companies have started initiating the transformation journey. ☐

EM | Nov 2016

C O V E R S TO R Y | M A N A G E M E N T

“Sequencing manufacturing systems” “ The sequence of manufacturing systems improvement is extremely important in deciding ROI as this has a direct impact on how prepared are the people to interface with the machines and make the best utilisation of the data generated for efficient running of automated systems” Dr Ravi M Damodaran, President—Technology & Strategy, Varroc

What are the five most essential things, according to you, to make Indian manufacturing industry globally competitive? How is the progress in this area? Indian manufacturing industry today uses a disproportionately high amount of low-cost, less-skilled temporary labour since we are mostly engaged in lowvalue manufacturing. This results in low productivity and quality as well as high supervisory staff compared to global standards. With increasing cost-pressures, there is a hesitation to staff skilled supervisory staff also. Therefore, most of our manufacturing industries are not in a position to effectively utilise productivity tools (such as Lean Manufacturing, Six Sigma, TOC, etc) to continuously improve operations. Also, there has been little emphasis on game-changing innovation and safety for which we continue to use outdated manufacturing processes that are not very energy-efficient. All these factors have left us poorly prepared for the integrated, automated and connected supply chains (Industry 4.0). Can you brief us on the various manufacturing principles/ tools & production concepts used in your plants? Can you highlight some of the continuous improvement programmes practiced in your shop floor? For many years, Varroc has been using TPM, whose effectiveness, however, has been less than optimal due to high content of temporary and less-skilled labour. There is a renewed drive to increase the ratio of skilled labour in the workforce on the shop floor in order to reap the real benefits of TPM across all of our Indian plants. In those plants where the skill level is sufficiently high and disciplined, we have been re-engineering our manufacturing process flows to adapt to automation and digitisation. These activities include interlocking of manufacturing process steps to prevent quality spill-overs from station to station, barcoding to allow traceability of parts in assembly lines and collection of production data directly from machines into ERP systems. In


case of our largest customer, we have enabled AutoDx, which allows seamless connectivity of our production planning system to our customer’s scheduling system. What do you think on the kind of automation or advanced technology strategy that has to be implemented in the shop floors for optimal ROI? The sequence of manufacturing systems improvement is extremely important in deciding the ROI as this has a direct impact on how prepared are the people to interface with the machines and make the best utilisation of the data generated for efficient running of automated and/or connected shop floors or supply chains. The necessary first step is to re-layout the machine layout and process flow / material flow so as to enable one robot to operate on multiple machines, prior to implementing automation and data collection directly from the machine. What according to you are the major challenges faced in today’s shop floors? What would be your recommendations for them? The biggest challenges on the shop floors are the use of a dis-proportionately high number of less-skilled labour and lack of sufficient emphasis on safety. These together are the reasons why businesses are neither in a position to absorb new techniques in manufacturing, nor question the use of inefficient and outdated machines and practices. How will advance technology concepts boost the productivity and growth in manufacturing industries? IoT and Industry 4.0 will definitely boost productivity and growth in those manufacturing industries, which are adequately prepared for absorbing these technologies. One needs to shed the low-cost mindset, develop a culture of collaboration between stakeholders, build industrial engineering expertise and infuse Big Data analytics capability in the workforce to complete the preparation. ☐

EM | Nov 2016

M A N A G E M E N T | C O V E R S TO R Y

“Strong conviction on TPM” “We introduce automation only where the business is demanding the automation. We should possess the automation technology instead of buying it. This helps in deciding the right amount of automation at a very low-cost with higher levels of reliability.” P Jeganathan, Vice President—Manufacturing and Logistics, WABCO India

What is your focus on operational excellence models towards achieving the long-term goals in your organisation? WABCO India is a TQM-oriented company, where the stretch goals are set and are then achieved through a policy management. In the operational area, we have a strong conviction on TPM as a tool to make sure that the manufacturing is always available to meet customer demand, accompanied with higher levels of flexibility. To run faster than the competitors, we are adapting lean as the phase 2 of TPM. The Lean tools and techniques are derived from the TPM and global experience. The blend of global experience and TPM brings us many important operational standards, which helps us to focus on the entire operating system so as to sustain and move forward on achieving the stretch targets to keep us competitive. Whatever tools and techniques we may adapt, our strong belief is in talent engagement. We strongly believe that engaging talent in our initiatives will give us success. Can you brief us on the various manufacturing principles/ tools & production concepts used in your plants? Can you highlight some of the continuous improvement programmes practiced in your shop floor? At WABCO, talent engagement, Poka Yoke, Six Sigma, Kanban and Kaizen are the foundation for our journey towards excellence. Our engineers are capable of designing processes with technologies like visions system, CNC, AGVs, navigation tracking system for logistics, etc. At the shop floor level, the operators and team leaders are engaged to improve the QCD targets using tools like Kaizen, Poka Yoke, suggestions, QC circles, Six Sigma projects, etc. Even the best of automation and advanced technologies could fail to give ROI if the strategy or timing of automation

EM | Nov 2016

is wrong. What do you think on the kind of automation or advanced technology strategy that has to be implemented in the shop floors for optimal ROI? Our company’s focus is on lean automation. We use automation as a tool and we do not introduce automation for the sake of it. We introduce automation only where the business is demanding the automation. Also at WABCO, we believe that we should possess the automation technology instead of buying the technology. This helps in deciding the right amount of automation at a very low-cost with higher levels of reliability. We have developed a very strong team of engineers, to understand the business needs and to design our own automation technologies. By these strategies, most of our automations returns are achieved in less than a year. What according to you are the major challenges faced in today’s shop floors? What would be your recommendations for them? That the poor discipline is carried from outside environment into the shop floor is one of the key challenges today. When we go for the ‘Make in India’ initiative with globally-acceptable quality levels, discipline in the process and behaviours are vital. Since we have little control over outside environment, continuous and consistent coaching and guiding of employees is a must. Global technology analysts suggest that Industry 4.0 will boost the productivity and growth in manufacturing industries. What are your views on this? India has a full capability to leverage technologies like Industry 4.0 in order to become the factory of the world. We have a major pool of talent with frugal mind-set who can create smart factories with digital manufacturing. In my opinion, an infrastructure development will decide whether we will leverage it or not. ☐



“Creating value or IP in India is key” …says Pawan Sharma, CEO, Solutions & Services, KPIT Technologies, in this interview with Suchi Adhikari. He discusses the need for manufacturing firms to embrace the convergence of Operations Technology and Information Technology for better productivity. Excerpts…

Amidst the challenges faced today in the manufacturing industry, there lie many opportunities led by technological advancements. What is your take on this? Newer technologies like IoT (Internet of Things), Cloud, Analysis, Mobility and Social (iCAMS) allows manufacturing companies to better connect with their customers, suppliers and employees. Not only are these technologies becoming pervasive, but are also more economical than the ones available in the past. Embedded sensors can monitor every asset of an organisation – be it a machine on the shop floor, goods in transit or an asset that’s leased to the customers. The usage is monitored remotely on a real-time basis and the analysis of the data resulting from it help organisations take proactive measures like preventive maintenance, track usage of the consumables, align the workforce to maintain the asset, etc. Customer experience can be bettered if one knows the customer usage pattern of the asset. The key is to help give the choice to the customer. For example, to buy a car, one should have the choice of ordering the colour of the seats, and width of the tyre. If manufacturers


can give the customers a real-time view of where their car is in the process of manufacturing, it will enhance the customer experience. Product Life Cycle Management and Manufacturing Execution Systems today are integrated to enhance the quality of the product, and detect within minutes any manufacturing defects. Such new technology platforms can go a long way to help manufacturers offer a better value to the customers. With massive business spread, it is imperious for customers to have an efficient mechanism to adapt to the challenges arising from IT technology transitions. How does KPIT cater to such a demand consequence? The key to any business is to ensure that the processes are interconnected seamlessly with information flowing across the system so that the right decision can be made. KPIT brings to the table its expertise in the art and science of convergence — converging Engineering, Operations and Information Technology — which can help organisations leverage the flow of information better.

EM | Nov 2016


“Innovation should occur keeping in mind the customer requirements of tomorrow and the ecosystem that will enable the innovation” Pawan Sharma

Today, we are helping customers to remotely monitor the operations of their assets. Our diagnostics tools help customers diagnose faults and failures. This is done by picking up information on a real-time basis from the sensors installed. We are helping buyers decide what they need in cars, or help them design their bikes and price it automatically – all from their smart device like a mobile, tablet, laptop, etc. We are using smart devices like smart pads, smart glasses to help technicians repair the engines in remote areas but being connected and guided by the central teams. We are also helping our customers use our IP that improve their supply chain optimisation. In order to meet the above requirements of the customers, KPIT has built a team of industry experts who bring in the relevant domain knowledge of the use of new and old technology. We are working with our customers in building Joint Center of Excellence (COE), where we do proof of concepts and pilots that help set the key performance indicators and industrialise the usage of new technology and refined processes. We are hiring experts from the industries (non-IT firms) and young talent from across the globe. We have partnered with renowned universities in India, Europe and USA from where we hire fresh talent. To what extent do you think are Indian companies able to scale up for large deals, especially manufacturing SMEs? What are your recommendations for them? Customers, these days, are focusing on products that are innovative and those that help them create a differentiator. The SMEs need to co-innovate with their customers to create new products and services. They also need to ‘servitise’ their product, which means enabling the services around their products where ever possible. Business models are changing where more and more products are being leased (not sold) and SMEs can jump on this curve faster and easier than the larger organisations. However, the SMEs must unlearn the existing and old ways of doing business and adopt new technologies. Focusing on capturing and analysing information can help them to build better, safer, and ecofriendly products.

EM | Nov 2016

With constant pervasive changes in technology & market requirements in the current uncertain economic conditions, how can organisations design/plan the change management process and product development strategies? Innovation should occur keeping in mind the customer requirements of tomorrow and the ecosystem that will enable the innovation. Availability of technology today helps in electronically designing and simulating the performance of these products and they are more economical than before. Companies need to ensure that their employees are aware of these technologies and trained on using the same internally or along with a partner. Likewise, new products also bring about a change in the way the customers use them. There will be some unlearning and learning that needs to happen. It’s important that companies train their employees and customers in the usage of the new products and technologies, so that the product management, project management and change management go hand-in-hand. What are some of the immediate steps the government needs to take to boost the ‘Make in India’ initiative? Creating IP in India will be key to the success of the ‘Make in India’ initiative. In order to achieve this goal, it is imperative that we change the way we think today. We need to innovate, generate new ideas on products and services, new business models, and new ways of creating resources. The culture of start-ups has to be promoted, both by the government and the industries. Government should ease the process of registration, disbursement of loans and funds, ease taxes, and offer other facilities to these startups. Industries should recognise the talent and innovation and give an opportunity to these start-ups by using their products. Government, industries, and academia have to join forces to build the scale of talent that will be required in these start-ups along with a focus on research. To make this initiative a norm, it is pertinent that we build world-class facilities that deliver products and services with the highest levels of quality and comply to global standards. ☐



The changing scenario of tooling industry In recent years, materials with unique metallurgical properties — such as titanium, tool steels, stainless steels, hardened steels and other superalloys — were developed to meet the demands of extreme applications. This, in turn, opens up new challenges in machining those materials. The toolmakers are constantly experimenting with different geometries and new insert grades so as to ensure better surface finishes, while lowering the machining costs. The view-point section discusses the changing scenario of the tooling industry.

Maria Jerin Features Writer

Suchi Adhikari Sub-editor & Correspondent

“Sustainability drives the development of dry machining”

L Krishnan, Managing Director, TaeguTec India

What are the latest developments in the tooling industry to meet the challenging requirements in machining difficult-to-machine materials? Stable tool life is a critical aspect of a stable process for ensuring quality and productivity. Tooling technologies are continually being developed to meet and exceed expectations. Cuttingedge design based on the material and operation is a critical element of development. Appropriate cutting-edge geometry together with right edge condition is also important. Base grade of carbide and its hardness (wear resistance) and toughness (transfer rupture strength) is essential to ensure good tool performance. Maturity of tungsten carbide powder manufacturing and R&D efforts ensure this. The right type of coating such as CVD/PVD is the next important consideration. Based on the operation, the material of component being machined, and tool failure pattern, the right coating is selected and evaluated. For tools requiring sharper cutting edge, PVD is preferred over CVD coating. Overall use of PVD as coating process is widely used and is gaining more acceptances. These factors together with expert application support help to meet customer demands. What role does tooling play in the context of machining composite materials that requires different mechanism of material removal? Machining of CFRP remains a challenge for the industry due to its inherent material structure. The machining process should ensure that there is no de-layering after machining. A sharp cutting-edge with excellent wear resistance is ideal. Diamond coating is, thus, widely used together with special geometry and edge condition. The shape and size of the parts do pose challenges to work-holding and machine tool industry. What are the trends in dry machining? What would be your recommendations to get the most out of the tooling operation, while dry machining? While dry machining is popular in machining cast iron and roughing of steel, wet machining continues to be the popular choice. Environmental concerns will increasingly drive the development of the dry machining process. One of the major challenges today is evacuation of heat generated during machining so that it does not impact components and this result in thermal changes in the machine, which may impact accuracies during finish machining processes. Technologies are maturing in this direction and a lot of work is being done to meet emerging demands.


