Manufacturing Today Europe Issue 129 June 2016

BEST PRACTICES FOR INDUSTRY LEADERS

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The next big

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129 June

MANUFACTURING

thing The phenomenon known as ‘smart plant and manufacturing’ allows manufacturers to properly harness new technologies to drive productivity and efficiency

Also in this issue:

Electrical waste Health & safety Focus on logistics Special feature - Going 3D

Editor’s Comment

Chairman Andrew Schofield Editor Libbie Hammond Art Editor/Design David Howard Studio Assistant Barnaby Schofield Staff Writers Jo Cooper Andrew Dann Ben Clark Production Manager Fleur Daniels Production studio@schofieldpublishing.co.uk Advertising Administrator Tracy Chynoweth studio@schofieldpublishing.co.uk

Operations Director Philip Monument Editorial Researchers Mark Cowles Tarj D’Silva Jeff Goldenberg Laura Thompson Catriona Hodge

Stories of

change

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he Internet of Things, Industry 4.0, SPM – as long as I’ve been involved with manufacturing publications, there’s been a new buzzword trend arriving every month to keep a track of.

I remember when everything was about ERP solutions, Lean Transformations and Six Sigma – of course, these are still relevant and occurring today, but I don’t hear as much about them. Have they become commonplace? Or have most people already been through the pain of these strategies and are now hearing the new acronyms with the same sense of dread that the old ones may have brought?

I’d love to hear your opinions on these new trends in manufacturing, or some old stories of implementations, lean journeys and change programmes.

Do get in touch!

Advertising Sales Joe Woolsgrove - Sales Director Mark Cawston Tim Eakins Andy Ellis Darren Jolliffe Jonas Junca Dave King Theresa McDonald Elliott Scales

@MTE_magazine

MANUFACTURING BEST PRACTICES FOR INDUSTRY LEADERS

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The next big

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129 June

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The phenomenon known as ‘smart plant and manufacturing’ allows manufacturers to properly harness new technologies to drive productivity and efficiency

Also in this issue:

Electrical waste Health & safety Focus on logistics Special feature - Going 3D

www.manufacturing-today-europe.com ©2016 Schofield Publishing Ltd Please note: The opinions expressed by contributors and adver tisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effor t is made to ensure that the information published is accurate, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the proper ty of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Features 4 News

Updates and announcements from the manufacturing arena

8 Tackle the taboo

Stress in the workplace is a real problem that is having a major impact on business – there is support available to help

6 Future challenges 6 Future challenges

The recycling of WEEE isn’t straightforward – Susanne Baker looks at six of the biggest challenges

8 Tackle the taboo 10 The next big thing

SPM – Smart plant and manufacturing – drives three core functions and allows manufacturers to properly harness new technologies

12 Train for change

The workforce in logistics is getting older and there’s a lack of diversity – skills and training in this area must be a priority

14 Going 3D

Lightweight materials may bring benefits but manufacturers will need to ensure their fastening solutions are up to scratch

10 The next big thing 2 www.manufacturing-today-europe.com

14 Going 3D

3D

CONTENTS

Profiles 18 Morgan Motor Company

18 Morgan Motor Company

23 Wilton Carpets 28 Romi Machines UK 30 Hendry Hydraulics Ltd 34 SAM 39 Optare Group 42 Evoke 45 Burnside Eurocyl 48 Spirotech-SRD 51 Millers Oils 54 Servis Tyres

66 BAE Systems Military Air & Information

57 Inciner8 61 Avnet Embedded 63 Alkor Draka 57 Inciner8

66 BAE Systems Military Air

& Information 70 Colombier Group 72 Twin Disc 74 Weiss Spindeltechnologie 76 Thurne-Middleby Ltd 78 Benham Precision Engineering 80 Tec Systems

63 Alkor Draka www.manufacturing-today-europe.com 3

News in brief Award winner

British photonics technology firm M Squared Lasers has featured as a winner of the 2016 Queen’s Award for Enterprise – the UK’s highest accolade of business success and innovation.

M Squared Lasers was recognised in this year’s Innovation category for its achievements in advancing key scientific studies in quantum technology through the development of its groundbreaking laser platform ‘SolsTiS’. Marking a step change in laser technology, SolsTiS is not only setting industry standards in usability, portability and design, it is also helping to open up new areas of scientific research.

Sustainable production

As part of a commitment to reducing its carbon footprint in 2016 F1 Manufacturing has installed biomass heating and solar panels at its Leicester site. The changes to the 36,000 square foot site is set to save the company over £170,000 whilst making their large production levels more sustainable.

Britain’s bravest

On 20th April 2016, Royal British Legion Industries (RBLI) launched its manufacturing division as Britain’s Bravest Manufacturing Company.

Britain’s Bravest Manufacturing Company is the nation’s leading social enterprise that creates employment opportunities for injured ex-Forces personnel, allowing them to use the skills they learned in the Armed Forces and giving them independence in civilian life.

Britain’s Bravest Manufacturing Company provides signage (including highways and railways), print, mail and fulfilment to businesses ranging from Network Rail to infrastructure company Amey. By working with Britain’s Bravest Manufacturing Company, businesses and organisations achieve Social Value and fulfil their commitment to the Armed Forces Covenant, as well as delivering against their CSR objectives in the course of their every day operations.

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Role in supply chain

A leading supplier to manufacturing industry has warned sector businesses trading internationally that choosing appropriate freight forwarding and logistics partners is now more vital than ever.

Leeds-based Tudor International Freight said industry participants are set to lose significant cost and speed benefits now the EU’s Union Customs Code legislation has come into effect (on 1 May), unless they employ a logistics partner who holds Authorised Economic Operator (AEO) accreditation. A mere 300 UK-based organisations currently enjoy full AEO status, which is awarded by HM Revenue & Customs (HMRC).

The internationally recognised AEO quality mark confirms a provider’s role in the international supply chain is secure and its controls and procedures meet demanding efficiency and compliance standards. Companies with full authorisation can enjoy benefits when transporting goods overseas, including a faster application process for customs authorisations and a reduction in the level of financial guarantees required.

Providers with full AEO status enjoy these advantages across the EU and in other countries with which it has mutual recognition agreements, including the US, Japan and China. Tudor recently joined the ranks of organisations with full AEO accreditation.

Welded to traditional techniques

A new white paper, Adapt and change - How adaptive control of resistance welding can cut production costs and improve product quality, has revealed that while welding is becoming increasingly automated, lack of adoption of new welding technology is holding industry back.

The white paper aims to provide a solution to common spot welding issues such as shunting, variations of coating and sheet thickness, and weld force disparity. It also addresses the concept that inspection techniques need to be time intensive and unreliable.

Dave Halford, Welding Industry Sector Manager at Bosch Rexroth, who authored the report, said: “Adaptive welding remains a small proportion of the UK’s welding market, but its ability to improve the quality of welds and drive costs out of the manufacturing process, cannot be ignored.

“Traditional methods are prone to a variety of weld disturbances and inspection techniques take up valuable time with mixed results. By taking an adaptive approach manufacturer’s benefit from real time control and monitoring, as well as improved consistency.”

Weld testing, in particular, is seen as an area where new technology will offer significant improvements, as Dave Halford explained: “Current quality checking methods are problematic and rest on two methods, ultrasonic inspection and manually opening a proportion of completed welds. The first option requires a high level of operator training in order to get consistent results, while the second leads to scrapped parts. Real time monitoring through adaptive welding eradicates the need for these time intensive processes.”

MANUFACTURING NEWS Picker packs a punch

Jungheinrich has launched its new EKS 110 vertical order picker. With a one tonne load capacity this completely redesigned truck has a distinctive new look and low-energy LED headlights and reflectors, as well as an ergonomic design. Having a maximum platform height of three metres, the truck supports picking heights of up to 4.6 metres, making it ideal for order picking at up to three levels of racking.

The new 3.2 kW drive delivers higher speeds and around five per cent greater acceleration. With the optional Drive+ package drivers can even move up a gear, and enjoy dynamic acceleration and speeds of up to 13 km per hour – getting them to the next picking location even faster, thanks to Jungheinrich’s Curve Control assist system that ensures safe cornering.

At the same time energy consumption has been cut. Energy efficient three-phase AC technology and high battery capacity offer long operating times, and for multi-shift operation the EKS 110 now also runs on lithium-ion batteries rated at 240 and 360 ampere hours. The fast charging time achieved with this battery technology means it takes only 30 minutes to reach a 50 per cent charge, and 80 minutes for a 100 per cent charge.

For light and medium-duty operations over one or two shifts, Jungheinrich recommends 375, 465 and 620 ampere hour lead-acid batteries and even gives a warranty for twoshift operation without battery replacement - if a battery does not last for two full shifts, Jungheinrich will add a second battery for free.

Expansion for manufacturer

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UK manufacturer and industrial trainer AIS is expanding with a brand new £2.5 million state-of-the-art manufacturing facility which will create up to 30 new jobs and help deliver the company’s ambitious future growth plans.

The company’s technical division, AIS Technical will expand its existing operation into an additional new 14,000 sqft purpose-built site, which is located alongside AIS’s existing two acre world-class offshore training village and onsite hotel on the Tyne Tunnel Industrial Estate, North Tyneside.

The new facility will be specially designed to create a world-class manufacturing and innovation centre for AIS Technical incorporating cutting-edge, fully-automated systems such as CAD design, precision-cutting, machining, assembly and despatch, as well as an extensive R&D centre. AIS Technical’s business development, management and administrative functions will also be transferred to the new centre.