EM | Nov 2016


“Dry machining is popular in machining aluminium alloys”

Gautam K Ahuja, Managing Director, Dormer Tools India

What are the latest developments in the tooling industry to meet the challenging requirements in machining difficult-to-machine materials? To meet the challenging requirement of the difficult-to-machine materials (DTMM), there is a complete range of rotating as well as indexable tools avaliable. For turning applications, Pramet’s new SF, SM, SF2 and SF3 positive inserts provide a secure and dependable option in high temperature alloys. The sharp cutting edges promote low cutting forces which, in turn, prevent work hardening and ensure a quality surface finish. The PVD coated T6310 grade features a special sintering process, which enhances cutting edge reliability and strength. Its new substrate with intermediate cobalt content provides additional hardness and increased abrasion resistance to offer greater reliability and prolonged tool life. The grade’s triple coating provides durability for higher cutting speeds used when machining stainless steel, heat-treated and hardened materials. In milling, the M6330 grade has been developed specifically to achieve longer cutting edge durability and reliability in a range of difficult-to-machine materials (DTMM) with and without coolant. This is suited to adverse cutting conditions, including interrupted cutting. It also promotes greater operational reliability and tool life, with a high resistance to heat-related cracks. This is due to improved abrasion resistance from a new substrate and PVD coating. In tapping, solid carbide taps for machining hardened steels and other difficult-tomachine materials are available. Offering performance and productivity, the taps are recommended for machining hardened materials up to 63 HRc, providing high wear resistance and long tool life even at high speeds. What role does tooling play in the context of machining composite materials that requires different mechanism of material removal? In the use of carbon fibre-reinforced plastics (CFRP), it is often necessary to machine the components, for example, to make holes, trim the edges, etc, but the cutting of CFRP is often made difficult by delamination of the composites and by the short tool life. The process of machining CFRP consists of a series of fractures, each creating a chip. During machining of unidirectional CFRP perpendicular to the fibres, the surface is destroyed and cracks are formed. If the CFRP is machined parallel to the fibres, the surface is smoother, and the cracks reach only one or two fibre diameters into the composite. During machining of unidirectional CFRP parallel to the fibres, the horizontal cutting force (parallel to the fibres and the cutting direction) is determined by the cutting depth and the rake angle, while the vertical cutting force is determined by the relief angle and the wear of the tool. We can use tungsten carbide, ceramics and even CBN to machine CFRP, but we need to keep the cutting speeds low to about 50 m/min. What are the trends in dry machining? What would be your recommendations to get the most out of the tooling operation, while dry machining? In the machining of aluminium alloys instead of dry machining, Minimum Quantity Lubrication (MQL) is used. This consists of a small quantity of lubricant mixed with compressed air, which after coming into contact with the hot metal, becomes vapour. This is very effective in cooling the tool and component, and there are tremendous savings on the cutting oil used. For dry machining of steel, it is only possible to do in small components, with low depths of cut so that the workpiece does not heat up. Also, for finishing with close tolerances, we need to be careful about the bore size, which may reduce after cooling. Another precaution to be taken is that the hot chips will corrode the bed of the machine, and they should be cleared and put on the conveyor belt with minimum time lag. Due to these reasons, dry machining or MQL is only popular in the machining of aluminium alloys and not for steel.

EM | Nov 2016



“Tools with high performance are the need-of-the-hour” What are the latest developments in the tooling industry to meet the challenging requirements in machining difficult-to-machine materials? The tooling industry is evolving and with the type of materials that our customers are machining, we are constantly developing new grades and geometries to meet the demanding cutting conditions. Thus, tools that provide high performance in machining challenging materials like titanium and other super alloys are the need-of-the-hour. Having access to technology that helps remove high volume of materials in the shortest possible time is also important, for which the high-feed cutter is also available. While machining difficult-to-machine materials, components are usually carved out of the material, so there’s a lot of material waste. The cutting tool, and not the material, absorbs the intense heat during machining, which often causes premature tool failure. As it usually runs at low RPMs, it’s also a slow material to machine. As titanium can be expensive to machine and since it is also highly flammable, it poses potential safety risks. Thus, manufacturers need tools that are fast, stay cool, increase output, and complete the job without failure. Kennametal Beyond BLAST™ for milling and turning is a tool that meets this challenge.

B C Rao, Managing Director, Kennametal

What role does tooling play in the context of machining composite materials that requires different mechanism of material removal? Carbon-fiber reinforced polymer (CFRP) is a popular composite material that has the right mix of weight-to-strength ratio, durability, and extreme corrosion resistance. This makes it well suited to aircraft hulls and wings. But while composite layers are strong, they can also wear down a tool’s geometry in minutes and splinter at the edge when machined. Such splintering causes weakness and is unwanted especially on an aircraft hull or wing. Thus, it is important to find the tools with the right geometry, clearance, and coating to withstand composite wear and eliminate splintering. What are the trends in dry machining? What would be your recommendations to get the most out of the tooling operation, while dry machining? Dry machining is highly challenging for high temperature materials. However, tools in ceramics are available that are best suited to dry machining. One such product is Kennametal’s SiAlON, which is the toughest ceramic on the aerospace market. Depth-of-cut notching is no longer a limitation for SiAlON ceramics. When notching is severe, primarily with roughing cuts, tougher ceramic grades are applied. SiAlON ceramics has a high thermal-shock resistance than traditional ceramic. KYS ceramic inserts are for high-speed applications in high-temp alloys. The multilayer coating offers enhanced chemical wear resistance versus uncoated grades.

Introducing - a new website, designed with a fresh new look and user-friendly navigation, updated with the latest information on the manufacturing technology world Available on all digital devices globally, is an umbrella portal that integrates content of our two magazines – EM (Efficient Manufacturing) and A&D India (Automation & Drives). Click and be a part of our online community!


EM | Nov 2016


“Diamond coating is preferred while machining composites� What are the latest developments in the tooling industry to meet the challenging requirements in machining difficult-to-machine materials? Every tool manufacturer is focused on materials like titanium, stainless steels, hardened steels and other super alloys. Developments in basic tool materials, coating and tool geometries are on top priority with all the tool makers. Since the tool geometries play a big role, a lot of new geometries are taking the lead in the market. What role does tooling play in the context of machining composite materials that requires different mechanism of material removal? For composite materials, the coating plays a big role for the tool life and for the day, diamond coating is the best coating in the industry at present. Apart from coating tools with finer grades of carbide, geometries, which can prevent the delamination are also preferred. End mills and drills for CFRP from YG are some options of such tools. Carbide routers, D-Power CFRP end mills, Carbide dream drills for CFRP are also available.

G K Verma, General Manager – Sales, YG Cutting Tools Corporation

What are the trends in dry machining? What would be your recommendations to get the most out of the tooling operation, while dry machining? Dry machining is more suitable in high hardened machining and all the tools and die manufactures prefer to go for dry machining since hardness is the main concern during the machining. We recommend dry machining above 40 HRc hardness and use mist air, which will enhance the tool life. We also recommend using low depth of cut, higher cutting speed and higher table feed to achieve better performance. The range of end mills and drills from YG can be used in dry machining and perform upto 70HRc hardness. The X-5070, X-Power, 4G range of end mills and dream drills for hardened steel are also popular in this segment.

EM | Nov 2016


C O M PA N Y P R O F I L E | M A N A G E M E N T

Providing an edge in manufacturing With 1,00,000+ installations globally, and sophisticated design, manufacturing and assembly capabilities, Jyoti CNC Automation has truly evolved as one of the major CNC machine tool manufacturers in India. Team EM recently visited its three facilities at Rajkot, Gujarat, to witness the manufacturing excellence.

Driven by a vision to build the company into “A Temple of Technology”, Jyoti was established in 1989 and today, it is one of the largest multinationals in India. Back in 1989, it was a small job shop at Rajkot, executing machine tool activities and establishing machine tool components for the local manufacturers. Things have majorly transformed since then and, today, the job shop has evolved into a leading CNC machine manufacturer in India, under the mastermind of Parakramsinh Jadeja, Chairman and Managing Director, Jyoti CNC Automation. The company has grown manifold from manufacturing gearboxes for machines to developing precision all-geared head lathe machines to today’s highly sophisticated CNC machines. The company has three different plants located at GIDC, Metoda, Rajkot in Gujarat, having a present plant capacity of manufacturing 3000 machines pa, equipped with state-of-the-art


Megha Roy Senior Features Writer

machine shops having the latest and technologically advanced plant and machineries, assembly shops, foundry, sheet metal, paint shop and other allied infrastructure. Tracing down the company’s journey, Jadeja highlighted, “We started as a job shop, and gradually developed assemblies, sub-assemblies and gearboxes. Thereafter, we started developing special-purpose machines using low-cost automation and finally underwent a major transformation and adapted the CNC concept and, thereby, built our first CNC machines. We have been experiencing rapid growth since then.” However, the success story of this company doesn’t end here. In 2007, it acquired a 159-year old French machine tool giant, Huron Graffenstaden SAS, which has two manufacturing plants at Strasbourg and a strong sales and service network all over Europe. The acquired company is a pioneer across world for its 5-axis machining centres, having a renowned clientele

EM | Nov 2016

M A N A G E M E N T | C O M PA N Y P R O F I L E

“Starting from operating CNC machines and later programming them, we provide training that covers all aspects of CNC machine operations and manufacturing” Parakramsinh Jadeja, Chairman & MD, Jyoti CNC Automation

like Volkswagen, Ferrari, Rolls Royce, Siemens, Boeing, Air Bus, Fiat, BMW, Mercedes, GE, etc.

Endowing product development The Rajkot-based company is spread across three facilities, wherein, the first facility consists of five machining shops and two grinding shops. The machine shops include various machines starting from 2-axis turning centres, 3-axis vertical machining centres, 4-axis horizontal machining centres & 5-axis machining centres up to 10 m length. The grinding shop consists of various horizontal & vertical grinders and the unit also comprises of a technology centre and administration office. The second facility re-conditions the company’s own machines and the third facility has major backward integration like foundry, sheet metal shop, paint shop, sub-assembly, main assembly, store areas as well as an R&D centre. Jyoti CNC Automation incorporates a systematic approach, emphasising quality at every stage of product development through manufacturing so as to achieve excellence. Addressing this, Arun Nene, Manager—Channel Support, Jyoti CNC Automation, said, “We are mainly using our own machines as the mother machinery. In fact, we have installed 2-axis turning centres, 3-axis vertical machining centres, 4-axis horizontal machining centres and Huron-made state-of-the-art 5-axis machining centres like KX-50, MX-12M, MX-12MT, KX-200. In addition, we have also installed few foreign brand mother machinery like Shin Nippon, Nicolas Correa, Mitsuiseiki, Studer, Kellenberger, DMG, etc.” Interestingly, the company has also been the only machine tool manufacturer in India to start such facilities, where customers can recondition their machines with some of the latest features. In addition, all units are built in such a way that expansions of any kind can be done on the adjacent side.

Making machine tools precise With rapid rise in automation levels today, latest technologies and automation practices are being deployed across factories in and outside India. When asked about the practices implemented in the company, Nene said that the designing team of Jyoti has specifically designed and developed twin spindle & multitasking machines to reduce set-up & cycle

EM | Nov 2016

“We are using our own machines as the mother machinery. We have installed 2-axis turning centres, 3-axis vertical machining centres, 4-axis horizontal machining centres” Arun Nene, Manager-Channel Support Jyoti CNC Automation

time of the component gaining maximum accuracy levels. “We have specialised in integrating robots with our machines to reduce human interference, which helps in achieving better productivity and minimum errors,” he stressed. It has become all the more vital today to monitor advanced practices on shop floors so as to make machine tools more rigid and precise. Highlighting the same, Nene opined that the company has implemented cellular manufacturing. Explaining this further, he shared, “The goal of cellular manufacturing is to move the products as quickly as possible and make a wide variety of similar products maintaining high accuracy & repeatability of the products. We have implemented probing systems in our various machines for online & offline inspection of the components to maintain accuracy & repeatability levels of the components. For critical components like spindle shaft & spindle cartridge, turret tool disc, machine tables, etc, we do 100% inspection. We also have our own standard quality room, where equipment like CMM, roundness tester, roughness tester and profile projector are used to check various component batches.”