This new facility will enable overall capacity to be increased by up to 80 per cent, as well as boosting AIS Technical’s capability to research and develop new, innovative products tailored to industry needs including specialist welding and metal personnel protection lines.

Manufacturing giants unite If the global manufacturing sector is to catapult itself into the Fourth Industrial Revolution, businesses need to stop viewing it as a technology upgrade and instead initiate a fundamental change in their business models.

That’s a view that will be discussed by manufacturing businesses including Rolls Royce, ABB, Airbus, GE Europe, and Hilti, who are coming together for the Manufacturing Forum organised by The Economist Events, aimed at examining how manufacturing businesses can begin the radical transformation towards Industry 4.0.

The Manufacturing Forum 2016 takes place on June 16 at Coombe Abbey Hotel in Coventry, UK, and brings together top business leaders engaged in the quest to digitise and transform the global manufacturing industry. A recent report from PwC has revealed that the leading proponent of Industry 4.0, Germany, currently sees investment of more than €40 billion per year into research and development projects, resulting in an increase in revenue streams of more than 12.5 per cent. Other nations are still lagging behind with many manufacturing organisations still unsure of the steps they need to take in order to advance closer to the factory of the future.

Martin Rainer, VP and GM for Manufacturing Sector, from Hewlett Packard Enterprise, who are sponsoring the event, explained: “Until relatively recently, tried and tested ways of working have served the industry well. But now, as many well-established businesses are finding out fast, manufacturing is no longer simply about making and selling products. It’s about integrating end-to-end operations across the entire enterprise ecosystem to anticipate what customers want, quicker and cheaper than the competition.

“Hewlett Packard Enterprise calls this digital revolution ‘Connected Manufacturing’.

It’s how we describe this new era of manufacturing, where everything is connected – operational technology, information technology, communications and consumer technologies.”

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Future Susanne Baker outlines the six biggest challenges for those involved in the recycling of electronic and electrical waste Ultimately the WEEE regulations should support a process to enhance environmental performance, subject to good practice, which may change over time

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rompted by statistics that waste electrical and electronic equipment was one of the fastest growing waste streams, driven by short innovation cycles and a rapidly expanding market, since 2007 producers of electrical and electronic equipment have been legally responsible for ensuring that their products are properly treated and recycled at the end of their life.

The current legal basis is the recast Directive 2012/19/EU on waste electrical and electronic equipment (WEEE). From 2016, member states are required to ensure that 45 per cent of the

WEEE placed on the market in the preceding year is collected, rising to 65 per cent of EEE placed on the market or 85 per cent of WEEE arising in 2019. From 2019, an open scope means that there will be a much broader community of manufacturers that will be captured by the regulation.

It may be easy to assume that after several years of bedding in systems to recycle electrical and electronics waste that it will be relatively easy to accommodate the increased scope and more ambitious targets. But in a dynamic and fast moving sector, and as our relationship with technology evolves, challenges remain. Here are my top six challenges on the horizon that we will need to consider as we move closer to 2019.

1. We need to be mindful that the nature of WEEE will change in the coming years

Predictions of the number of smart, internetenabled devices that will be available on the market in future years are as high as 500 billion by 2050. Products could range from smart washing machines and light fittings to wearables

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Electrical waste We will need to significantly improve our understanding and reported statistics of all the waste that is collected and recycled, regardless of who handles it, and take measures to ensure WEEE is either channelled through the official, compliant routes; or otherwise properly treated and then reported, either directly or through the use of substantiated estimates. Without it we risk a distorted understanding of the market and incorrectly framed legislation.

and appliances that today have no electrical function. Given that just a simple chip embedded in a product is likely to bring it under the scope of the WEEE directive, products affected could increase significantly.

This will bring challenges, not just for recyclers but also potentially in meeting future targets.

Concerns are starting to be raised that personal data protection fears may reduce confidence to offer products for recycling and reuse. We will need to consider how we manage this challenge.

We need to ensure that consumers trust that their data will be properly eradicated at the end of life or recycling systems risk being sub-optimal and targets will be missed.

2. We need to account for WEEE being treated and recycled outside of the official system

Not all waste electrical and electronic equipment is being treated and recycled through the authorised networks. WEEE may be picked up from small-scale door-to-door collections or larger scrap dealers and recyclers.

The Countering Waste Electrical and Electronic Equipment Illegal Trade Project, led

by INTERPOL, found that only 35 per cent of all the WEEE discarded in 2012 ended up in the officially reported statistics. The other 65 per cent was exported, recycled outside of the formal WEEE system, scavenged for valuable parts or simply thrown away.

3. We need to improve enforcement to prevent illegal waste exports We will also need far better enforcement to prevent illegal waste exports. The INTERPOL project referenced above estimated that 4.65 million tonnes of WEEE, 49 per cent of generated WEEE, was either mismanaged or illegally traded in Europe during 2012.

This cannot continue. Producers are looking to public authorities to implement and enforce harmonised recycling standards for WEEE and trans-frontier guidelines for usable electrical and electronic waste, as agreed under the Basel Convention.

circular economy action plan to refine our systems and correctly align incentives, but this must be based on impartial, technically robust evidence and be considered alongside our ambitions to improve energy efficiency – or we could get locked into sub-optimal processes.

Ultimately the WEEE regulations should support a process to enhance environmental performance, subject to good practice, which may change over time. What it should not do is force rigid doctrine that may quickly be shown to be wrong and which may also lead to unintended consequences.

4. We need to harmonise producer responsibility schemes, carefully

The Commission has signalled its intent, through the Circular Economy Action Plan proposals, to encourage greater harmonisation between producer compliance schemes across Europe to increase their cost effectiveness.

Here the challenge will be to avoid introducing increased administrative burdens and work with the grain of the systems already established in member states. The latter will be reluctant to have to invest in expensive redesigns of their systems, so a light touch will be needed.

5. We need to debate the role of WEEE recycling within a circular economy

What is the best way to deal with electronics at the end of its life? Is it repair? Is it remanufacturing? Or are the energy efficiency benefits of newer models likely to mean recycling is the best end of life option? And how will this impact our ability to meet 2019’s targets?

There is an open assumption in discussions on the circular economy that repair and remanufacture is the most desirable outcome at the end of life. However, as life cycle assessments have shown over and over again, what is intuitively right and what the science shows us can be two different things entirely.

We have a huge opportunity through the

6.The sophistication of recycling processes needs to improve

We have all seen the statistics that there is more gold in a tonne of WEEE than the equivalent ore. But it is also true to say that most European recyclers are not equipped to extract the precious and valuable materials in WEEE. The challenge is providing this capability cost effectively so that secondary materials are price competitive with virgin materials.

Here, the money that the European Commission has put aside for innovation under the EU Research and Innovation Programme (Horizon 2020) could be put to good use.

We need to encourage, trial and demonstrate innovation to drive more effective, more sophisticated recycling if we are to abstract critical raw materials routinely. v

Susanne Baker Susanne Baker is techUK’s head of environment and compliance. techUK represents the companies and technologies that are defining today the world that we will live in tomorrow. 900 companies are members of techUK. Collectively they employ more than 800,000 people, about half of all tech sector jobs in the UK. These companies range from leading FTSE 100 companies to new innovative start-ups. www.techuk.org

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Tackle the Stress in the workplace: how to ensure a happier, healthier and more profitable business

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ith one in five people in the UK taking at least one day off a year due to stress, and even more worryingly 93 per cent of these lying about the reason for their absence1, it’s clear that mental illness is both increasingly prevalent and yet still a taboo subject. In addition, a study by the Engineering Employers’ Federation (EEF), reported that business leaders across the manufacturing industry are increasingly concerned about long-term sickness absence, and that stress ranked as the most common cause of long-term absence – so it is certainly an issue, which those within the sector cannot ignore. Kevin Rogers, CEO of Paycare – a not-for-profit health cover provider – outlines the impact of mental health on not only the employee, but the business as a whole, explains how manufacturing organisations can up their game to ensure their workforce feel empowered and supported, and discusses what measures they can put in place to ultimately ensure a happier, healthier and more profitable bottom-line.

“Workplace stress was one of the big talking points for employers in 2015, and the spotlight is shining on it even more so this year,” explained Kevin. “Stress is a serious employment issue which

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Health & safety

can insidiously eat away at profits, productivity, and efficiency, and ultimately be the reason why businesses lose valued staff. So what is stress?

What should and could employers do about it?

And how can it be managed?

“A Labour Force Survey found that between 2011/12 and 2014/15, there were 24,000 reported cases of stress, depression and/ or anxiety across the manufacturing sector, of which over half were new conditions. For an individual, the presence of a mental health issue can have a significant impact on their confidence, self-esteem, concentration, and motivation, but because – unlike physical ailments, illnesses, or injuries – stress is faceless, it can often lead to an ‘out of sight, out of mind’ approach. From an employer’s perspective, however, the impact of a member of the team’s poor mental health can be significant, and can result in lower productivity levels, diminished morale (both in terms of the individual and the wider team), and subsequently reduced profits.

“Despite the negative impact of poor mental health being hugely evident, what’s clear is that there are often two major barriers to managing stress and mental health. The first is a lack of proper understanding of the issue and mental health as a whole, with employers not feeling confident enough to act appropriately, and therefore shying away from it. The second is when an employer does have an understanding but isn’t willing to delve any deeper to solve issues, and therefore looks elsewhere for blame such as performance-based or operational issues.

“Both of these barriers are exacerbated by the fact that, according to the EEF study, almost a third (30 per cent) of employers across the industry don’t have support systems in place to help members of staff with mental healthrelated long-term sickness absence. Indeed, whilst those within the manufacturing sector have stringent procedures and processes in place should machinery and equipment fail to operate effectively, it seems the same emphasis isn’t yet placed on preventing (and dealing with) any potential failure caused by an employee not performing to their best ability.

“There are, however, huge opportunities for an employer to break down these barriers and to ultimately improve the wellbeing of their teams and therefore profitability, and it can simply be done with an openness to approaching the subject head-on. Managers in particular can monitor their team’s workloads more closely, increase communication efforts, and make small changes to their behaviour to appear more approachable to others – who otherwise might see them as being too busy to interrupt.

Stress is a serious employment issue which can insidiously eat away at profits, productivity, and efficiency, and ultimately be the reason why businesses lose valued staff “Training managers and employers to spot the early signs of mental health issues is also crucial.

Away from the sector, BT’s three-tiered strategy to tackling stress and mental health issues in the workplace has already paid huge dividends.

It includes offering advice, guidance and tips on the internet, skills sessions, and training for managers to spot early signs and understand the support and treatment available. As a result of its innovative approach, stress and anxiety sick leave has fallen significantly across BT, including by 24 per cent in just one area.

“Another way in which businesses can support their teams is by putting an Employee Assistance Programme (EAP) in place, which offers staff the opportunity to seek help from independent professionals on a private and confidential basis.

Established in the 1970s, EAPs are designed specifically to support individuals facing difficult or challenging situations, which might adversely affect their work performance, health and wellbeing and have increasingly been hailed as a valuable and cost-effective way for employers to provide specialist help to employees.

“Programmes such as these can be vital, particularly in workplaces that don’t adopt an ‘open’ environment or encourage employees to speak openly and freely, where employers and line managers appear to be ‘unapproachable’, or when the employee anticipates any answers or feedback to be unhelpful, judgmental or negative – and they can be used for a wide variety of issues, from relationship and financial issues, through to mental health issues like stress, anxiety, depression or even suicide.

“Ultimately, it’s not about managers training to become therapists and psychiatrists, but so much more about encouraging them to get their head out of the sand and getting to grips it with now, realising it’s a very real problem that’s having a major effect on their business, and seeking readily-available training, advice, and guidance to help them support their teams in becoming happier, mentally healthier, and more productive,” concluded Kevin. n

Kevin Rogers Kevin Rogers is Paycare’s CEO. A well-respected and dedicated not-for-profit health cover provider, Paycare has helped individuals, families and businesses across the Black Country and Wolverhampton protect themselves against everyday healthcare costs and bills for over 140 years.

For further information about Paycare’s full range of health cover please call 01902 371000, email enquiries@paycare.org, or visit www.paycare.org.

1 One in five people take a day off work due to stress, of which 93 per cent lie about the real reason or their absence (Mind mental health charity)

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The next big As Shamdutt Kamble notes, manufacturing may be high tech – but is it smart?

In spite of an ultramodern image, the efficiency and profitability of these plants is constantly under threat as these practices and platforms, as well as the machines and materials that they power, evolve at an unprecedented rate

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oday’s manufacturing plants contain some of the most advanced technology in the world.

In contrast to the noisy and dirty factories of old, today’s plants are a picture of modernity. Machinery whirs away as finely-tuned machines process millions of parts, carried by conveyor belts and robotic arms to an assembly bay where they are bonded and coated using the latest, space-age chemical processes.

However, the fact is all of the robotic arms, advanced process control and automation systems in the world can’t ensure the profitability and productivity of a plant without the right practices and platforms in place. In spite of an ultra-modern image, the efficiency and profitability of these plants is constantly under threat as these practices and platforms, as well as the machines and materials that they power, evolve at an unprecedented rate.

There is a wide range of variables and factors, which govern the efficiency of a plant, where these practices and platforms play a part. For example, manufacturers have to manage various facilities, plant operations and a wide range of other assets. They also need to be as flexible as possible in order to respond to ever-changing market conditions, deliver products quickly and handle as many different orders as possible – all at high-levels of quality and at a competitive price.

Customer demands are also constantly changing as they themselves look to take advantage of or adapt to the latest trends among consumers.

In response to these issues, manufacturers have traditionally implemented systems such as MES, SCADA and LIMs. However, the fact is these programmes are no longer enough to keep plants profitable and productive in the face of tougher and tougher market conditions.

These programmes lack key features such as real-time performance management, predictive performance and autonomous decision-making ability.

Today, much greater functionality is required

in order to detect, predict and optimise plant performance. These new features include integrated plant cross functional performance analysis, the incorporation of decision intelligence and plant digitisation by implementation of next generation technology like cloud, augmented reality, big data, and the internet of things. These platforms are commonly known as SPM - smart plant and manufacturing.

SPM is no longer a choice but a necessity of manufacturing operations. It provides platform for real time operations visibility. It not only helps to unearth the hidden manufacturing process patterns but it also help to identify production dependencies and bottlenecks across operations.

SPM enables manufacturers with better plant insights and actionable information to predict plant performance, which helps to take timely decisions.

Generally speaking, SPM drives three core functions: integrated plant performance analysis; incorporating decision intelligence; and collaborative workflows.

Integrated plant performance analysis involves three aspects. The first involves indexing accounts for productivity and quality metrics for cost across the whole manufacturing operations and processes. Secondly, plant managers and operators are able to correct and manage manufacturing and production variability in a dynamic environment by combining operations surveillance with large amounts of data. This means fewer process errors, equipment losses and other inefficiencies. And thirdly performance prediction based on process and equipment behaviour characteristics and efficiencies degradation.

This use of data can deliver outstanding quality and production-efficiency gains. In research carried out by the Economist Intelligence Unit and commissioned by Wipro, two thirds of manufacturing companies that used insights gathered from production data analysis reported annual savings of ten per cent or more in terms

IT - Smart plants of the cost of quality (that is, net losses incurred due to defects) and production efficiencies. About one-third said their savings on both measures have been in the range of 11 per cent to 25 per cent.

Decision intelligence enhances plant performance as whole by aligning operations and processes to adapt to the plant’s states and conditions. Contextualised events and data such as machine locations, time of operations and tool conditions are modelled to identify current conditions within the plant. For given performance fault mode (i.e. those that are productivity and quality related) and context model inputs, decision intelligence identifies the right corrective actions at plant managers and operators level.

Further collaborative workflows enable all teams in plant (productions, quality, and maintenance) to work in harmony and synchronisation to drive performance optimisation. Collaborative workflows are best realised by plant digitisation implementations - cloud, big data analysis, mobility and BYOD, augmented reality and the industrial internet of things.

What’s more, when a unified data model is applied to these technologies, the result is a scalable architecture that can be used to manage the plant anywhere from line level to enterprise level. Since SPM is an open platform it makes global standardisation easy, with simple IT-OT integration and scalability. This means it can easily be rolled out company-wide, across different types of production and plant facilities, around the world.

Due to tough market conditions, changing customer demand and the quickening pace of the evolution of new technologies, manufacturers are under constant pressure to produce new efficiencies and produce more than ever before with the same - or fewer - resources. What’s more, the platforms and solutions that have

traditionally helped them to do so are no longer fit for purpose. With that mind, the benefits of smart plant and manufacturing - a platform that allows manufacturers to properly harness new technologies such as cloud, big data, augmented reality and the industrial internet of things to drive productivity and efficiency - are obvious. It can help cut plant cut costs by 15 per cent per unit on average, as well as boosting net profit margins by ten per cent and improving order fulfilment by upwards of 12 per cent. These numbers show that SPM is the next big thing in manufacturing. v

Shamdutt Kamble Shamdutt Kamble is Group Head – Industrial Automation Practice, Wipro Limited. He is responsible for providing innovative technology solutions for industrial automation customers worldwide. Wipro Ltd. is a leading information technology, consulting and business process services company that delivers solutions to enable its clients do business better. www.wipro.com

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Train for Supporting the development of skills and training in logistics. By Patrick Henry

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n the UK alone, 2.2 million people are employed in logistics – around eight per cent of the workforce. It’s an industry worth over £90 billion per year and growing, and the number employed is set to increase. In fact, another 1.2 million new people will be required by 2022. However the sector is finding it hard to attract the new entrants it needs and skills shortages are beginning to appear.* This, in turn, is presenting an obvious and growing concern for many manufacturers.

Whether they run their own logistics or outsource to third parties, every manufacturing business depends upon efficient and costeffective transport and logistics to receive raw materials and packaging and to deliver finished goods to market. So what are the key recruitment and training challenges in logistics and how can we work together to address them?

Attracting young people…

The workforce, in many logistics roles, is ageing.

In fact just nine per cent of the current logistics workforce is aged under 25, with half aged over 45*. There’s also a lack of diversity when it comes to gender – with less than a quarter of workers being female**. So finding ways to attract young people, and especially young women, into the logistics sector is vital. If we fail to do so, the wheels of industry might literally grind to a halt!

Research has found that the most common reason for the struggle to attract young people to the sector is a lack of awareness of the opportunities available. And that’s hardly surprising if you think about it – logistics often takes place behind security fences, inside warehouses, at the dockside, out of view. If people do spare a thought for logistics they tend to think it’s simply about truck driving.

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It would be easy to blame the predicament we find ourselves in on poor careers advice and guidance. And it’s true that understanding, in schools and colleges, of the opportunities available in our sector could be improved. But it’s far more complex problem than that.