Upgrading productivity levels According to Jadeja, training modules are a prerequisite for achieving higher productivity levels and enhancing quality standards. Starting from operating CNC machines and later programming them, the company provides training that covers all aspects of CNC machine operations and manufacturing. All new employees in different departments are trained in their respective fields. Based on this, a special emphasis has been given to the R&D cell of the factory. As per Nene, for skill development and employee productivity, the company has been taking care of some initiatives, including


C O M PA N Y P R O F I L E | M A N A G E M E N T

Underlying the idea of ‘reduce, reuse and recycling’, the company has taken many initiatives to keep the environment clean and green

safety aspects. “We have formed quality circles for improvement in areas like foundry, sheet metal and assembly. These teams meet on a regular basis to discuss various issues faced today and ways to resolve them. In fact, the team has participated in Quality Circle Forum of India, Vadodara Chapter, for the last three years with various case studies and has also been felicitated with each participation,” he averred. Today, it has also become significant for Indian manufacturing companies to join hands with major trade bodies and industrial associations. Commenting on the growing importance of such associations, Jadeja said, “For skill development and employee productivity, we regularly arrange skill development programmes and send them to the training programmes of associations such as IMTMA and CII, with respect to their core working profile.” Besides, the company has recently been felicitated with the OHSAS 18001 certificate for environment & safety, and has been conducting exchange programmes between the Indian and European offices. Times have changed now and a growing importance is being given to women on shop floors as well. In Jyoti CNC Automation, 5% of the total workforce is women and special training programmes have been incorporated for their empowerment across the working crescendos of manufacturing shop floors. When asked, Nene elaborated that the company has specially started a certified CNC programming & operating training course of 140 hours for 10th and 12th drop-out females. “This will boost their confidence and make them self-dependent, thereby, assisting them to an upliftment in society. We have successfully trained 50+ female operators out of which 17 candidates are already taken on payroll.”


Taking it forward… It goes without saying that a pursuit of excellence is the most challenging aspect of any manufacturing company. To achieve the same, the Rajkot-based company has deployed a five-phase CNC machining centre that contributes towards quality and productivity through head changer and multitool ATC. The R&D centre of Jyoti has been dedicated to an ancient design genius Leonardo Da Vinci, who designed the first lathe machine in early 16th century. It has been established to design and develop technologically-advanced world-class machines, where the active R&D team has achieved outstanding success by developing TPM-friendly machines, CNC machines with linear technology of higher dynamics and productivity. Following lean principles is also considered crucial in this regard and the management of the company is quite receptive to such practices. Sharing insights on the lean principles incorporated in the organisation, Nene said, “We are using 5S & Kaizen tools to make our shop floors and processes more and more organised. We conduct 5S audit every month and have a dedicated team of 5S auditors and results are circulated to motivate employees to keep their workplace organised.” Sharing his vision for the company, Jadeja concluded that there is a huge gap between the import and export proportion in India. To address the same, he believes and envisions to make Jyoti CNC Automation an export-oriented company and be equipped enough to develop world-class products. “We look forward to becoming the top 10 machine tool companies across the globe,” he shared. ☐

EM | Nov 2016

C O M PA N Y P R O F I L E | M A N A G E M E N T

“Reaching higher technology levels” Parakramsinh Jadeja, Chairman & Managing Director, Jyoti CNC Automation, in an interaction with EM, details the company’s management mantras to provide manufacturing solutions for the Indian market and highlights the roadmap so as to become one of the prominent 10 machine tool manufacturers across the globe. Excerpts… How has been your company’s performance this year? Which areas have been the major target sectors for your company? Currently, we are witnessing a growth rate of 15-20%, in terms of order booking and dispatch. We look forward to meeting a net growth of 20-25% this year, particularly from the auto and auto component manufacturers. The mould industry is also performing well, and our focus this year would be on the aerospace & defence sectors. It’s a growing sector and with the government’s active support, we expect to get good business here in near future.

Customers today look for machines as per the required size and functionalities. Therefore, offering them a variety of products is crucial. In India, our market share is 4%. In the next 5-7 years, we look forward to having a market share of 20%, and we are working towards it. Every year, we develop 10-12 new products. At our facility, new machine prototypes are continuously assembled and tested for its consistency. Currently, we have more than 100 products, and to achieve 20% market share, we are working towards having around 200 products in our range.

Which areas of manufacturing do you expect to see significant levels of automation in the coming years, both globally and in India? In India, it has become essential to adopt automation practices on the manufacturing production lines. Our company is all set to walk through the automation journey, and, for this, we have a range of products in our basket. Our focus is to offer mechanised as well as non-mechanised solutions. India is still an SME-centred market and, it becomes difficult for them to afford high-end automation solutions. Even large companies sometimes don’t vouch for high-end automation services. So, we provide a range of cost-effective manufacturing automation solutions for the Indian market. We believe that the human mind is not meant for doing repetitive tasks, and this is where automation comes into the picture. So, for such tasks, we would like to bring in mechanised applications. On the other hand, for other creative areas, we prefer involvement of the human mind. We have dedicated a team in our R&D division working towards manufacturing automation solutions.

How do you plan to strategise your management mantras aligning with the Indian market dynamics? We look forward to double our product range. Hence, we work accordingly in terms of their designing and manufacturing. The number of drawing item codes in our SAP today is much higher, when compared to the last five years and last 15 years. This states that more number of parts have been added and a variety of products is being offered to customers. This has of course increased the complexity in our range of products. Currently, we don’t have a batch quantity to produce. I believe by 2050, the maximum batch size of production will become one-piece. We are already working towards it.

How are you planning to drive the growth of your company in India in the coming years?


What is your company looking forward to? We are targeting to change the complete perception of our company, and, thus, focusing more on performance, facia, looks, reliability, maintenance and Industry 4.0. As far as technology is concerned, a range of products are missing in the Indian market, for which customers have to look for foreign suppliers. We are working towards reaching higher automation & technology levels so as to address such issues. ☐

EM | Nov 2016

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Image courtesy: Siemens

Smart factories are around the corner It is believed that digitisation is going to take up the industry by storm and will transform every facet of manufacturing. The question is how exactly this disruption will happen and what are the new ecosystems that will emerge out of it. The feature discusses on how companies can embrace this digital revolution to become future-ready. In this new industrial revolution there will be digitisation of complete manufacturing sector with embedded systems in virtually all products produced as well as the manufacturing equipment that is being used. These radical changes which will change the way we know the industry will be driven by four disruptive technological enablers. These are namely computational power and connectivity; analytics and intelligence; human and machine interaction and digital to physical conversion.


Alagu Balaraman Partner & MD India Operations CGN Global

Omkar Dilip Nerurkar Consultant CGN Global

These enablers have been existing in the industry as well as consumer usage for some time now, but now is the time that their full potential has to be unmasked and they be integrated into the way we do business.

Digitisation as a disruptive technology As we are already seeing the use of technology is increasing

EM | Nov 2016


One of the key drivers for manufacturers moving towards digitisation is being able to adapt with the growing need for customisation and also being able to introduce new products with desired qualities faster than competitors

multiple folds in our day-to-day life, the effects of this digital transformation in industry is going to have far reaching effects even though the pace of this change is going to be slow. This is mainly because of the longer investment cycles, companies tend to be conservative in their decision-making when it comes to fundamental disruption. But as in earlier industrial revolutions, the value was created with major revamps to manufacturing assets requiring major capex intensive upgrades, with digitisation the changes expected to have significantly less impact with respect to investments. Digitisation will also help unlock new ecosystems and new types of business models. One such model is creation of ‘Platforms,’ in which by using predefined systems, there can be an exchange of product services and information. Imagine open-source software applied to the manufacturing context. For example, a company might provide technology to connect multiple parties and coordinate their interactions. SLM Solutions, a 3D printer manufacturer, and Atos, an IT services company, are currently running a pilot project to develop such a marketplace. Customers can submit their orders to a virtual broker platform run by Atos. Orders are then allocated to SLM’s decentralised network of production sites, and subsequently produced and shipped to the customer. But people are still curious to know how their existing conventional business models will evolve and sustain with the new developments. How are global leaders adopting this change into their repertoire?

Embracing digital revolution By 2020, European industrial giants will invest €140 billion annually in an attempt to embrace this digital revolution, which is roughly on average, 3.3% of their annual revenues. These investments will have to be used

EM | Nov 2016

along the entire value chain in order to achieve maximum success. In five years, more than 80% of companies will have digitised their value chains. The industrial internet increases productivity and resource efficiency — an 18% increase in efficiency within five years. It is anticipated widely by industry leaders that there will be an average efficiency increase of 3.3% per year across all industry sectors due to the digitisation of value chains. This amounts to a total of 18% in the next five years. They also expect annual savings of 2.6% with respect to cost reduction. There is a huge scope for new applications/technology as the need is for a data driven factory of the future, where all internal and external activities are connected through the same information platform. A bit closer to home McKinsey estimates that IoT in the ASEAN manufacturing sector can generate savings of US$3.7 trillion annually. IoT devices help manufacturers make money by finding new efficiencies. IDC survey results show that 55.0% of discrete manufacturers are researching, piloting, or in production with IoT initiatives.

Smart automated plants In order to be efficient, it necessitates teaming operators and machines in making complex parts of the assembly process faster, easier, and safer. The industry is more at ease with the idea that robots can complement humans instead of replacing them and opening more and more opportunities due to increased production. Between 2010 and 2014, robot sales to the automotive industry increased by 27% on average per year (CAGR). The BMW i3 plant in Leipzig can be considered an early example of the smart automated plant, as it is an integrated and highly automated plant. Robots are used at each stage of production, including the body shop, the paint shop, and



The ever-increasing proximity of machines and humans has increased the acceptance and created easier methods of interaction between them

the assembly shop. Real-time RFID product tracking and localisation is in place, and operators have mobile control tablets to monitor and access all data. Finally, plant management is centralised in one main building that acts as a ‘central nervous system’ for the plant. The ever-increasing proximity of machines and humans has increased the acceptance and created easier methods of interaction between them. AR/VR which was earlier perceived as a medium of entertainment has now found its way into industrial usage to create effective and fast ways of communication and transfer of information between machines and humans. Head-mounted devices will be the leading AR device across industries. It leverages the use of virtual reality in systems such as parts analysis and simulation, staff support, asset tracking, production layout simulation, manufacturing planning, assembly and maintenance. High expected growth in the use of mobile devices (Global heads-up display market in 2014 $1.76 billion -> $7.05 billion in 2022).

Need for customisation One of the key drivers for manufacturers moving towards digitisation is being able to adapt with the growing need for customisation and also being able to introduce new products with desired qualities faster than competitors. 3D printing resides right at the heart of the solution for the dilemma, as it allows for parts or assemblies to be manufactured from concept. 3D printing is forecasted to grow by 300% from 2012 to 2020. PwC surveyed over 100 industrial manufacturers, from small contract manufacturers to multinationals and found that companies are reimagining supply chain and are


anticipating 3DP driven savings in materials, labour and transportation costs compared to traditional subtractive manufacturing process. Extensive use will be made of 3D printers to, for example, quickly get customised tools and moulds to plug into production line machines. This is how the E-plant in a box concept will emerge utilising the prowess of digitisation levers and 3D printing. For this plant type, the overarching goal is not just operational effectiveness but rather also to leverage the digital growth to tap into new value pools by enabling plant operations at remote locations or in markets that would normally be considered subscale.

Driving digital transformation This multifold growth will have its fair share of challenges that come along with it. A major hindrance will be finding the right set of talent to nurture this digital strategy and the sheer pace at which skills will need advancing. What business leaders need to do is to identify new talent or develop existing ones which can act as catalysts to this change. They should be empowered with the right sponsorship, positioned in the organisation correctly at an appropriate level to influence and make changes happen. It has to be driven into the system that organisations fostering a culture of data-based decision making will be in a stronger position to weather the changes ahead. This along with the commitment to drive digital transformation in the core strategy, systems and processes of the organisation will help leaders who see their firms at the forefront of the new industrial revolution. �

EM | Nov 2016

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Using bearing repair to extend bearing life for heavy industries In most heavy industrial applications, bearings are removed from service before they have reached their full useful and economic life. Bearing repair can be an effective way to extend the life of the bearing further along its theoretical bearing life, making it an economical alternative. Regardless of the design or manufacturer, bearings often deviate from expectations due to factors such as improper installation, contamination, inadequate lubrication or misalignment. In fact, less than 10% of bearings used in a heavy industrial application reach their design L10 life. Advancements in technology, materials, condition monitoring and reliability centered maintenance programs combined with economic pressures contribute to an increased potential for successful bearing repair programs. A quality repair program can often return a bearing to like-new specifications in about one-third of the time it takes


to procure a new bearing. Depending on the scope of work, a repaired bearing can save up to 60% of the cost of buying a new bearing. Some bearing repair sources will also offer a warranty on their service. When compared to the manufacture of a new bearing, bearing repair is considered a more environmentally-friendly procedure, requiring less energy input and reducing raw material consumption and waste.

Bearing repair eligibility Although it offers many benefits, repair is not always the

EM | Nov 2016


Once a product is returned to a repair service centre, all bearings undergo a thorough cleaning process

best option for a damaged bearing. The challenge of properly utilising bearing repair services is determining if and when bearings need to be repaired and deciding which option is the most economical and of value in the long-term. Depending on the repair facility, limitations exist on the minimum and maximum size of bearings and product types that can be repaired. There are many different types of repair suppliers, ranging from small facilities limited in their scope of work and knowledge to large bearing manufacturers with an unlimited range of products and services. The scope of work also limits the size of bearing that can be repaired. All bearing types are eligible for repair regardless of the original manufacturer, including ball bearings, class 3 precision bearings (all types), cross roller bearings, cylindrical roller bearings, spherical roller bearings, tapered roller bearings, thrust bearings (all types) and triple ring bearings. A critical step in any bearing repair program is to recognise potential problems through regular monitoring and inspection. Careful review of the output will help to identify the need for repair, such as: • The bearing is nearing or has exceeded its suggested life expectancy • Operating temperatures have exceeded 200 degrees Fahrenheit • Exposure to excessive vibration • Sudden changes in lubrication and temperatures • Emits excessive noise • Loss of bearing seal integrity

The re-manufacturing process Once a product is returned to a repair service centre, all bearings undergo a thorough cleaning process. Next, the bearing is disassembled. During disassembly, trained repair technicians will record the bearing information, record actual internal clearances and complete the disassembly and tag with unique identifiers.

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Next, a detailed inspection of all the bearing components is performed and findings are recorded. The initial inspection includes looking for major problems or damage, such as fractures, major spalling or bluing due to heat damage. These are indicators that the bearing may not be eligible for repair. Components are also examined to determine the scope of work required to return them to a like-new condition. A wide range of repair services/methods are available. Depending on the facility capabilities and the level of damage, some repairs can be performed on-site using existing personnel or a bearing manufacturer’s service personnel. In general, onsite programs are suited for recertification or reconditioning processes, not for the remanufacturing process. Below is a detailed description of the repair service levels. Recertification (Type 1): Bearing assemblies cleaned, examined, measured for verification of internal clearances, inspected, preserved and packaged. This process is used to recertify a bearing for service – generally applying to an unused product with an outdated shelf-life. Reconditioning (Type 2): Bearing assemblies cleaned, examined, polished, honed or tumbled to remove minor surface defects (primarily rust or corrosion), measured for verification of internal clearances, inspected, preserved and packaged. Re-manufacturing (Type 3): Bearing assemblies cleaned, examined, raceways reground, new roller sets and major components manufactured and replaced as required, internal clearances reset, inspected, preserved and packaged. Once the proper repair choice is made and the process completed, the bearings are reassembled and packaged for storage and transportation. Generally, a final inspection is performed on the bearing to ensure that it meets the assembly criteria specified by the bearing design. Again it must be stated that different suppliers perform different levels of inspection and packaging. Bearing manufacturers that perform bearing repair often follow the same procedures as with a new bearing.



It is important to recognise and understand how repair options address damage modes

Types of damage The types of damage discovered during bearing repair vary significantly. Damage may be evident in the form of visible corrosion, scuffs, stains and dents. Or, it may be barely noticeable, such as fine cracks or fractures that indicate the potential for more serious damage to occur. Typical bearing damage falls into the following categories: • Chemical damage: Etching, stains, corrosion pitting, rust or fretting corrosion • Heat damage: Discoloration or checks • Electrical damage: Burns, fluting or pitting • Mechanical damage: Fatigue flaking, cracks, spalling, fractures, nicks, peeling or smearing, brinelling, indentation, scoring, abrasive wear, installation damage, misalignment or lubrication failure Most resource manuals describe the above types of damage and offer methods to help eliminate their causes. However, resource manuals often fail to mention that, with the exceptions of torch heat damage, extreme spalling, fractures and heavy etching, most damage conditions are repairable. Therefore, it’s recommended to contact a bearing service technician to provide a damage assessment and determine the feasibility of a repair.

Therefore, in such cases, do not expect like-new performance if the bearing is only polished since that does not repair all damage. It is recommended to consult with a bearing manufacturer representative and/or application engineer to help determine the cause, extent and suggested repair of the damage. It is also critical to have any bearing repair performed by properly trained and experienced personnel because unnecessary repairs can lead to additional damage and limited bearing life. Common repair mistakes include: • Improper polishing techniques that cause changes to geometry and/or profiles that do not correct worn geometry and contact conditions • Improper grinding techniques and processes that can cause surface cracks and damage or improper geometry and/or profiles • Mixing of preset components • Improper profile, internal geometry, finishes and clearance settings that can cause bearing failure. In addition to expertise, proper equipment is required to fix the problem and ensure damage has been reviewed and properly removed. The appropriate measuring equipment, such as laser tracing and profiling equipment, CMM and precise measuring machines, are essential to perform thorough inspections on repaired product.

Repair limitations

Choosing bearing repair

Although bearing repair has proven to be a cost-effective solution, like any service, it is subject to limitations. Bearings can be repaired, often more than once, but not indefinitely. A general rule of thumb is that bearings should not have more than three regrinds. Regrinding removes surface material, so it needs to be done carefully. If done correctly, repaired bearings offer like-new performance. However, it is important to recognise and understand how repair options address damage modes. For example, polishing can address a variety of damage modes but is not effective for the removal of debris indentations or wear.

When a bearing is damaged, the entire operation will suffer, resulting in additional costs, lengthened maintenance work schedules, unnecessary downtime and extended delivery times to final customers. To reduce these undesirable circumstances, bearing repair offers a fast and economical option to extend the life of a bearing further along its theoretical lifeline. A quality bearing repair program can result in significant time and cost savings compared to discarding and purchasing new bearings. In addition, the lead time for repair is substantially less than that of a new bearing.


Courtesy: Timken

EM | Nov 2016

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The revolution of rotation The article traces down the evolution of bearing industry, globally and in India, as well as touches upon the challenges faced in the industry and innovations developed to boost the global market. Conventionally, bearing is a non-friction component that helps to enable smooth rotational and linear movement and handle stress, which also enhances speed and efficiency of the machine. Bearings are available in the wide range of variety specially designed to handle radial loads, thrust load, or some combination of the two. The reason is that different applications require bearing that is designed to handle specific kind of load and weight. The bearings that are used worldwide are ball bearing, roller bearing, ball thrust bearing, roller thrust bearing, tapered roller bearing, magnetic bearing, giant roller bearing, cylindrical roller bearing and spherical roller bearing.

Tracing the industry With the rapid growth and mass production of automobiles


Maulik Patel Executive Director Sahajanand Laser Technology Ltd

and other electronic devices, the improvements in the bearing production have fostered its manufacture at the global level. The bearing industry supplies non-friction components to industries like automobiles, aerospace, railways, construction, roadways, mechanical tools and machine, power and energy, mechatronics, instrumentation, off-highways, wind-turbines and loT. Today’s bearing Industry ranges in 70 countries spread across five continents, serving its demand at the global market. At the movement, USA, Europe, Germany, Japan, Italy, China, and Sweden are the significant countries developing a wide range of bearings. Over the last decades, bearing designs have also faced scandals and counterfeits at the global level during 2008’s economic crisis. Asia holds 50% of world bearing market and it is constantly growing with the passing years. China’s share is 30% of the total world bearing

EM | Nov 2016


The bearing industry supplies non-friction components to industries like automobiles, aerospace, railways, construction, etc

market and it is emerging as the world’s biggest market. Other Asian market exists with the sales of around 10%, including India. Chinese bearing market is very fragmented with the important international bearing companies accounting about one-third of the total market, while another two-third market is distributed among local manufacturers. On the other hand, development of bearing industry was evolved in India after World War II and its first manufacturing unit was founded in 1955, since then the industry has witnessed the remarkable growth. But late in 2012-13, the industry has faced a decline in production by 1.5% and production value fell down by 0.5% during the same period. Inflation was the major reason behind the decline and along with that bearing, production is directly related to automotive and other manufacturing sectors growth. In 2015, demand for bearings was estimated to be about 48% in the automotive market and 52% in the industrial sector. At present, approximately, 2,00,000 types of bearings are available in the world, from that Indian manufacturing market requires 30,000 varieties. But India produces 650-700 bearings, which is a very contrast to the demand, so there is no option but to import from countries like Germany, Japan, USA, and China. Around 40% of the total demand is fulfilled through imports as per the survey of 2015.

Scope of the industry The market is facing many challenges like forged and fake products, price rise in raw materials, and cost issues from Indian suppliers. But the industry is competently concentrated, with the top five global players, providing over 90% of the total turnover of the country. Bearing industry is cladding an ever-increasing shift from bearing to the whole system. Bearing technology accepted new innovations like customisation and integration of IoT features. Bearings are necessary for almost all motion applications and this is how nearly all industries need bearings for their distinct requirements. Grand view research

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predicts the global bearing market to achieve nearly $85 billion by 2020. Demand for bearing is estimated to increase by 6.1% per year at the global market by the 2020. The increase in investments in the durable goods manufacturing industry and automotive will support the growth of bearing industry. Being specific, development of new genre automobiles, which is the largest market for bearing, will reinforce the overall profits. Increasing the requirement of the bearings has boosted the necessity of classification and branding each unit for accurate traction. It was required to be imprinted with details like batch number, unique alpha-numerical for appropriate identification and that is where chemical marking came into picture. This method was better than its alternatives; however, the marking in chemical method proved ineffective in terms of long lasting prints. These issues were put to end when laser marking technology got introduced to the bearing industry. The bearing marked with laser technology sustains the ages till the existence of the bearing itself. It gets applied on any kind of bearing, regardless of diameter and width. Not just the quality of mark, but entire process of the bearing marking has been enormously transformed by laser. Laser machine backed by high-end software is capable of automatically marking the bearings based on inputs and orientations.

Taking a leap SLTL has introduced customised technologies for the bearing industry that encompasses marking, cone measurement, oil slusher system and others. This technology enables solutions for bearings of any type, width and diameter. The rotary and X-Y solutions come handy, while marking the larger bearings. Dual side laser marking system, 3G marking with vision system marking on flinger shield are some of the features this laser marking system offers. �



Social-Environment Environmental justice Natural resources stewardship locally & globally


Environmental Natural resource use Environmental Management Pollution Prevention (air, wayer, land, waste)

Energy efficiency subsidies/incentives for use of natural resources

Sustainability Economic


Profit Cost-savings Economic growth Research & development

Standard of living Education Community Equal opportunity

Economic social Business ethics fair trade worker's rights

Manufacturing Execution Systems for sustainability & energy efficiency The article demonstrates how MES can help meet the challenges of sustainable production in addition to conventional uses. It also explains the methodology for extending the scope of MES to achieve energy efficiency and other sustainability goals using standardised practices and actual installations. The idea of monetising sustainability catalysed the evolution of the triple bottom line into the sustainability ecosystem. These tenets, environmental compliance, communication and operational efficiency provide a measurable path forward that is supported by traditional business directives. Increased productivity, reduced plant operating costs, reduction in work effort and enforced compliance to government regulation have always been drivers that justify investments in plant optimisations. Taken on its own, each business directive can be related back to more efficient use of


necessary resources – energy, raw materials, human resources, information, and equipment – which relates back to a measure of efficiency. Taken together as an optimisation strategy, a solution’s capability to meet the immediate needs of the plant has a positive impact on business in the future – not only for the company, but for future generations as well. Today’s manufacturing solutions have been built to improve operating cost structures including load curtailment and shedding, generator control, HVAC control, thermal plant control systems, chiller plant control systems and

EM | Nov 2016


energy monitoring. These traditional uses for manufacturing solutions were not developed based on the current trend of sustainability. Viewed from a different perspective, however, these types of solutions provide energy conservation and control, building and plant automation and electrical energy management solutions. Further exploration of how these conventional systems – and others – meet the goals of sustainability is explored in the following sections: Manufacturing Execution Systems: The MES concept has evolved for almost three decades from the development of advanced, computer information systems for manufacturing. In 2004, the global MES market crossed the billion-dollar mark, demonstrating the escalation in significance of MES to modern manufacturing operations. Manufacturing Execution Systems (MES) delivers information that enables optimisation of production activities from order launch to finished goods. Using current and accurate data, MES guides, initiates, responds to, and reports on plant activities as they occur. The resulting rapid response to changing conditions, coupled with a focus on reducing non value-added activities, drives effective plant operations and processes. The conventional role of MES has been to support various plant floor activities such as scheduling, order release and execution, quality monitoring and data collection. To provide such functionality, an MES typically interfaces with the automation and control systems and the enterprise resource planning (ERP) system, which is the software that manages business resources across the entire company. The capability of an MES to develop physical and logical links between the true business model and the manufacturing details creates the foundation of its power. Overlap of sustainability and MES: Worldwide, manufacturers are in need of adopting sustainability practices into process operations. The industrial sector consumes massive amounts of raw materials annually and a greater portion of the global energy supply than the residential, commercial and transportation sectors combined. Such significant resource consumption makes the industrial sector perhaps the most important in terms of realising potential benefits from

EM | Nov 2016

pursuing energy efficiency and sustainability measures. Since their inception, MES systems have been implemented to improve resource utilisation and efficiency. However, the final objectives of these implementations typically focus on plantspecific goals, such as reducing waste of valuable inputs and increasing machine uptimes, or achieving competitive business advantage. Although these are powerful drivers, limiting MES systems to such narrow objectives fails to capture full utilisation benefits that these software systems make possible. MES systems allow users not only to use fewer resources, but also to understand how those resources are being used throughout the production process. This is accomplished by providing “mission-critical information about production activities across the enterprise and supply chain via bidirectional communications .” This framework makes an MES ideal for improving resource utilisation – not only in terms of using less material, but also by providing better information on how those resources should be used. From this perspective, MES provides a system that is in place to help make the most efficient use of energy and raw materials and that is ready to execute before production orders are received. A straightforward approach to achieving sustainability goals is through leveraging an existing MES’s functionality to manage raw materials and resources. Every industrial producer has different types of management needs for a variety of resources, such as energy, raw materials, water, air, gas, electricity and steam. Many manufacturers maintain a huge stock of raw materials and parts on hand of every kind needed to hedge against the risk of a shortage. This capital-intensive approach is the result of inadequate information and planning capabilities and can lead to waste due to materials expiring, energy for maintaining storage and other forms of inefficiencies. A preferable approach involves using an MES that allows customerspecific business roles, such as first-in firstout, Just-In-Time, Just-In-Sequence or expiration-date based prioritisation. Automating process lines can make a significant impact on corporate responsibility initiatives to eliminate waste of resources. An MES system for advanced equipment management was installed at a US plant belonging to a large



An integrated approach to achieve quantitative sustainability

beverage company. Prior to the system’s implementation, the facility was experiencing equipment interruptions and bottlenecks resulting in significant losses to the plant’s asset optimisation and overall equipment effectiveness (OEE), which is a quantified measure of performance based on capacity, availability and quality. At the time, the facility used a pencil-and-paper-based system to collect line-performance data. The paper-based system was replaced by an MES and integrated with an advanced supervisory control and data acquisition (SCADA) system. The integration of the control system and the MES yielded high-quality data about the line’s operational processes. With access to the previously unavailable information, the operation boosted its production efficiency by 6% across the plant.