Even on the inside there’s a lack of understanding about the wide range of jobs available, potential career paths and progression routes. If someone is working in a manufacturers’ warehouse, for example, would they consider themselves to be working in logistics or manufacturing? Would they think of training to be an LGV driver, or working towards a more advanced role in the supply chain?

And this leads to a second key point. The problems we face are not limited simply to the recruitment of young people to the sector.

There are significant skills gaps and shortages in the current logistics workforce, across every sector and at every level. Set this against record investment in our transport infrastructure, and it’s clear that we need to do things differently.

A fresh approach to apprenticeships…

The good news is that all of this is high on the Government’s agenda and articulated clearly in a new report - Transport Infrastructure – Skills Strategy: building sustainable skills. It sets out the challenge we face very clearly, and calls upon government, employers, professional organisations and educational establishments to work together to effect real change.

It outlines ambitious targets, for example, for the trebling of apprenticeships in the transport and logistics sector, and explains that these will be available to mid-career changers, returners to work and the existing workforce, as well as young people.

Focus on Logistics

Patrick Henry

The problems we face are not limited simply to the recruitment of young people to the sector.

There are significant skills gaps and shortages in the current logistics workforce, across every sector and at every level

It calls upon employers to get involved in the development of new apprenticeship standards, where it is agreed they would be of benefit, and the introduction of the ‘Apprenticeship Levy’ from April 2017 should provide a powerful incentive for them to do so. This 0.5 per cent contribution will be paid by employers with payrolls over £3 million. Its aim is to support the creation of new apprenticeships and improve the quality training provided by putting employers at the centre of the system.

In the run up to the introduction of the Levy, apprenticeship courses are being developed and reviewed by ‘Trailblazers’ - sector-specific industry groups, comprising a minimum of ten businesses, set up for the purpose. The logistics sector Trailblazer has identified the need for three new apprenticeships areas: warehouse and distribution, drivers and administrators and those dealing with freight forwarding, importing and exporting.

Work is progressing well and when complete, the new courses will be put before BIS – the Government standard for training – before being given the green light. If successful, they will attract new funding and the new apprenticeships will go ahead.

funded by the Grimsby Institute Group and the Humber LEP, when it opens in September this year, it will be the UK’s first multi-modal logistics training provider. Our facilities will include state-of-the-art simulators for maritime crew, truck drivers and crane operators; warehousing, engineering and rail safety training facilities and the UK’s only freight forwarding academy.

The idea of having everything under one roof is to centralise training support for businesses who have more than one requirement, or who are part of a supply chain with multimodal disciplines that need more consistency and connectivity between them. It’s also designed to help individuals acquire the multi-disciplinary advanced skills they need to succeed in our rapidly evolving sector.

So there you have it. We have a huge challenge, but an even greater opportunity. By working together in new and imaginative ways, I think that we can succeed. v

Patrick Henry Patrick Henry is CEO of Modal Training. Modal Training is a new £7million centre of excellence for the ports, energy and logistics sector, providing integrated, multimodal logistics training for sea, road, rail and air. Jointly funded by the Grimsby Institute Group and the Humber LEP, Modal Training is based in Immingham, North East Lincolnshire, in a purpose-designed 5,696m2 facility, it is set to open in September 2016. www.modaltraining.co.uk

Getting lots of things right…

The development of new apprenticeships alone, however, will not solve the problem. We need to work together to make the sector more visible to potential recruits. Part of that will be to support those that offer advice and guidance to young people about our sector to provide a more rounded picture. We must also invest in high quality, specialist training provision and facilities.

Modal Training, the £7 million project I’m currently working on, is a great example. Jointly

Figures taken from UK Commission for Employment and Skills report on Understanding skills and performance challenges in the logistics sector – October 2014 *

Figures taken from the Department for Transport: Transport Infrastructure Skills Strategy: building sustainable skills.

**

www.manufacturing-today-europe.com 13

Going As manufacturers look to lightweight materials for improved fuel economy, the associated fastening problems necessitate zero defects through 100 per cent inspection. By Del Williams With today’s highvolume, auto-feed systems and pass-through parts, fasteners require more integrity than ever

Fastener manufacturers are increasingly requiring high-speed 100 per cent fastener sorting as well as more inspection capability from fastener sorting machines

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F

rom automotive, trucking, and heavy equipment to aerospace, agriculture, and high-volume appliance/electronics, manufacturers looking to reduce weight (or for cost savings) have turned to lightweight materials like aluminum, plastics, zinc and magnesium. The associated fastening issues require zero defects from fastener manufacturers as production speed and quality depends on them.

While fastener manufacturers have long relied on sorting to remove defects before they enter production, the fact is that cold heading, moving, and inscribing metal with threads is not entirely predictable. Each piece must be inspected for visual imperfections like burrs, scratches, thread damage or head cracks to dimensional measurement such as thread parameters, lengths, diameters, tapers, radii, straightness, perpendicularity, recess depth, and head protrusion.

With today’s high-volume, auto-feed systems and pass-through parts, fasteners require more integrity than ever. To maximise production uptime, critical part safety, enhance brand, as well as prevent potential rework, recall, or liability, manufacturers expect fasteners today to have zero defects despite the use of lightweight materials on the mating hole/application.

Accordingly, the fastener industry is increasingly relying on higher resolution, 3D inspection of billions of fasteners. Gauging, sorting, and cylindrical part inspection systems incorporating laser, vision, and eddy current for dimensional measurement and determining metallurgical defects are now used for high-speed inspection of fasteners ranging from bolts, screws, studs, and cylindrical parts to nuts, washers, fittings, and bushings.

Challenging lightweight materials While automotive manufacturers have long required zero defects from suppliers, the introduction of lightweight materials, such as

aluminum body panels, engines, and manifolds in companies from Ford and GM to Audi and Jaguar, has made this a particular challenge when the fasteners are still steel.

“With the switch to aluminum bodies, such as in the Ford F-150, you can’t weld like with traditional steel,” says Mike Nygaard, President of General Inspection, a developer of high-speed measuring and sorting fastener inspection systems. “Instead, there’s billions of self-piercing rivets (SPRs) used, and their dimensions, bore size, and other attributes must be exact with no obstructions.

It’s critical to ensure not only that steel fasteners don’t damage the aluminum or lightweight material they’re inserted in, but also that they’re flush, fastened properly and not loose.”

According to Nygaard, in high-speed automotive production lines relying on automatic torquing systems, even a few fasteners that fail to meet dimensional specs out of a million used per hour can cause zero uptime, if they jam and require troubleshooting to get production going again. The wrong sized pitch diameters on threads, burrs on the thread, or similar issues can trigger auto-torque failure, stopping thread insertion.

Quality control is critical because even small defects can cause big problems in working with lightweight materials, such as having to rework engine blocks if male threaded fasteners strip out of threaded holes. If there’s an obstruction in the SPR bore or the dimension is wrong, the rivet may also fall out or not sit flush, which can become a potentially serious, visible quality issue.

Higher resolution, 3D inspection

To address these production and quality issues, the increasing use of lightweight materials is requiring high-speed 100 per cent fastener sorting as well as more inspection capability from fastener sorting machines.

“While in the past it was ok to look at a fastener’s silhouette to see if it had a thread or

Special feature

gross thread damage, now sorting machines need the ability with to find any defect,” says Nygaard.

“Thread damage can be anywhere, and if you’re not looking at it from 360 degrees, that burr will get you.”

Today laser and vision-based machines can provide 100 per cent high-speed 3D fastener inspection. Some use 3D information from multiple laser beams to detect defects that may only be on one side of the part such as damaged threads.

Laser topography, in fact, can provide a detailed 3D image of the part, detecting dents, flatness, chips, and dimensional characteristics.

Other measuring machines use a series of advanced vision systems to detect defects. Such a multi-view system can provide images from all around the part for greater than 360° coverage, plus an ability to measure all dimensions and find visual defects such as cracks, scratches, porosity, and laminations.

Some advanced optional sensors can also provide an axial view vision, so the camera can ‘see’ the side of the fastener head or flange to detect cracks or recess defects. In addition, an internal viewer lens can expand the view inside the part, providing complete detail of ID threads for a full 360 degree view of the entire length, to detect very small defects.

Eddy current sensors can also detect metallurgical defects such as in plating or heat treatment, which can help to prevent premature fastener rusting as well as cosmetic defects. This can be vital in safety critical parts such as a wheel bolt, which may be subject to constant vibration or weather exposure.

While the most precise high resolution, fastener inspection machines can measure with as little as two microns of total error, typical equipment can be several orders of magnitude less precise.

“Eliminating defective parts is all about precision and repeatability,” says Nygaard, whose company General Inspection has over 40 patents or patent pending for high-speed measuring and sorting fastener inspection systems.

“A typical part today might have 10-30 dimensions checked, all important to how it assembles and functions,” adds Nygaard. “Any error in measurement increases the odds of falsely failing the part or falsely passing it, either of which is bad for profitability and quality control.”

According to Nygaard, to minimise error and gain precision in fastener inspection equipment it is important to ask questions like: How well is the part positioned in the mechanical handling apparatus? How flat is the surface that part riding on? Is there any vibration distorting the image? Is the part aligned with the optics properly?

But he says this is the most important question

Laser topography can provide a detailed 3D image of the part, detecting dents, flatness, chips and dimensional characterictics

to ask: “Is the sorting machine National Institute of Standards and Technology (NIST) traceable?”

Since many companies are ISO 17025 accredited, their quality manual, in fact, requires any gauging system they use to comply with NIST traceability. Calibration and NIST traceability are actually mandatory, even though many fastener companies do not realise this requirement.