Gap analysis and recommendations Just because MES systems can satisfy sustainability purposes does not mean that they are implemented with that intent in mind. In none of the cases reviewed were sustainability goals the reason for the use of an MES. Instead, corporate financial and production targets have remained the primary drivers behind MES implementations. Yet in the face of rising of energy costs, environmental-conscious consumers and increased environmental regulations, manufacturing companies are experiencing the need to pursue sustainability goals directly. To adopt sustainability using the triple-bottom-line


approach, manufacturers need sustainability goals distilled into comprehensive metrics. Accomplishing this requires translating standard manufacturing concepts into sustainability-related terms. For example, reducing manufacturing costs translates to reducing waste; optimising manufacturing agility translates to dynamic scheduling and ultimately to higher energy efficiency; adding traceability and regulatory compliance capabilities translate to higher quality products. In addition, all of these translations fall under the broader sustainability categories of environmental stewardship, economic prosperity and social responsibility. Making these goals into meaningful metrics, however, requires plant-wide integration that allows disparate data points to be aggregated and analysed to become specific measures of quantifiable sustainability.

Conclusion Meeting these demands in the long term will require that sustainability objectives are mapped into the existing structured methodology for developing MES requirements. Until then, it is clear that MESs have the capability to be used in the pursuit of sustainability goals with little or no modification. To better utilise this capability, manufacturing companies need to change their perspectives and roll sustainability goals into their MES functional requirements. ☐ Courtesy: Rockwell Automation

EM | Nov 2016


Achieving precision measurement The article highlights the product processing technology used for producing high precision machine tools. To open up new pathways for innovation and to deliver superior quality, Beijing Jingdiao Company has collaborated with Renishaw as its business has continued to grow over the years, with the two companies working together. Based in China, the company specialises in the R&D and manufacturing of high-speed small cutting tool machines. They currently operate several dozen Renishaw laser interferometers, ballbars and rotary axis calibrators, which are used in the development of new products and refinement of manufacturing processes.

Product quality matters For Jingdiao, product quality is of topmost priority. The company has put this philosophy into practice by procuring advanced measurement and testing equipment and instrumentation, even in the early stages of the company’s development when funds were limited. These equipment


include Renishaw’s laser interferometers and ballbars, which are used to assess the precision of machining centres. Using machinery calibration equipment like the XL-80 laser interferometer and QC20-W telescoping ballbar has enabled the company to maintain strict control over its product quality. Moreover, both laser interferometers and ballbars are equipped with a variety of dynamic testing features and fault analysis functions, which provide a wealth of invaluable data for use in new product R&D and the improvement of manufacturing processes for existing products.

Improved product processing In order to meet the requirements for improved product processing, Jingdiao has integrated Renishaw OMP40 and OMP400 probes as accessories for its machining centre products including its newly-launched machine tool digital control

EM | Nov 2016


machining centres. This enables automatic update of component coordinate systems and automatic measurement of component dimensions. The company has also exploited the advantages of touch measurement by developing unique contour error compensation functions, which provide on-board compensation for the degree of deviation in component contours, enabling equivalent-depth cutting processing for contours to be processed. Clamping or processing thin-walled components, such as aluminium alloy parts can easily produce deformation of the component, making it difficult to ensure the precision of dimensions. This is when the OMP40 and OMP400 touch probes come into their own. Prior to processing, probes gather data on the outer contours of components and the results are stored in the machining centre’s variable parameters; the processing cutting tools then follow this path during profiling, thereby, ensuring the precision processing of contours. Curved surface error compensation functions provides on-board compensation for errors in curved surfaces, enabling the engraving of designs and reliefs on curved surfaces that follow surface errors.

Precision measurement CNC precision engravers are extremely demanding in terms of the precision of processing product dimensions for glass grinding. The number of broken edges during the CNC mould

making process has a direct impact on the product’s throughput yield. Jingdiao selected Renishaw’s OMP400 high precision measurement probes and their NC4 non-contact laser tool setting system for these applications, which involve strict dimensional precision requirements and high batch production yield rates.

Processing of chamfering on deformed wheel hubs The OMP400 offers the benefits of high-precision threecoordinate measurement; it has a measurement repeatability of up to 0.25 microns and can achieve a level of measurement precision in machining centre environments that compares favourably with CMM units. Using the OMP400 solves problems with batch production, such as product positioning and product deformation, ensuring that products meet the highest precision requirements. The NC4 non-contact laser tool setting system utilises laser beams to measure the dimensions of grinding wheels, while the measurement data is able to automatically update cutting tool parameters. This system can be used to monitor grinding wheel wear and make instant repairs, not only saving time on grinding wheel measurement, but also guaranteeing high levels of measurement precision. This constant improvement of product performance and continual innovation enables Jingdiao to meet users’ individual requirements. ☐ Courtesy: Renishaw Advt


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Atlantic Lubricants & Specialities Pvt. Ltd. 301, Ketan Apts., 233, R.B. Mehta Marg Ghatkopar East, Mumbai 400 077 Tel: + 91 22 2501 1960/2501 1961 Fax: + 91 22 2501 1928 EM | Nov 2016


Image courtesy:Echo Precast Engineering, Belgium

A U TO M AT I O N & C O N T R O L | T E C H N O L O G Y

Integrating CAD files into automation An application story on Beckhoff ’s PC-based control platform used by Echo Precast Engineering for fully automated production plant for pre-stressed concrete elements The use of pre-stressed concrete elements, which are delivered cut-to-size and already include the necessary cutout for plumbing and lighting is common in construction projects today. The hollow-core components are superior to alternative ceiling designs because they require less concrete, while delivering the same load-bearing capacity. Echo Precast Engineering, a member of the Progress Group, specialises in building machines for production of such elements. Flexibly adaptable and equipped with the latest control technology; the machines make it possible to manufacture custom-tailored elements with a high degree of efficiency. The PC-based controllers not only run the equipment, they also determine the cutout positions and other details based on architect drawings. As per Jo Nijs, Automation Engineer, Echo Precast Engineering, “The machines operate in rough environmental conditions, yet they must maintain exceptional precision.”


Embedded PC controls concrete extruder The latest machine developed by Echo Precast Engineering, the X-Liner® is an extruder that uses augers to press concrete into a mould while it glides along a track. “To ensure consistent concrete strength and short drying times, we must control the density of the material with a relatively complex algorithm. Compressing the concrete through vibration, while compensating for potential variances in the concrete’s composition and quantity in the hopper, is part of our core competencies. Let’s not forget that concrete is a composite product with varying properties,” explained Nijs. He further described, “We have standardised on Beckhoff automation technology within the Progress Group, which includes Echo Precast Engineering. The PC-based control platform delivers the reliability and flexibility we need for our

EM | Nov 2016

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A U TO M AT I O N & C O N T R O L | T E C H N O L O G Y

machines. With Beckhoff, we can support our customers wherever they may be, sourcing replacement parts on short notice.” Adding thoughts on the machine’s design, he said, “Our machines are designed in such a way that all the intelligence resides in the controller. This makes it possible to switch out components with minimal configuration effort. Since the market for pre-finished floors made of pre-stressed concrete requires an infinite number of variations, short set up changeover times are extremely important. The X-Liner® can be fully reconfigured by a single operator in less than 30 minutes.”

Application software runs side-by-side with PLC Immediately after the X-Liner® has formed a floor element, another machine, the plotter, moves along the track and indicates with paint the location of the hollow core slabs, as well as openings for plumbing lines and other conduits which are cut in the next step. The plotter operates completely autonomously. The markings are specified in a PXML file that is generated based on the architectural drawings. Stef Verhelst, Engineer, Echo Precast Engineering, said, “The file is downloaded to the CX2020 controller via Wi-Fi or a USB memory stick. The Echo control software translates the data into the coordinates for the plotter. These coordinates are sent to the PLC, where they are used to control the plotter’s X and Y axes.” Adding further, Johny Vangeel, Sales Manage, Beckhoff Belgium, added, “The PC-based platform makes a huge difference during this step. The application software, which was developed under Windows 7, can run on the CX2020 parallel to the PLC environment. The PC environment and the TwinCAT PLC communicate with each other via TwinCAT ADS. The PLC receives an ADS address from which it can read the coordinates as calculated by the Echo control software.”

Compact, economical and highly dynamic drives Because of its reach of 50 cm, the plotter moves along the concrete element to be marked at a speed of 1.5 metres per minute. According to Bert Cuypers, Sales Engineer, Beckhoff, “The machine is equipped with an AX5000 EtherCAT servo drive for wheels and AM8000 servomotors featuring One Cable Technology (OCT) to drive the axes. The plotter also features a Z-axis to accommodate the thickness of the hollow-core slab. The servomotor for this


axis is controlled via an EL7201 servo terminal.” Since the CX2020 handles the complete motion control application in a closed-loop control circuit, drives, encoders and other components can be replaced without any further programming or adjustments.

Precise positioning saves materials While the machine moves, the controller receives feedback from encoders embedded in its wheels. The plotter is also equipped with a laser sensor that very accurately determines its absolute position in relation to a reflector permanently mounted in the production facility. “When we move the machine up and down the entire distance of 120 metres, the positioning remains accurate down to 1.5 millimetres. That’s far more accurate than what building standards require. But it is important for our customers, as it helps them save raw materials,” said Nijs. The strategy of combining all intelligent components in the control platform also applies to the visualisation system. The machines are equipped with a CP29xx multi-touch control panel that provides the operator interface. Communication between the CX2020 and the control panel, which is installed at a distance, runs over CP-Link 4 connection technology from Beckhoff.

PC-control enables advanced features Since 2014, Echo Precast Engineering has also used the CX2020 as the controller for its sawing machines. They run along a track like the plotter, but must still be positioned manually at this time. To make a cut, the operator aligns a laser-projected beam with a marking that was previously applied by the plotter. However, the company is already working on the next step. In future, the saws should be able to use the same PXML files so that the positioning markings will no longer be needed. “Since the PC-based controller can handle this easily, this is the next logical step. An additional benefit of the PC-based control system is that our machines have TeamViewer software installed, which allows us to log into our customers’ machines and even carry out actions in real time,” concluded Nijs. ☐ Courtesy: Beckhoff Automation

EM | Nov 2016


Reviewing the global machine tool market dynamics A strong manufacturing nation is always backed by a strong machine tool industry. Countries such as Germany, Japan, Taiwan, Italy, USA and China have strong machine tool industries that help them manufacture brands which sell all over the world. Global machine tool consumption boomed from 2003 to 2011. Despite the drastic decline in 2009, when it was down 35% from the year before, consumption rocketed up the next two years and in 2011 reached the highest level ever. Since then, however, global machine tool consumption has contracted in every year except 2014, including falling 11.9% in 2015. However, the story is not one of general decline in manufacturing investment around the world. In fact, machine tool consumption, when examined region-by-region shows that broad and diverging influences have been at work in


recent years. Hence, consumption has been up and down, here and there, over the past few years—and these trends provide the basis for forecasting machine tool consumption in 2016. As per the ‘World Machine Tool Survey’ by Gardner Research, this year, they are looking at the data differently to reach an interpretation that offers a useful perspective. They are using 2011, the most recent peak in global machine tool consumption, as a kind of baseline. From this baseline, they are looking at how the level of investment has changed in the world’s three major manufacturing regions.

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The initial boom in machine tool consumption from 2003 to 2008 was driven in relatively equal proportions by Asia and Europe, but the secondary boom in 2010 and 2011 was almost exclusively driven by consumption in Asia. Perhaps it is not so surprising that the bust in global machine tool consumption, down more than 43% since 2011, was driven by Asia, too.This boom and bust were largely the result of global trends in demographics, finance and manufacturing: Demographics: The huge population in Asia was a source of cheap labour that multinational companies used to reduce costs and maintain, if not boost, profitability (especially after the burst of the dot-com bubble, when price pressure compelled many internet companies to move manufacturing operations off shore). Finance: Globally, financial institutions created massive amounts of debt. Consequently, this flood of money impacted the United States, China and Japan by changing their investment strategies. The effect was deepest in Asia, where it enabled countries to devalue their currencies competitively, thus, making their products cheaper on the world market. Manufacturing: It necessitated a significant increase in spending on capital equipment. Unfortunately, some of the capital spending during this period of rapid growth proved to be either an over-investment or a poor investment. In other words, too much equipment, or the wrong kind of equipment was acquired. This is important because the demographic and financial trends now are levelling out, and manufacturing companies around the world are having to compete on capabilities.

Global consumption levels Asia accounted for more than 60% of the global decline, with consumption dropping $6.7 billion, or 13.0%, in 2015 to $45.5 billion. Europe consumed $21.1 billion of machine tools in the year, a decrease of $2.2 billion, or 9.3%, while North America consumed $10.8 billion, down 11.2% from 2014. South America also was down 24.9%, and Africa was up 7.8% in 2015, but both these regions account for an insignificant amount of the global consumption. Global machine tool consumption in 2015 was $79.1 billion, down $10.6 billion, or 11.8%, from the year before. Fifteen of the nineteen countries in Asia had lower consumption in 2015 than they did in 2011. Consumption in China, which remains the world’s largest consumer of machine tools, was down 33% in 2015 compared with 2011. Other significant-consuming countries, including Japan, South Korea, Taiwan, India, Thailand and Malaysia, all recorded drops of at least 25% in 2015, compared with 2011. Two of the four Asian countries that recorded increased consumption since 2011 were Vietnam and the Philippines, and both have probably benefitted from low wages attracting manufacturing that was previously done in China. Of the 28 European countries in the survey, 15 posted increased consumption in 2015 compared with 2011, but the breadth of the machine tool market in Europe has kept total consumption in the region relatively flat since 2011. This is true despite the decline in Germany, which is the world’s third largest consumer of machine tools. Of the countries that have seen increased consumption since 2011, most are either peripheral countries (such as Denmark, Portugal, Greece, Spain and Ireland) or eastern European countries (such as Advt

EM | Nov 2016



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Global production of machine tools declined 11.9% in $30 2015$20from the previous year, however, Asia was the only region $10 where the decrease was lower than the world total, $0 fallen 10.7%. With Asia also accounting for the largest having share of the decline in consumption, it stands to reason that the major producing countries in Asia became more reliant on exports in 2015 than the other regions. In Europe, production decreased 13.1%, and in North America production was down 15.2%. The order of the top 11 producing countries remained unchanged in 2015 compared with 2014. The United States was a top-five producing country in 2013, and just barely missed being in the top five in 2014 and 2015.

Building the Indian industry Globally, India is ranked 13th in production and 10th in consumption as per the survey. The current market size of machine tools in India is estimated to be Rs. 10,500 cr of which the domestic production accounts for around 40% of the total consumption. India’s machine tool industry has around 1000 members engaged in the production of machine tools, accessories, subsystems and parts. Of these around 400 produce complete machine tools of all types and sizes and around 80% manufacture metal cutting machine tools, while the rest manufacture metal forming machine tools. The Indian manufacturing sector contributes roughly


World machine tool production & consumption

16% to the country’s GDP. The vision is to increase this share to around 25% in some years from now for which India requires a strong machine tool industry. Having in place a strong machine tool industry will help explore possibilities, whereby, the Indian machine tool industry can slowly substitute imported machinery. It will help meet the strategic needs of manufacturing in segments, such as defence, aerospace, auto components, automobiles, capital goods, power, railways, etc. It would be imperative to note that the 2015-16 was encouraging for the Indian machine tool industry. Production as well as consumption showed promising growth. While production reached around Rs. 4750 cr in 2015-16 as against Rs. 4230 cr in 2014-15, consumption reached around Rs. 10500 cr in 2015-16 as against Rs. 9200 cr in 2014-15. Also, the share of exports from India showed an increase by around 5% in 2015-16 as against 2014-15. Indian machine tool industry has a good design and manufacturing competence for a wide range of products. It is known for producing cost-competitive products. Various new initiatives by the government have encouraged bringing in cutting-edge technology and create room for foreign capital in capital-intensive sectors. Some initiatives include setting up of an advanced centre of excellence for R&D and technology development with IIT, Madras to strengthen the design and technology capability of the machine tool sector; creation of a fund under Technology Acquisition Fund Programme to acquire and assimilate specific technologies for achieving global standards, establishment of a machine tool park for making cost-effective, hi-tech machine tools indigenously and announcement of Capital Goods Policy, which could lead to development of new and more advanced products. ☐ Courtesy: With inputs from IMTMA

EM | Nov 2016



A Company within the SWAROVSKI Group


The art of grinding Providing the right solution for right application requirements is what the customers want from their solution providers. Aligning with this trend, United Grinding, recently organised its first internal cylindrical grinding seminars to widespread the knowledge of the art of grinding. A post-event report‌ Studer, a member of United Grinding Group, recently organised its first Internal Cylindrical Grinding seminars in India at three cities, namely Pune, Chennai, and Gurgaon. The seminar served as a platform to learn the latest technologies in internal cylindrical grinding and learn about their applications in the automotive & suppliers, energy, medical, aerospace, tooling, machine manufacturers, die & mould, precision engineering and transport and heavy industry sectors. The one-day seminar organised by Studer in three cities was conducted by Dalibor Dordic, Dy Director, Sales, Fritz Studer, who presented the application of Studer internal grinding machines. He gave a brief history on the United Grinding Group


and its members and the acquisition of Combitec based in Biel, Switzerland by Fritz Studer. He also categorised Studer grinding machines into four parts based on their application requirements.

Basic internal grinding The models S110, S120 are categorised under basic internal grinding because of their compact machine concept. In S110, the workpiece is moved on the cross-slide, while the grinding spindles are mounted in a fixed position to the base of the machine. This guarantees stability, offers good accessibility for set-up or workpiece change, and is easily automatable. It's an

EM | Nov 2016


The one-day seminar organised by Studer in three cities was conducted by Dalibor Dordic, Dy Director, Sales, Fritz Studer, who presented the application of Studer internal grinding machines

ideal machine for chuck applications for individual components up to small-batch production. Unlike S110, S120 is designed for larger and longer workpieces. The ideal grinding machine for internal, face, thread and taper grinding on long workpieces are up to approx 650 mm in length, e.g. for the machining of the ends of machine spindles.

Internal universal grinding The internal universal grinding machines S131, S141 and S151 are designed as highly flexible machines, which are capable of both internal and external grinding as well as form, noncircular and thread grinding. Not only can they be used to machine a large range of parts, but they can also cover the entire diameter range in external grinding. The capability of the S131, S141 and S151 to execute both internal and external grinding operations is thanks to the axis concept, a sophisticated arrangement of spindles, dressers, and a grinding spindle turret with integrated swivel axis, which allows the use of maximum four grinding spindles with up to two external grinding wheels and a universal measuring probe. A new arrangement of the dressing position and reversal of the grinding direction during external machining ensure that the S131, S141 and S151 can cover the entire diameter range in external grinding.

Internal radius grinding The main fields of application of the new S121, S131 and S141 radius grinding machines are in the manufacture of dies – especially in the packaging industry – where tungsten carbide and ceramic are primarily processed, and the production of hydraulic components such as axial pump pistons, guide plates


and housings made of hardened steel, cast iron and copper. Other fields are the production of complex workpieces with several tapers greater than 20° to 90° in a single clamping, where the main applications are in watch and medical technology with extra-hard materials such as industrial ceramic, sapphire and tungsten carbide, as well as the manufacture of human implants for shoulders, knees and hips from ceramic and titanium.

Internal production grinding Manufacturing companies cannot cut corners in production processes, which are optimised down to the smallest detail. The focus is on the process. In order to produce a component in a specified time and quality, each part of the process must have the optimum solution. In this regard, STUDER S122 provides this solution. It is a production internal cylindrical grinding machine for the production of small to medium-sized workpieces in small and large-scale production. This assures improvement in productivity for the companies who purchases it. With a swing diameter of 220 mm, this production grinding machine can machine workpieces up to 120 mm in length. Moving ahead, Dordic mentioned, “Studer will showcase S121 for gear grinding application in the automotive industry and S11 for needle grinding with integrated loading system, during the upcoming IMTEX 2017.” Attended by over 50 professionals in all three cities, the seminar provided a knowledge platform to find the right solution for the right application requirements in the internal cylindrical grinding. Courtesy: United Grinding

EM | Nov 2016

Be a part of this mega event and witness best practices in manufacturing

National Productivity Summit 2016 24 - 26 November 2016 “Showcasing Competitiveness in Manufacturing”

Productivity Summit


@ Bangalore International Exhibition Centre (BIEC), Bangalore

To champion the cause of enhancing competitiveness in the Indian manufacturing industry, IMTMA is organizing the 10th edition of National productivity Summit from 24-26 November 2016 at Bangalore. The event showcases best practices in manufacturing through Inspiring Keynotes, Live Case Study Presentations, Plant Visits, Focused Technical Sessions, Success Stories and so on.

Inspiring Keynotes

Learn from industry leaders who will share their knowledge and expertise on various facets of manufacturing competitiveness

Plant Visits

TOUR A : Toyota Kirloskar Auto Parts and Toyota Kirloskar Motor TOUR B : Volvo Buses and Honda Motorcycles & Scooters India

Inspiring Keynotes Focused Technical Sessions

Experts’ Corner

Plant Visits

Productivity Summit


IMTMA - ACE Micromatic Productivity Championship Awards 2016

Case Study Presentations

Live case study presentations on best manufacturing practices from renowned companies Contesting Companies

Success Stories


Mahindra & Mahindra

Super Auto Forge

TTK Prestige

Success Stories : Listen to success stories of companies that have

redefined manufacturing through ‘Change Management’ & ‘Operation Excellence’

Experts’ Corner

One-to-one discussions with industry experts that will address manufacturing challenges and provide possible solutions

Focused Technical Sessions

Enhance your learning ! Knowledge sharing sessions on topics of special interest from a panel of industry experts : Strategies to improve OEE g Design to Target Cost g Low cost Automation g Machining Audits g Trends in Intelligent Robotics g Heat Treatment g

Productivity Buzz 2016

A display of manufacturing solutions and innovations through product samples, table top models, simulated videos, posters etc.

For details and to register online log on to

Contact : Mr. Abhishek; or call 080-6624 6829 Organised by Indian Machine Tool Manufacturers’ Association

Awards Sponsor


Showcasing advancements in multiphysics modeling This year, Bengaluru hosted the 12th edition of the COMSOL Conference, where attendees were introduced to the latest developments of COMSOL® software version 5.2a. Besides, the event showcased the latest developments in multiphysics modeling, simulation, and application design. A post-event report… Every year, the COMSOL Conference makes several stops around the world, bringing together the COMSOL community for a chance to connect, learn, and innovate. The 12th edition of COMSOL Conference was organised recently by COMSOL at Bengaluru. The conference provided attendees with the latest updates of COMSOL Multiphysics® software, COMSOL Server™ product, and COMSOL Client. Over 200 attendees gathered for the conference to learn about multiphysics simulation, exchange ideas, and see how fellow engineers are using simulation in their research. The event gave the attendees a chance to interact with other members of the COMSOL community who are working on similar problems, prompting discussions on how to solve problems in a more efficient way using numerical simulation software. Such


interactions enabled the attendees to walk away with fresh ideas and insights, all while strengthening their professional contacts.

Highlights The major highlight of this year’s conference was the inspiring keynote talks from Gyanendra Roy from Mahindra Two Wheelers and Dr Shriganesh Prabhu from Tata Institute of Fundamental Research, Mumbai. Dr Vineet Dravid, MD-India, COMSOL, also hosted an interesting roundtable discussion on using simulation to teach technical concepts. The conference included over 100 user presentations among which awards were given for the best paper, best poster and popular choice poster awards. It also saw the launch of the latest update of the COMSOL®

EM | Nov 2016


Over 200 attendees gathered for the conference to learn about multiphysics simulation

software. The recent version 5.2a update features major performance increases and the release of the Rotordynamics Module, which is now available as an add-on product to the structural mechanics module. Interactive panel discussions with senior thought leaders and industry specialists highlighted the need for social inclusiveness with digital strategies to drive India’s sustainable growth story.