“A sorting machine is a gauge when you’re using it to check dimensions on a part, but the dirty little secret in the sorting industry is that most machines are not traceable to NIST,” says Nygaard. “That can wreak havoc on your production and quality control because what you think you’re sorting for isn’t really what you’re sorting for. It can be like using a mis-marked 13” ruler to measure and sort for 12” parts.”

According to Nygaard, selecting a fastener sorting system with intelligent software is also important in eliminating defective parts. “If the parts aren’t uniform, the algorithm needs enough artificial intelligence to properly place fastener feature start/stop positions,” says Nygaard. “To improve lean manufacturing and process control, you want to find and reject only the defects, and then use that data to prevent defects, reduce scrap and variability to increase yield.”

Despite the increased precision of today’s high-resolution fastener inspection equipment, they can be as fast as or faster than traditional sorting machines.

“Fastener companies can expect to sort about 300-1000 parts per minute with the best fastener inspection machines, but with better precision and coverage of the part than typical sorting machines,” says Nygaard. “The machine should be flexible enough to accommodate thousands of different part numbers, but there’s a tradeoff in flexibility and speed.”

While the cost of these fastener inspection systems is higher than traditional sorting machines or cut-rate overseas made equipment, over the course of a typical five to seven year lifespan, the net cost is often just 1/10 a penny or less per fastener in high-volume operations.

“If you’re making safety critical, lightweight parts or will be functionally checked by auto-torquing mechanisms, why roll the dice with your company’s good name? Would you pay 50 per cent less for a life insurance policy that covered everything, with the exception of cancer and heart attack?” asks Nygaard. “Relying on the most precise 3D fastener inspection systems for 100 per cent sorting will help ensure that fastener companies remain profitable, top-tier suppliers.” v

Del Williams Del Williams is a technical writer based in Torrance, California.

For more information visit www.generalinspection.com.

www.manufacturing-today-europe.com 15

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Focus on: Morgan Motor Company Wilton Carpets Romi Machines UK Hendry Hydraulics Ltd SAM Optare Group Evoke Burnside Eurocyl Spirotech-SRD Millers Oils Servis Tyres Inciner8 Avnet Embedded Alkor Draka BAE Systems Military Air & Information Colombier Group Twin Disc Weiss Spindeltechnologie Thurne-Middleby Ltd Benham Precision Engineering Tec Systems

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MANUFACTURING MANUFACTURING toda y toda

Morgan Motor Company

Making

history Morgan might be recognised for its classic appearance, but the company’s grip on the cutting-edge of technology remains as tight as ever

“

We have invested heavily into new machinery over the years and this has been part of the secret behind the success of the business – investing back into the company

18 www.manufacturing-today-europe.com

H

aving been producing cars since 1909, the Morgan Motor Company is the oldest privately owned car manufacturer in the world. In the course of over a century the Morgan has risen to become an iconic British sports car recognised the world over for its classic looks and handcrafted build quality. Based at its site in Malvern, Worcestershire, Morgan has been producing cars in the same factory for 107 years and has eschewed modern production line methods for its own evolution of a more traditional but highly skilled and flexible coach building set up. Given this approach to manufacturing and design, it may be easy to confuse the company with one soon to be resigned to the annals of automotive history, particularly in a period that is seeing the

modern car change almost beyond recognition in a buzz of hybrid and electric technology. Yet looking beneath the time-proven surface reveals something very different.

“We still make our cars from handcrafted ash frames and make extensive use of coach building techniques, which no other manufacturer does for any other modern production vehicle,” explains Managing Director, Steve Morris.

“However, what really sets us apart is the marriage of traditional craftsmanship with modern technology across the entire range of cars we make and sell today. We’re using the very latest in cutting-edge technology for componentry and power-train systems, but underpin it with a very unique range of skill sets that have defined the Morgan icon throughout its history.”

The Morgan 3 Wheeler

The three-wheeler set the original stage, followed in 1936 by a four wheeled design that has remained in production ever since, and today’s model line up is a perfect illustration of the brand’s proud history. The range now includes everything from a 2011 re-launched three-wheeler, four variants of the classic four wheeler with engines ranging from a pokey1.6l four-cylinder unit to a boggling 4.8l V8, and the fifth generation of Aero 8, which puts the brand firmly on the luxury supercar stage. It’s a range that continues to attract buyers from all corners of the world, yet keen to appeal to a more diverse segment of driving enthusiasts and take its own lead towards greener pastures, Morgan has set a clear course for the future.

In January 2016 it was announced that the British marque would lead a consortium with

Delta Motorsport and Potenza Technology to benefit from £6 million of government funding to develop alternative powertrain technologies. The funding kicks off a new threeyear programme to investigate hybridisation and electrification technologies with the aim to progressively introduce hybrid options to its entire model range by 2020. “It’s a massive requirement for any automotive manufacturer to be on that treadmill towards alternative propulsion and I think you ignore these things at your peril,” Steve says. “For us, to be on this journey as a small niche player is hugely important to ensure we’re where we need to be at the right time.” The project will also look at how the firm can adapt its manufacturing capabilities to facilitate the future of hybridisation.

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Morgan Motor Company The Morgan Plus 8

“

EV technology is better placed for lightweight vehicles as it can boast better battery performance the lighter the platform The Morgan EV3

As a low volume car manufacturer the emissions legislation that hounds mainstream manufacturers does not represent the same pressures for Morgan. However, Steve points out that large tax penalties can create high cost of ownership in some markets and is therefore putting potential customers off. “Where we’ve seen some shrinkage in European markets over recent years, thanks to higher taxes, a more

economical and low-emissions option will help to reignite that,” he points out.

Whilst the company has been involved in alternative propulsion developments for a number of years – its been a decade since it ran its LifeCar hydrogen fuel cell programme – 2016’s Geneva Motor Show saw it take a major public step with the unveiling of the EV3 concept. Based on the three-wheeler, the EV3 replaces the petrol-powered v-twin engine with a 46kW motor and 20kWh lithium battery. “EV technology is better placed for lightweight vehicles as it can boast better battery performance the lighter the platform,” Steve highlights. “At around 500kg, the threewheeler is a really interesting vehicle to put that technology towards.” Although only a concept at this stage, the reception of the EV3 by journalists, industry leaders and Morgan owners alike has exceeded the firm’s expectations and has played a key role in publicising its sustainable intentions for the future.

Away from alternative power trains, in March this year Morgan announced a significant motorsport partnership with the University of Wolverhampton aimed at enhancing both the student experience and Morgan’s own future

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Morgan Motor Company

The Morgan Aero 8

The Morgan factory in production

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product development. “Morgan has a racing pedigree spanning our 107 years in business,” Steve explains. “From grass roots motorsport through to victories at Le Mans, we have a very rich racing history. It’s great for any manufacturer to continue this association but you have to be able to balance the costs of doing so with what you’re doing it for.”

The collaboration gives engineering students the opportunity to prepare and test two competing cars throughout the 2016 AR Motorsport Morgan Challenge Series, and offers a unique insight into Morgan’s marriage of traditional craftsmanship with modern innovation. In return, information taken from sensors and data loggers fitted to the cars will be fed back into the firm’s R&D department to inform the future development of its road cars. “We’re a people-based organisation always looking to encourage bright engineers into the automotive industry, so providing this opportunity whilst also gaining access to technical resources we never normally would is fantastic and the ongoing work is phenomenal,” expresses Steve.

Today, the Morgan remains as popular as ever.

The company’s order book is full for all models with build capacity for aluminium platform vehicles sold out for the next year. Despite

continued legislation and skills challenges presenting a variety of pressures, the company’s future is full of opportunities. However, testament to its heritage any progress made will continue to uphold the traditional brand that has seen Morgan carve out a devoted niche in the market for so many years. Ultimately, whilst its eyes may be locked on the future, its feet remain firmly rooted in its history. And it is proud to be recognised for it - 30,000 visitors are still drawn to the onsite museum and experience the factory tour every year.

“We have an opportunity to carry on doing something that is different to what everybody else is doing, and making sure we do it well,” Steve expresses in conclusion. “I believe there will always be a market for Morgan cars if we do the right things and continue moving with the market’s requirements, but doing so whilst retaining our iconic shape and feel will undoubtedly remain central to the business.”

Morgan Motor Company Products: Iconic British car manufacturer

www.morgan-motor.co.uk

Wilton Carpets

Jumeirah Carlton Tower, Knightsbridge

Tallow Chambers Livery Hall, London

out

Rolling

With such an extraordinary heritage beneath it, Wilton Carpets continues to be a superb ambassador for British manufacturing around the world

B

ased in Wiltshire, weaving has taken place on Wilton Carpets’ site as far back as the early seventeenth century. Located between three rivers, early looms were powered by mills running through the mills making it the ideal place to grow a thriving carpet industry. Today, the business in its newest form has been under the guidance of three motivated entrepreneurs since 1996 and has seen Wilton Carpets become a premium brand used in some of the world’s most prestigious buildings.

Designing and weaving Axminster, tufted and Wilton carpets, Wilton Carpets can be found in hospitality and leisure venues across the UK, Europe, the Middle East and North America.

“The business itself is a traditional one based on a very long history,” explains CEO, James Sprint. “However, what we are doing is combining this with the latest state-of-the-art technology and contemporary design. Our strategy predominantly focuses on the high end of the market, and we actively seek out smaller projects where we can produce extremely creative and surprisingly delightful designs custom-made to create unique environments in iconic buildings throughout the world.”