Handling large models The latest version provides significant performance improvements compared to versions made available a year ago. The speedup is most notable with respect to the handling of models with several thousand domains and boundaries. The company is committed to continue its strive to deliver the most efficient and robust multiphysics environment for its wide range of products for electrical, mechanical, acoustics, fluid, thermal, and chemical simulations. “To fulfil this commitment, COMSOL’s development team ensures that each update of the COMSOL® software provides more efficient solvers, meshing, and physics modeling functionality”, said Bjorn Sjodin, VP — Product Management, COMSOL Inc.

Future of simulation: Application design & deployment At the COMSOL Conference Boston, Svante Littmarck, President & CEO, COMSOL, showcased examples of how customers are leveraging simulation apps to enable companywide usage of multiphysics simulation. “These case studies provide us with a first look at how our customers benefit from building and deploying simulation apps,” said Littmarck in his keynote presentation, “The Application Builder and COMSOL Server™ are the tools that organisations need in order to provide multiphysics for everyone,” he added.

EM | Nov 2016

The Application Builder has enabled simulation specialists to create multiphysics apps, based on their detailed models, through custom interfaces that can be easily accessed via COMSOL Client or a web browser connecting to a local installation of COMSOL Server™. Custom applications can be created for anyone from technicians, support staff, designers to customer service representatives, empowering them to make on-the-fly design iterations and report generation. With COMSOL Server™, organisations can deploy industry-specific analysis tools in a dynamic, streamlined, quick-to-implement format that can be scaled for global benefit.

Release of Rotordynamics Module The latest update of the COMSOL® software product suite includes the new Rotordynamics Module, which will aid engineers in analysing vibrations due to centrifugal forces and other gyroscopic effects in rotating machinery. This new product will be used to ensure that rotor vibrations are contained within acceptable design limits by providing functionality for evaluating critical speed, whirl and bearings. This module will be of particular interest to those working with the design of turbines, turbochargers, electrical machinery, and pumps in the automobile, marine, aerospace, energy, and household appliance industries. “With the Rotordynamics Module, users can take into account the effects of various components such as disks, bearings, and foundations,” explained Prashant Srivastava, Technical Product Manager, COMSOL. “Users will also be able to easily postprocess their results directly within the software to present the results of their analysis as Campbell diagrams, modal orbits, harmonic orbits, waterfall plots, and whirl plots,” he added. The new module works in concert with the other COMSOL products. Courtesy: COMSOL



Strategising digital transformation Today, discussing business model innovation and new-age technology adoption to thrive in a highly-disruptive economy has become a necessity. On these lines, Frost & Sullivan recently concluded GIL 2016: Growth Innovation Leadership summit in Mumbai. A post-event report. Organised by Frost & Sullivan, the eight edition of GIL 2016: Growth, Innovation and Leadership summit was recently concluded in Mumbai. Inspiring keynote sessions by industry stalwarts, Frost & Sullivan’s domain experts, illustrious panelists, and topical insights from 30 industry luminaries, economists, bureaucrats and more than 150 delegates were provided for well-rounded discussions. The GIL India 2016 journey began with Frost & Sullivan’s Global President & Managing Partner, Aroop Zutshi, discussing the current internal and external challenges to India, and how enterprises need to implement strategies to battle competition and the ‘pace of change’. According to Zutshi, “As we embark into the era of artificial intelligence,


every company globally will need to incorporate digital technology to serve their customers and create a competitive differentiation. All companies will be generating more data than ever before and will end up becoming digital analytics companies, thereby, opening new opportunities.”

An era of digitisation This year, GIL India was inaugurated by Dr Ajay Kumar, Additional Secretary, Ministry of Electronics & IT, Government of India, who emphasised on how innovation is the key component for digital transformation and with the pace of innovation in India, the country is now becoming one of the

EM | Nov 2016


The summit witnessed Frost & Sullivan felicitating Anu Aga, Non-Executive Director, Thermax Limited, with the prestigious ‘2016 GIL Leadership Award’

fastest growing startup destinations. “Technology is bringing in digital transformation both for the Indian Government and for businesses. The good news is that this transformation is actually happening today on ground. We can feel the power of change. Within the government, transformations like Government e-market for government procurement, myGov. in for e-participation by citizens, faceless cashless paperless governance through the infrastructure of Aadhaar, Digital locker, eSign, e-mandi, etc are examples of such hugely transformational programs” said Dr Kumar. The summit also witnessed Frost & Sullivan felicitating Anu Aga, Non-Executive Director, Thermax Limited, with the prestigious ‘2016 GIL Leadership Award,’ for her contribution to the social sector, commitment towards philanthropy, and for bringing in strategic transformation at Thermax Ltd. During the Q&A session at the event, she pointed out that with technology, there are new avenues for social sector, such as crowd sourcing. She also emphasised the need for women’s empowerment in the industry, and how companies need to deploy suitable measures to recruit women across all functional areas, including engineering. Then, Manoj Menon, Senior Partner & Managing Director— Asia Pacific, Frost & Sullivan, conducted a collaborative and interactive workshop on digital transformation for private and public brands in India across industries, where delegates assumed the role of digital strategy officers and chartered new roadmaps for business by including new-age technology, such as machine learning, artificial intelligence, cloud and social media. Participants brainstormed about how important it is to use technology to drive efficiency, productivity and innovation. Interactive panel discussions with senior thought leaders and industry specialists highlighted the need for social

EM | Nov 2016

inclusiveness with digital strategies, to drive India’s sustainable growth story.

Taking advancements forward The one-day summit included perspectives from Dr Shubhada M Rao, Group President & Chief Economist, YES Bank; K Ganesh, Serial Entrepreneur, Partner— and Chairman, Portea Medical; Sharad Sanghi, CEO & MD, Netmagic Solutions; Govindraj Ethiraj, Founder, PING Digital Broadcast; Sameer Nair, Group CEO, Balaji Telefilms; Avinash Velhal, Group CIO India—Middle East & Africa & VP, IT & Process, Atos India; Dilip Sawhney, Managing Director – India, Rockwell Automation India; Jagdish Mitra, Chief Strategy and Marketing Officer—Head Growth factories, Tech Mahindra Limited; Delna Avari, Mentor, Consultant, Entrepreneur and others. Industry breakout sessions brought forth views on the automotive, energy and television media domains, as well as the future of smart manufacturing. The panelists also debated on how to balance investments in new business models, while making the best of their current investments. The evening concluded with Frost & Sullivan’s 2016 Indian Best Practices Awards, which recognised companies for their accomplishments in areas of innovation, convergent thinking and advanced technologies that will catalyse and transform industries in the near future. This year, 58 awards were presented to a range of deserving establishments and companies for their exceptional performance under various parameters like innovation, technological augmentation, revenue, customer service, service provider, etc. ☐ Courtesy: Frost & Sullivan



CAD/CAM software DP Technology has introduced ProfitTurning™, a high-speed lathe ESPRIT 2016 uses a physics-based cutting engine which provides the roughing strategy, in its latest version of the ESPRIT CAD/CAM software. A foundation for the technologies such as ProfitTurning™. While traditional lathe roughing strategy that significantly cutting strategies consider only the geometry of reduces machine cycle time, ProfitTurning™ materials, ESPRIT 2016 taps deeper into the has hurdled a grueling series of tests, delivering science of how different industrial materials can a performance that promises to take machinists, be cut in the most efficient ways possible. Its engineers and industrialists to greater levels of new toolpath technology uses the principles of precision, quality control and productivity. Fast, physics to formulate unique strategies for each secure and efficient, it also extends tool life by cutting challenge. significantly minimising wear. Compared to To do that, ESPRIT 2016 inputs all relevant conventional ramping methods, ProfitTurning™ factors in the toolpath algorithm such as tool reduces machine cycle time as well as the material, tool shape, workpiece material, tool frequency tooling inserts need to be replaced. speed, feed rate, chip deforming, chip load, ProfitTurning's innovative lathe roughing Comparative testing of ProfitTurning™ machine tool power, acceleration and deceleration. strategy helps eliminate the adverse effects of This helps establish complete control of the cutting traditional turning during Roughing and Grooving cycles. It enables environment, allowing for optimal cutting everywhere along the toolpath. manufacturers to make more efficient cuts with consistent chip loads and ESPRIT is a cloud-enabled CAD/CAM software compatible with a full cutting forces, thereby reducing tool wear and decreasing cycle time. This range of machine tool applications in a wide array of industries. ESPRIT is achieved using a new toolpath algorithm based on an engagement delivers powerful full-spectrum programming for 2-5 axis milling, 2-22 axis control strategy, which allows for consistent cutting forces universally, and turning, wire EDM, multitasking, mill-turn, Swiss-turn and B-axis machine achieves the highest level of productivity. tools, and high-speed 3 and 5-axis machining. DP Technology | Chennai Email: | Tel: +91-91762-83420

Thermal imaging clamp meter

Mild steel consumables

FLIR has announced the FLIR CM174 imaging clamp meter with IGM™ (Infrared Guided Measurement). The FLIR CM174 imaging 600A AC/DC clamp meter with IGM is the first clamp meter equipped with a built-in thermal imager that can quickly lead you to problems you can’t see with a standard clamp meter. Featuring Infrared Guided Measurement (IGM) technology, the CM174 visually guides you to the precise location of a potential electrical problem, identifying dangerous and unknown problem areas safely. Confirm your findings with accurate amperage and voltage measurements, and center-point temperature readings. The narrow jaw enables greater accessibility, and its compact form-factor fits easily into your back pocket – so you can have thermal imaging at your fingertips everywhere you go. The FLIR FLIR CM174 CM174 will quickly become your primary electrical troubleshooting tool. The features include: conquer cluttered wires and cables – IGM can quickly guide you in the right direction and all-in-one tool – carry just one device and always have access to thermal imaging.

Hypertherm offers new Centricut brand consumables for mild steel cutting that is designed for use with all Kjellberg PerCut 221M and PerCut 451M torches found on Kjellberg HiFocus neo plasma cutting systems. The consumables for mild steel cutting deliver the same benefits found when using Kjellberg neo consumables, at a lower cost. Centricut brand consumables In addition, the Centricut brand consumables are designed with keyless nozzles for use in all Kjellberg torch models available today. Testing by Hypertherm confirms consumable life, cut speed, and cut quality are all comparable or better when using the Centricut brand. In addition, the Centricut brand consumables offer process repeatability. They are designed with critical-to-function tolerances and are precision manufactured by advanced machinists to deliver the best quality product every time. Hypertherm designs and manufactures advanced cutting products for use in a variety of industrial applications. The company’s product line includes plasma, laser and waterjet cutting systems, in addition to CNC motion and height controls, CAM nesting software, robotic software and consumables.

FLIR Systems | New Delhi Email: | Tel: +91-11-4560-3555


Hypertherm India Thermal & Cutting | Chennai Email: | Tel: +91-44-23845361

EM | Nov 2016


CNC simulation software CGTech has announced VERICUT 8.0, the latest version of its CNC you to quickly select the Vericut function you want to use. As you move simulation software that features several from tab to tab, the ribbon bar dynamically enhancements designed to increase the updates to show the options available for ability of manufacturing engineers to that tab. Options are grouped by the function analyse, optimise, and document the they perform within Vericut. CNC programming and machining The Ribbon Bar is highly customisable, process. Intelligence gathered from both but to ease the transition, a ‘Vericut the cut part and the machining process Clas¬sic’ setting organises all of the is applied to achieve an even higher menus and options where you previously level of accuracy and efficiency. CGTech found them (a ‘cheat sheet’ is also is increasingly challenged to simulate available from the website). more complex processes and machines, Several other layout options are included while supporting ‘first part, good part’ and can be selected depending on the production goals. VERICUT 8.0 ties task at hand. Users can also create and complex processes together with the VERICUT 8.0 with ‘Toolpath Trace’ feature save their own workflow as needed for ability to monitor and evaluate many different jobs. potential problems in an efficient and consolidated method, thereby You now have the ability to optimise ‘Air Cuts Only’ (off-part reducing the time spent in the programming and machining cycle. milling cutter motions) as a capability included with Vericut’s base VERICUT 8.0 optimises workflow and helps you find the functionality verification license. The new method is intended as an easy-to-use, you need with minimal mouse clicks. Upon upgrad¬ing to VERICUT 8.0, entry level method of optimising NC programs. Additional optimisation the first thing you will notice is the new ribbon bar. The ribbon bar allows strategies are available with the purchase of OptiPath or FORCE. CGTech India Software Solutions | Bengaluru Email: | Tel: +91-80-2318-6981

E-chain & corrugated tube

Tool vending machines

igus has expanded its modular kit for the E4.1 energy chain series and now offers a solution for the guidance of e-chain and corrugated tube in the same system. Named E4.1 TUB, this system ensures flexibility, ease of assembly and long service life in a lowwear double system. With this, the side plates of the outer link of the e-chains are provided with special rails, on which you can simply slide in clips to hold the hoses. You can E4.1 TUB thus combine the energy chain with the tube in a very short time. Until now, the corrugated tubes had to be bolted to the chain using clamps. The so-called clip system holders are available in all four E4.1 sizes in combination with 8 different sizes of high-quality corrugated tubes. The side plates can also be easily retrofitted on existing E4.1 energy supply systems as clip system holders. Neither screws nor tools are required for their attachment to the e-chain and the assembly of the corrugated tubes.

Kennametal offers ToolBOSS, a smart tool vending machine for secure, auditable storage of tools and supplies. With the ToolBOSS machine, storage units can be used alone or together and offer secure inventory control, accountability of tool usage, and flexibility in storage options. Every ToolBOSS has powerful and easy to use software. Because of the unique design, items once issued can also be returned for repeated use. The ToolBOSS machine also includes a flexible report generator that enables the user to have standard and customised report output. Once the report has been defined, it can be accessed anywhere on the network or sent via email on a schedule to the appropriate recipient. Users on the network can access the ToolBOSS to reconfigure, run reports and collect ordering information. Full EDI/electronic capability is included with the system for analysis of ToolBOSS information and purchasing. Multiple independent suppliers can have access to only their own information. The ToolBOSS also includes feature such as automatic procurement capabilities and centralised SQL database.

igus (India) | Bengaluru Email: | Tel: +91-80-49127809

EM | Nov 2016

Kennametal | Bengaluru Email: | Tel: +91-80-4328-1520



Reaming tools

Toolholding systems

The KOMET GROUP has developed a new range of reaming tools such as KOMET DIHART® Freemax, hi.max and Fullmax Champions to increase ease of use and improve performance. The KOMET DIHART® Freemax is a new high-precision indexable insert reaming tool that is even easier to operate than the current versions on offer. In previous tools, each insert had to be assigned a specific insert seat due to the requirement for concentricity, but this KOMET reaming tools positioning has now become redundant in the new concept. The new KOMET DIHART® hi.max monoblock reaming tool is just as easy to use and can be used as a universal tool for high feed rates and cutting speeds due to its stability. It is available in a coated version and an uncoated version for carbide and cermet cutting materials. In addition to the versatile KOMET DIHART® Fullmax universal reamer, what are referred to as ‘Champions’ are now also available, and these are specially adapted for use with particular materials.

Schunk has developed TENDO Aviation, a high-performance hydraulic expansion toolholder for demanding applications with a requirement for mechanical tool locking, for example in the field of aviation and aeronautics. For tools with a standard Weldon shank, the integrated pull-out protection ensures formfit clamping of the oriented tool and prevents micro creep movements. SCHUNK TENDO Aviation combines the strengths of hydraulic expansion technology with those of Weldon mountings: the impressive features include permanently high run-out accuracy, perfect TENDO Aviation vibration damping and quick tool changes with the use of an Allen key. Even jobs with demanding tolerances can be maintained with high precision. The potentials of the tool and the machine can also be fully utilised. TENDO Aviation enables a maximum torque transfer with continuously high precision and process stability. It offers considerable advantages over traditional Weldon mountings and heat shrink toolholders whose run-out precision diminishes over time. It prolongs the life of the tool cutting edge, and increases the tool life travel all while producing brilliant surfaces.

KOMET Precision tools India | Bengaluru

SCHUNK Intec India | Bengaluru Email: | Tel: +91-80-40538999

E-mail: | Tel: +91-80-6772-8000

3D printer

Loading system for tool grinders

Stratasys has introduced the new MakerBot 3D printing solutions that address the wider needs of professionals and educators. New products and solutions, including the MakerBot Replicator+ and Replicator Mini+, MakerBot Print and Mobile applications, Gray Tough PLA Filament Bundle, and Thingiverse Education for educators, allow professionals to easily integrate MakerBot into their workflow and help educators introduce their MakerBot Replicator+ students to 3D printing. The new MakerBot Replicator+ and Replicator Mini+ have been re-engineered and tested to provide better performance— that means faster, easier, and more reliable 3D printing experience for users. Both printers feature an improved gantry and Z-stage through stiffer materials and sturdier construction for consistent and predictable printing. Working closely with Stratasys, MakerBot’s new 3D printers went through extensive testing of 380,000+ hours1 across multiple facilities to ensure reliable, high quality performance. The new MakerBot Replicator+ and Replicator Mini+ Desktop 3D Printers feature larger build volumes, higher print speed2 and swappable MakerBot Smart Extruder+.

WALTER now offers a completely new type of loading system for new machines of the types HELITRONIC MINI POWER, HELITRONIC DIAMOND EVOLUTION and HELITRONIC ESSENTIAL. The new space-saving and costeffective automation solution ‘Top loader’ is integrated directly into the machine - therefore requiring no additional floor space and no restriction of the working envelope of the machine. The ‘Top loader’ is equipped with a swivelling arm with a single gripper and uses the Top loader standard WALTER robot pallets one for the blanks and one for finished tools. Depending on the tool diameter, these pallets can be loaded with up to 500 tools. A tool change takes only 27 seconds. The set-up of the tool pallets is completed automatically through an electrical teaching routine (patent pending) for ease of use and simplicity of changeover. WALTER is specialised in tool grinding machine technology, with an extensive product line that includes the Helitronic Vision tool grinder (featuring linear/torque motors in all axes) and Helitronic Power universal CNC tool grinders.

Stratasys India | Bengaluru Email: | Tel: +91-97389-43188


United Grinding India| Bengaluru Email: | Tel: +91-80-30257-606

EM | Nov 2016

H I G H L I G H T S | C O M PA N Y I N D E X | I M P R I N T

Highlights - Dec 2016 IMPRINT Publisher / Chief Editor Shekhar Jitkar Senior Features Writer Megha Roy Features Writer Maria Jerin

» Medical machining When machining for the medical industry, what you make matters on a very personal level. Orthopedic parts, medical devices and special packaging are just a few of a complex catalogue of medical parts that have resulted in phenomenal medical breakthroughs while testing the limits of manufacturing complexity and efficiency. Analysing the latest technologies, the next issue will feature some of the trends in this area.

» Logistics & supply chain Top performers in the manufacturing sector are investing in a solid basis of robust logistics and supply chain data, by ensuring that their data systems can track events, transactions, and form a strong data-based analytics foundation (ERP, 2D barcode). EM will track some of the latest technologies in logistics & supply chain in the next issue. » Gear cutting/hobbing Gear cutting is any machining process for creating a gear. In recent years, the demand for better productivity of gear manufacturing equipment has been posed by the automobile industry. Gear manufacturing process dynamics are undergoing a breakthrough. Our next issue will highlight the key developments in this industry segment.

» Productivity improvement tools Productivity improvement tools empower team members to optimise quality by constantly improving processes and eliminating unnecessary waste in natural, human and corporate resources. These tools influence every aspect of an organisation and include a common set of values, knowledge and procedures. They entrust employees with well-defined responsibilities in each production step and encourage every team member to strive for overall improvement. The next edition focuses on some of the presentday productivity improvement tools used in manufacturing.

Sub-editor & Correspondent Suchi Adhikari Advertising Sales & Marketing Sagar Tamhane (General Manager – North & East) Contact: +91 9820692293 Dhiraj Bhalerao (General Manager – West & South) Contact: +91 9820211816 Prabhugoud Patil (Senior Manager – Bengaluru) Contact: +91 9980432663 Advertising Sales (Germany) Caroline Häfner (+49 - 89 - 500 383 - 53) Doreen Haugk (+49 - 89 - 500 383 - 27) Overseas Partner Ringier Trade Media Ltd China, Taiwan & South-East Asia Tel: +852 2369 - 8788 Design & Layout Tarun Kumar Pyne Senior Graphic Designer (Print & Web) Editorial & Business Office publish-industry India Pvt Ltd 302, Sarosh Bhavan, Dr Ambedkar Road, Camp, Pune 411 001, Maharashtra, India Tel: + 91 - 20 - 6451 5752

COMPANY INDEX Name . . . . . . . . . . . . . . . . . . . . . . .Page Ace Micromatic Group . . . . . . . . . . . . . . .17 AIFI . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 AMT . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Autocam Technology Co . . . . . . . . . . . . . .73 Beckhoff Automation . . . . . . . . . . . . . . 1, 68 Blaser Swisslube . . . . . . . . . . . Cover, 14, 55 Bosch India . . . . . . . . . . . . . . . . . . . . . .19 Ceratizit . . . . . . . . . . . . . . . . . . . . . . . . .16 CGN Global . . . . . . . . . . . . . . . . . . . . . .52 CGTech . . . . . . . . . . . . . . . . . . . . . . . . .85 CII . . . . . . . . . . . . . . . . . . . . . . . . . . . .87 Comsol Multiphysics . . . . . . . . . . . . . 31, 80 DMG Mori . . . . . . . . . . . . . . . . . . . . 28,29 Dongguan Glorystar Laser Technology Co . . .9 Dormer Pramet . . . . . . . . . . . . . . . . . 13, 43 DP Technology . . . . . . . . . . . . . . . . . . . .84 Ervin Junker Maschinenfabrik . . . . . . . . . .51 Flir Systems . . . . . . . . . . . . . . . . . . . 49, 84 Ford Motor Company . . . . . . . . . . . . . . . .20 Frost & Sullivan . . . . . . . . . . . . . . . . . 10, 82


Name . . . . . . . . . . . . . . . . . . . . . . .Page Haas . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Honda Cars India . . . . . . . . . . . . . . . . . . .22 Hong Ji Precision Machinery . . . . . . . . . . .77 Hypertherm India . . . . . . . . . . . . . . . . . . .84 Hyundai WIA . . . . . . . . . . . Back Inside Cover Igus (India) . . . . . . . . . . . . . . . . . . . . . 6, 85 IMTMA . . . . . . . . . . . . . . . . . . . . 2, 72, 79 India Yamaha Motors . . . . . . . . . . . . . . . .24 Janatics . . . . . . . . . . . . . . . . . . . . . . . .21 Jyoti CNC Automation . . . . . . . . . . . . . 3, 46 Kennametal India . . . . . . . . . . . . 15, 44, 85 Komet Group . . . . . . . . . Front Gate Fold, 86 Korloy India . . . . . . . . . . . . . . . . . . . . . .11 KPIT Technologies . . . . . . . . . . . . . . . . . .38 KSPG Automotive India . . . . . . . . . . . . . . .26 Marposs India . . . . . . . . . . . . . . . . . . . .27 MMC Hardmetal . . . . . . . . . . . . . . . . . . .25 MotulTech India . . . . . . . . . . . . . . . . . . . .67 New Holland India . . . . . . . . . . . . . . . . . .30 Quaker Chemicals . . . . . . . . . . . . . . . . . .69

Name . . . . . . . . . . . . . . . . . . . . . . .Page Renishaw . . . . . . . . . . . . . . . . . . . . . . . .66 Rockwell Automation . . . . . . . . . . . . . . . .62 Sahajanand Laser Technology . . . . . . . 33, 60 Schunk Intec India . . . . .Front Inside Cover, 86 Sona Koyo Steering Systems . . . . . . . . . . .32 Stratasys . . . . . . . . . . . . . . . . . . . . . . . .86 TaeguTec India . . . . . . . . . . . Back Cover, 42 TAITRA . . . . . . . . . . . . . . . . . . . . . . . . .35 Timken . . . . . . . . . . . . . . . . . . . . . . . . .56 Tyrolit India Superabrasives . . . . . . . . . . . .75 UCAL Fuel Systems . . . . . . . . . . . . . . . . .34 UCAM India . . . . . . . . . . . . . . . . . . . . . .71 UCIMU . . . . . . . . . . . . . . . . . . . . . . . . .10 United Grinding Group . . . . . . . . . 59, 76, 86 Varroc Group . . . . . . . . . . . . . . . . . . . . .36 WABCO India . . . . . . . . . . . . . . . . . . . . .37 Wendt India . . . . . . . . . . . . . . . . . . . . . .65 Yamazaki Mazak India . . . . . . . . . . . . 40,41 YG1 Cutting Tools . . . . . . . . . . . . . . 4, 5, 45 Zavenir Daubert . . . . . . . . . . . . . . . . . . .23

Board of Directors Kilian Müller (CEO – Worldwide) Hanno Hardt (Head – Marketing & Business Development) Frank Wiegand (COO – Worldwide) Shekhar Jitkar (Publisher / Chief Editor) Subscription Cover Price: `100 Annual Subscription Price: `1000 Tel+91-20-6451 5754 Printing Kala Jyothi Process Pvt Ltd, S.No 185, Kondapur, R R District, AP 500 133, INDIA Copyright/Reprinting The publishing company holds all publishing and usage rights. The reprinting, duplication and online publication of editorial contributions is only allowed with express written permission from the publishing company. The publishing company and editorial staff are not liable for any unsolicited manuscripts, photos and illustrations which have been submitted. Internet Digital edition

EM | Nov 2016


26th Jan - 01 Feb 2017

@ Hall: 4 , Stall No: A134

RNI No. MAH/ENG/2010/34603

EM Nov 2016  

An ultimate choice!! We are happy to present you the 7th Anniversary Special issue of the manufacturing industry’s most preferred magazine –...

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