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Wilton Carpets Cheltenham Racecourse

“

If we say it’s going to be delivered in six weeks, it will be delivered in six weeks; if we say it will be 1200 grams it will be 1200 grams. This has allowed us to compete in this top segment of the market against foreign imports that cannot give the same surety

It’s a strategy that last year afforded Wilton Carpets with ten per cent sales growth to hit £16 million in revenue courtesy of the 110 people currently employed. However, nurturing a strategy to bear such fruit is the result of a robust international reputation for reliable quality and service delivery. “The business has always delivered on time and to the correct quality,” James continues. “If we say it’s going to be delivered in six weeks, it will be delivered in six weeks; if we say it will be 1200 grams it will be 1200 grams. This has allowed us to compete in this top segment of the market against foreign imports that cannot give the same surety.”

Beyond its reputation for quality and service, Wilton Carpets is also defined by its strength of design. Whilst providing a range of standard products, it is its bespoke service that allows it to stand out. James highlights that very often clients have an idea of what kind of thing they want, but that this is usually limited by them not understanding the full range of options that are available to them, or are possible with the company’s expertise. “We have a team of designers who always come up with a number of options which we can put forward to the client to give them the widest selection to make a favourite choice from,” he says. “More often than not they will go for something that we’ve

come up with rather than what they originally had in mind.”

Active in multiple markets around the world, Wilton Carpets benefits from balanced conditions, whereby periods of downturn in some markets are offset by booms in others.

North America is presently performing well, with a number of major refurbishments and iconic developments taking place. Highlighting the company’s penchant for unique design, it has recently completed a contract for the conversion of a large religious building into a hotel. “They sent us some photographs of the architecture in the roof structure and based on the shapes and designs we saw in the roof we created a range of options that reflected this,” James outlines. Another recent prestigious project completed by the manufacturer was for the major Cheltenham Racecourse redevelopment. Two carpets for the project were delivered, both conjuring an equestrianinspired theme with horseshoe and Cheltenham Gold Cup motifs patterning the floors.

“As we operate at the top end of any market and never compete purely on price we need to be active in the apex of as many markets as possible,” explains James as he talks about the company’s growth opportunities. “We therefore have a plan for expansion and will drive up

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Wilton Carpets

“

As we operate at the top end of any market and never compete purely on price we need to be active in the apex of as many markets as possible

James Sprint

exports in a number of markets from the USA and Europe to the Middle East and Southeast Asia.”

Helping to facilitate this growth, and in line with increasing productivity, Wilton Carpets has recently implemented £1.5 million investment into the UK’s first high speed Axminster weaving loom. Using robotics and high-speed technology, the new loom requires only the exact amount of yarn necessary, can weave three-times faster than a traditional machine and has much a higher accuracy tolerance. “We’re able to reduce waste, dilute labour costs by a third and manufacture carpets with a much higher degree of accuracy when it comes to tuft length,” James explains. “One saving is going to reduce waste by about 100kg per week, at £6 per kilogram, so quite significant.”

Keen to continue the benefits of such an investment, Wilton Carpets is set to acquire a second high-speed loom in the coming months,

with a potential third for the longer term, although James does point out that this may be part of opening a satellite site beyond the confines of its presently water-locked facility.

With favourable interest rates, the company is keen to invest wherever it can to improve its long-term profitability, and has also been looking at once again harnessing the power of its passing rivers with hydropower generation systems.

Ultimately, however, continuing to produce high quality and striking, bespoke carpets and knocking on the doors of lucrative export markets will remain core to Wilton Carpets as it moves forward.

Wilton Carpets

Products: Design and weave Axminster, tufted and Wilton carpets

www.wiltoncarpets.com

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Romi Machines UK

Breaking the

O

mould

riginally Sandretto UK, Romi Machines UK was established in 1975, selling and servicing more than 3000 injection moulding machines in the UK and Europe before becoming part of the Romi Group in 2014. “Romi Group is a Brazilian based company, however its founder, Emilio Romi, is of Italian descent; he emigrated to Brazil 80 years ago and has sgrown the business into a £300 million £400 million company, which is still family controlled. Romi produces a range of products including CNC machining centres such as vertical milling machines, lathes, turning centres and injection moulding machines. We cover a wide range of industries, from aerospace, automotive, engineering, packaging and building to medical and oil and gas, so it is a very diverse market place that we serve. Within these sectors, the machining centre market is our core business area,” begins Neil Bathard, National Sales Manager at Romi Machines UK. Today the company manufactures, services and sells plastic injection moulding machines and CNC machine tools; the former of which range from 70 tonnes to 1500 tonnes, while the latter starts with precision tool room teach lathes and continues through to extra heavy duty lathes that are designed for the challenging oil and gas industry. Committed to keeping all of its Sandretto

Romi EN 100

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With a portfolio of more than 140 products, Romi Machines UK has sold and serviced over 3000 injection moulding machines in the UK and abroad since its inception in 1975

Romi EN 450

machines up and running with both spare parts and a growing team of qualified engineers, the company retains more than £1.2 million of stock, thus offering customers a broad range of superior products that are manufactured to the highest of standards.

Recent projects for the company include delivering a new EN 600 injection moulding system to BSA Mouldings, one of the UK’s biggest independent trade moulding companies, in October 2015. This product replaces a Sandretto Series 7 machine and was chosen for its technological prowess, energy efficiency and precision; it also offers greater flexibility in tool size. BSA Mouldings has 13 injection moulding machines, 12 of which are Romi-Sandretto machines ranging from 130 tonnes to 1300 tonnes.

Following this project, the company announced

it had completed a project for Suscom Industries in November 2015. This contract involved the installation of two new plastic injection moulding machines with full automation robotics, which will enhance the output of five star office chair bases while also ensuring products can be made at a price that is competitive with China. Noted for their energy efficiency and quality, the advantages of using simple-to-use Romi Primax 600 R plastic injection moulding machines were key to Romi Machines UK being awarded the contract.

Additionally, it was also the company’s willingness to bring together a six-strong supplier list and to project manage the design to installation work in a swift and efficient manner that swung it for Suscom.

Cybertools Ltd

Cybertools Ltd have always enjoyed a close relationship with Neil Bathard, the national Sales Manager for Romi UK. We have been delighted with the service and support we have received whilst purchasing Injection Moulding machines but have also supported Romi UK when they have appeared at various Trade shows, we have helped produce tooling solutions for customer hand outs so prospective buyers can view the machines in a manufacturing environment and take a little gift home.

Romi UK are always keen to add value to their services by offering clients the complete turnkey solution and bringing together all the associated machinery and personnel to create an efficient manufacturing environment.

“Romi Machines UK has the technical ability to manage special projects because of the support and team work of our suppliers: Isocool, Jenco, Kawasaki & Sepro Robotics, Evershed and Ultrapolymers. This is why Wigan-based Suscom International turned to Romi when it wanted to bring the manufacture of office furniture equipment back in-house with the establishment of a completely new moulding facility. Meanwhile, Kings Lynn based BSA Mouldings Ltd is a high quality moulder that uses Romi for its investment in injection moulding machines to remain competitive in the market,” explains Neil.

A core attribute to the company’s technical ability is its continuous investment in research and development, which it believes will lead to further growth and market success. “The R&D department will be launching a new control system on the plastic moulding machines with improved graphics, greater control over the moulding process. This enhanced reliability and repeatability will save on material and reduced waste. There will also be internet wireless control, offering the ability to access machines outside of business premises and motion machines in operation outside of working hours,” says Neil.

In addition to this soon-to-be-released innovative system, the company has a wealth of products within its portfolio that it exhibits at events such as the Open House event that took place on May 18th and 19th this year. “Our Open House event at Rugby showed the C420 lathe, D range milling centres, GL machining centre, EN 100 T, EN 170 T and EN 380 T plastic injection moulding machines, along with our key suppliers in cooling, robotics, ancillaries, hot runners, tool making and streamoulding material saving system,” notes Neil. “We will also be exhibiting at the PDM show in Telford on June 14th and 15th, where we will be showing our EN 70 T hydraulic plastic injection machine.” Romi Machines UK was also exhibiting its high quality machine tools and machinery at MACH 2016 in April.

With a range of more than 140 products and a focus on enhancing machinery and technology in line with market trends and customer demand, Romi Machines UK and its clients will remain strong in a difficult market, as Neil concludes: “The market has been challenging around the world as industries recover from the global recession, however, by investing in our machinery and technology, customers in different sectors can continue to grow. Our focus over the coming years is to improve, develop and grow our service, so we can support our customers with the level of commitment they expect and receive. We will also be seeking opportunities to boost new business in all sectors of manufacturing with the Romi brand.”

Romi Machines UK Products: CNC milling machines and injection moulding machines

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Hendry Hydraulics Ltd

Sound

investments Initially formed as a family company serving the agricultural industry with telescopic cylinders, Hendry Hydraulics Ltd has evolved into a manufacturer and global supplier of hydraulic cylinders

H

endry Hydraulics Ltd’s roots date back to the transformative years of the 1960s.

Mr James Hendry purchased the company in 1964. During this time the business operated solely in the manufacture of telescopic cylinders with a single employee.

After acquiring the business, Mr. Hendry saw an opportunity to supply double acting cylinders to the agricultural industry during the late 1960s and the business has continued to grow during the subsequent years. “The business has grown according to a wellcontrolled trajectory, allowing expansion to be managed year on year. In 1969 we moved to a new site and the business is still based at this location today. The site now encompasses over 100,000 sq ft,” expands Managing Director, Mike Hendry. “We will be looking to further expand this site in the near future. In 2002 we also opened a second factory in Ashington, just north of Newcastle which is a mirror image of the Elgin plant.”

Today Hendry Hydraulics delivers an extensive line of hydraulic cylinders to a broad base of industry applications including the construction, oil and gas, automotive, agricultural, environmental, mining, forestry, access work platforms, and material handling sectors. The company works with leading UK, European and global OEM’s as well as clients seeking to make orders as small as only one or two cylinders. Furthermore, Hendry Hydraulics is proud to be associated with technical advances, and successful innovations in applied hydraulics through the delivery of both standard and bespoke designs. “We have a full design department with many years of industry experience in the design of hydraulic cylinders. We are able to offer clients both high-volume batch run orders as well as prototype and small batch work. It is important to be able to show that the company has strong prototyping experience. This process would be the start point for larger production volumes. We have divided the business somewhat and currently operate high, medium and low volume production

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sections. Throughout the business, work is undertaken by a highly skilled team of staff and apprentices,” Mike elaborates.

“We have invested heavily into new machinery over the years and this has been part of the secret behind the success of the business – investing back into the company,” he continues.

“We have more than 60 CNC machines within our factory facility where we do all of our processes in-house. Utilisation of robots within the factory allows us to undertake high volume machining and welding, as well as an automated paint line. This means that we can offer the client a turnkey manufacturing solution, from design and manufacture through to the final paint job.

We are able to offer a full package of services that is fully ISO 9001:2008 accredited.”

During the course of its history Hendry Hydraulics has continually invested back into the business, which has allowed the company to consistently grow both in terms of market presence and manufacturing capability.

Additionally Hendry Hydraulics also takes pride in employing a skilled and dedicated workforce, which represents a further investment for the

John Stokes Ltd

The Directors of John Stokes Plating are pleased to have been consistently chosen by Hendry Hydraulics as their principal provider for Chromium Plating of their products for almost 20 years.

Over this period Hendry Hydraulics has grown to become one of our larger domestic accounts, for whom we are only too willing to offer, when invited, the wealth of both plating and engineering experience available from John Stokes Ltd in assisting with the development of new products and markets.

We look forward to sharing in Hendry Hydraulics continued success and development in the future.

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Hendry Hydraulics Ltd

business in terms of training and individual development. “During the past 30 years we have operated several apprenticeship programmes.

We are located in an area where the main industry is comprised of whisky production,

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farming and fishing, and there is limited access to good engineering training packages. Therefore we have traditionally had to employ a lot of inhouse training to ensure the future engineering capability of the company. Today we have a lot of staff who have been with Hendry Hydraulics for long periods of time, having begun with the business as young lads and trained as apprentices. These members of the team have been trained up through the manufacturing system and are capable of monitoring the robotic cells and high-tech CNC machine tools that the company employs today,” Mike details.

“We have several highly skilled manual machinists in our small batch prototype department. We are investing in in-house training, developing apprentices dividing their time between working on the job and attending college,” he continues. “While it is a significant advantage to have retained most of our employees for long periods of time, there is a danger of becoming complacent and before you know it there is a need to bring new blood into the business. I think it is quite exciting to bring new people into the company because the younger members of the team are keen and

eager to learn, which is something that gives everybody a lift.”

By investing its own capital back into the business, Hendry Hydraulics has developed a strong base of core strengths ranging from modern manufacturing facilities to a well trained and skilled workforce, that will keep the company in good stead during the rest of 2016 and beyond. “I think that one of the company’s main strengths is that we consistently continue to grow the business and have managed to fund this growth ourselves. We haven’t had to borrow any sums of money to purchase new plant equipment, as we have had the required funds available, generated by and reinvested into the business,” Mike concludes. “I anticipate that while we continue to win further work, 2016 will represent a relatively flat year. We will use this time to introduce a new production scheduling system, which will take some time to implement but will allow us to start to push once market confidence returns during 2017 and 2018. We are very fortunate to have longterm relationships with several large OEMs which provides continuity and means that we seldom have to look far to know what we will be doing next. This allows us to plan our production schedule three months in advance.

This continuity gives us the opportunity to engineer the cylinder giving our customers a quality and competitive product.”

Hendry Hydraulics Ltd Products: Design and manufacture of hydraulic cylinders

www.hhcyl.com

www.manufacturing-today-europe.com 33

SAM

Moulded for

success

With over 25 years of industry experience, SAM manufactures an extensive number of MDF internal and external mouldings available in a variety of finishes including primed, unprimed, fully finished or wrapped

“

SAM started its journey supplying materials to builders’ merchants within Northern Ireland and has since grown its customer base to include new territories covering the UK, Ireland and Europe

34 www.manufacturing-today-europe.com

B

ased in Antrim, Northern Ireland, Springfarm Architectural Mouldings Ltd. (SAM) was founded by Sam and Julienne McCrea in 1990 and today continues to operate as a family owned business.

The company was established with the core values of teamwork, integrity, respect and loyalty and has since grown from a handful of employees to 180 dedicated members of staff.

Throughout its history SAM has remained highly committed to its people, which was exemplified

in 2004 when the company became the first manufacturing business globally to achieve Investors in People Champion status. During October 2015 the team at SAM celebrated the company’s 25th year in operation, through both buoyant and challenging market conditions, throughout which the business has maintained its commitment to its core ethics.

“We have always worked to the ethos of looking after our people and we are immensely proud of our team. It is what has built this company over the years,” exclaims SAM Managing Director, Richard Holmes. “The company has enjoyed a large amount of growth during the past 25 years despite the difficult recession, which had a major impact on the industry. SAM started its journey supplying materials to builders’ merchants within Northern Ireland and has since grown its customer base to include new territories covering the UK, Ireland and Europe and new markets including picture framing and kitchen manufacturing. More recently we have formed relationships with architects, contractors, housebuilders, joinery workshops and offsite construction companies to highlight product solutions that would benefit them and their building projects.”

SAM manufactures and delivers a comprehensive range of high quality MDF internal mouldings in a wide variety of profiles available primed, unprimed, fully finished (SAM Zero) or wrapped (SAM Wrap). SAM Zero is an innovative UV gloss finish that eliminates the need for on-site painting after installation, and therefore reduces overall cost for the customer.

SAM Wrap is a cost-effective alternative to traditional wood mouldings with the added benefit of negating knots, twisting and warping.

The company also provides the marketplace with an extremely durable fibreboard (SAM Trimax) for use in external projects such as cladding, facades, fascia, soffit and decorative bargeboard. These are available in any RAL colour and are manufactured to the bespoke requirements of the customer. “Our core business is to produce primed internal MDF mouldings such as skirting board, architrave, door linings and windowboard. Our other product ranges (SAM Zero, SAM Wrap and SAM Trimax) add value for the customer, whether that is by reducing installation time and costs, minimising waste, reducing maintenance

costs or delivering an extended product guarantee,� Richard elaborates.

Whilst market conditions have been tough over recent years, SAM has continued to invest in both its people and equipment in

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“

36 www.manufacturing-today-europe.com

SAM

“

We will be launching new products and services and targeting different markets and territories. We have worked hard to get to this stage and we are excited about what the future will bring

line with demand. During the past three years for example, the company has doubled its workforce from 90 to 180 employees and has invested more than £2 million into new factory equipment. As demand within the construction industry increased, this investment ensured SAM was still able to offer the same quality product and service to its customers.

“We have introduced a number of measures to ensure we could cope with the economic upturn such as hiring a weekend shift, meaning the factory is operational seven days per week.

We also streamlined our production flow, which improved our efficiencies,” Richard explains.

The company also recently established a New Product Development role to explore opportunities within the industry and a Marketing department to develop effective communication channels between SAM and its target markets. The first major project was the

launch of the new customer-focused company website, which allows visitors to easily navigate through the information they need. Over the coming years SAM will continue to increase its market share. “We have a five-year plan during which we intend to double the company’s turnover and increase profitability,” Richard concludes. “We will be launching new products and services and targeting different markets and territories. We have worked hard to get to this stage and we are excited about what the future will bring.”

SAM Products: The UK’s leading manufacturer of MDF mouldings

www.sammouldings.co.uk

www.manufacturing-today-europe.com 37

38 www.manufacturing-today-europe.com

Optare Group

Metrodecker provincial specification

Delivering the buses of the

Mercedes-Benz Powertrain Mercedes-Benz Powertrain offers outperforming and individual engineered aggregates – engine systems, transmission systems and axles – providing OEMs with the highest durability and proven Mercedes-Benz quality. The advanced technology results in very smooth running characteristics, low weight and superior fuel efficiency to compose an unbeatable powertrain. For more than 15 years, MercedesBenz Powertrain has been delivering over 3.500 engines to Optare. As Optare’s reliable partner for the future, Mercedes-Benz Powertrain is excited to supply the industry leading 4 cylinder OM 934 Euro 6 engine for the Metrodecker bus.

Eberspächer UK

Eberspacher UK are pleased to support Optare and have worked with them for many years designing and supplying bespoke heating and air conditioning systems for both single and double decker variants. Demist units, supplementary diesel fuelled heaters, driver cab and whole bus air conditioning systems have been engineered into the current range of Optare models, including the latest Metrodecker for customers at home and abroad.

Looking to the future, as a leading manufacturer of heaters for electric vehicles, Eberspacher electric heaters are now fitted on the pure electric EV range of Optare vehicles.

future

With over 100 years of industry knowledge, the Optare Group utilises a century of expertise and the latest technologies in bus design and manufacturing to deliver the vehicles of today and tomorrow

F

rom its production base located in Sherburn-in-Elmet near Leeds, the Optare Group (Optare) operates as part of the Hinduja Group through its parent, Ashok Leyland – a company ranked within the top four global bus manufacturers. Although the roots of the business date back to the formation of the Leyland Motor Company during 1907, Optare itself was founded in 1985 following a management buyout of the Charles H Roe body building factory in Cross Gates, Leeds.

Throughout the subsequent years, Optare has introduced several iconic vehicle designs including the Excel, Solo, Solo SR and Versa models. During 2008 the Darwen Group acquired the business with Ashok Leyland acquiring 25 per cent of the business in 2010

and increasing its stake to a controlling share in 2012.

As Optare has continued to grow it has gained a reputation as a leading player in the design and manufacture of buses. During 2011 the then Minister of Transport, Norman Baker officially commissioned the company’s current manufacturing plant in Sherburn-in-Elmet and by 2012 Optare had celebrated the production of its 10,000th vehicle. During 2012 the company also introduced its Metrocity bus, which was followed by the introduction of the prototype of its Metrodecker double deck bus in 2014.

These achievements have placed Optare at the core of innovation and design for the wider Ashok Leyland organisation. “We have listened to the voice of the loyal Optare customers and are delighted to support Optare’s evolution and

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Optare Group

Solo EV

Metrocity provincial specification

Sydney Airport Tempo

40 www.manufacturing-today-europe.com

long term commitment to the bus industry,” says Ashok Leyland Senior Vice President Global Bus, Thyagarajan Venkataraman. “Ashok Leyland and Optare’s new management team have aspirations for Optare to become our ‘Global Centre of Excellence’ for buses.”

Optare products are currently sold worldwide, 95 per cent of its buses are sold to the UK market, and the remainder purchased by customers across New Zealand, Australia, the Middle East, Europe and South Africa. Each of the vehicles that are designed and ultimately manufactured

by Optare are based on the fundamental principles of innovation and lowest whole life cost. The innovative, light weight, modular design of Optare vehicles ensure maximum kerb appeal and incorporate environmentally aware lowcarbon options. To ensure a low lifetime cost for each vehicle, both simplicity and ease of maintenance are at the heart of Optare’s innovative designs. Optare also believes that extended warranties and professional aftercare are important in reducing whole life costs.This philosophy has contributed to Optare to retaining its position within a highly competitive market.

“2015 saw growth in the UK bus market, however the first quarter of 2016 saw a slight decrease in demand.

Twelve to16 tonne single deck and double deck buses dominate UK sales and this is therefore the most attractive market segment in terms of growth and size. The UK bus market is highly competitive, with a focus on fuel efficiency moving away from heavy weight single decks.

Optare’s lightweight design presents an obvious advantage in these market conditions,” elaborates Optare Group President, Graham Belgum. “There is also planned growth in electric vehicles (EVs) not only in UK, but across Europe, the Middle East, India and Oceania. As the leading bus manufacturer in this area with over 100 operational EVs we see huge opportunities for us in the future.”

Although Optare has taken an early lead in the development of EVs, the demand for EVs and other low emission buses as well as £30 million in Office for Low Emission Vehicles (OLEV) funding will further drive the demand for low carbon solutions between 2016 and 2018.

“Optare electric vehicles were independently verified by TfL in January 2016 as some of the most efficient vehicles in London. Optare vehicles were found to be using an average of 1.2kWh per mile, while other electric buses in the capital were using an average of 2kWh per mile,” Graham explains. “However the challenge set by TfL and operators has always been to achieve a whole day’s operating range with little or no need for opportunity charging throughout the day. Optare have taken on the

Metrocity EV Tfl specification

challenge to improve the range of their vehicles and recent development work has increased the range of a Solo electric bus by 50 per cent without compromising the passenger capacity of the vehicle.”

During the coming months the company will continue to solidify its place in the market through the development of its Metrodecker and EV buses as the key trends in modern transport solutions, which will take Optare and its clients into the future. “Double deck buses account for around 40-45 per cent of the market and we expect this market to increase to around 50 per cent in the next five years. This is a sector that Optare has been absent from for the last ten years and we see the Metrodecker as an opportunity to grow our share of the market. The operators we have spoken with have welcomed a further player in the double deck market, which they believe can only lead to more choice and better overall products,” Graham concludes.

“We will continue to focus on introducing production of the Metrodecker and further improvements in our EV range including the development of a fully electric Metrodecker. We hope this will enable us to increase our market share both within the UK and globally.”

Optare Group Products: Bus design and manufacturing

www.optare.com

Versa EV on charge

Dynamic ideas.

Unique solutions.

Our vision is to create sustainable coatings solutions for you and your Commercial Vehicle business.

We partner with Optare to deliver optimized processes, increased energy HIÀ FLHQF\ DQG PDWHULDO VDYLQJV WR PD[LPL]H SURGXFWLYLW\ DQG SURÀ WDELOLW\ www.sikkenscv.com

Commercial Vehicle Coatings Dynamic ideas. Unique solutions.

www.manufacturing-today-europe.com 41

Evoke

Strength of As its global blue chip clients look to roll out digital systems across the world, Evoke’s goal to become a leading supplier of interactive digital solutions looks set to become a reality

interaction W ith over 30 years in multisector product design there is no doubt that Evoke has the expertise behind it to design cutting edge and fit-for-purpose consumer products. The company experienced a management buyout in 2003 and four years later, amidst growing pressure in the UK market, a unique opportunity to diversify and refocus the business came about.

“A normal design brief came our way from a company in Manchester looking for a self-service library kiosk,” explains Technical Director, Dean Ward. “Chinese manufacturing and low costs were taking over and we had to look at other ways of diversifying, keeping afloat and exploiting new avenues. We took the brief and decided that we could manufacture the product as well. From this point on, we set up as a design

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and manufacturer and eventually dropped our traditional design consultancy services to focus purely on interactive kiosks and digital solutions including signage and video walls.”

From a team of six in 2007, the company has now grown to almost 50 people and in 2015 drove sales growth of 70 per cent, thanks to major contracts with blue chip customers like McDonald’s and JD Sports. “The digital market is very challenging and moves incredibly rapidly with new technologies and innovations entering the sector all the time,” Dean says. “However, by bringing our breadth of design expertise to the table we are well suited to help customers come up with bespoke solutions. We sit down with customers like JD Sports, McDonald’s, Debenhams or Travelodge, who want to integrate unique digital solutions into their services, and we work from a blank canvas to make sure we can

deliver this. It’s about understanding their brand, their customers’ needs and the experience they’re trying to offer, and then ensuring that we can align with that.”

Evoke’s size and structure have proven to play key roles in the success of the company over recent years. Steady growth has seen the business bring more and more talent into the organisation and now many of the skills required are held in-house. “We have designers, engineers, fabricators, software developers, assembly staff, support and installation engineers and so on,” outlines Dean. “Essentially, we are now at a point where we can manage the whole process very efficiently and this has born a great agility to turn things around very quickly. Where we are able to compete with major corporations is in our ability to react and turn around prototypes or upgrades in a matter of days. This is something that our major customers hold in high regard.”

Having a lean and highly flexible manufacturing facility has also helped to support this core strength. Evoke has moved several times to keep up with increased demand, but its own state-of-the-art production scheduling system affords it the visibility to assign projects in a lean and efficient process. Regular training and support is given to employees to ensure that workspaces remain as flexible as possible, as products from tablet-sized systems to five-metre video walls are assembled. Also contributing towards a lean manufacturing process is a strong supplier network of fabricators and engineering services. “Out-sourcing these services means that we don’t have our own machinery sitting around doing nothing when they’re not needed,” Dean points out. “This allows us to remain flexible and our supply partners bring a whole range of specialities to what we can achieve.”

Being able to perform with such flexibility is essential for Evoke in serving its customers in the best possible way. “Many of our customers are highly innovative, they are ahead of the curve and they want to be using the latest technology to remain a leader in their market,” says Dean. “They expect the same from us so it is vital that we can stay tuned in to the key technology trends in the market and understand the changing needs of their customers.

Offering a digital experience in store is becoming a new way of attracting people into stores. It is allowing shops, hotels, restaurants, and so on, to become more lean, to scale down their operations into a smaller footprint, but still offer a wider range of products and services to their customers.

There are lots of opportunities for technology to develop this interaction

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Evoke

and we need to be able to remain at the leading edge in helping people adopt it.”

The last 18 months for Evoke have seen it do just that. A key contract with McDonald’s to design and supply self-service kiosks to its restaurants has arguably been a game changer.

“We had to almost double our capacity over night when we won the contract and it has helped us to look internally to strengthen our processes and to build a better business,” Dean

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continues. “McDonald’s is a fantastic reference to have, and along with our work with JD Sports, which has also taken off over the last 12 months as they expand across Europe, we are now in a great position to offer some really innovative solutions to the market. Another big client, Bibliotheca, a library systems integrator, have just merged with 3M Library systems and are also looking at global implementation, so is another boost in activity for us.”

It truly is a strong position that Evoke has been able to solidify thanks to an array of flexible and cutting edge expertise. Dean remains aware that challenges from ever changing technological innovations will always put pressure on the company, but is confident that by continuing to expand across the world and into different sectors the business will be able to strengthen itself against them. As such, Evoke is targeting continued growth of around 50 to 60 per cent over 2016, which will be supported by continued improvements in its production facilities and internal competencies. ”There are lots of opportunities for a whole range of sectors to adopt digital technology to interact with their customers in new ways,” he concludes. “Going out to attract new customers, whilst continuing to deliver more to existing ones is key, and we will ensure to deliver this by working closely with them and driving even more innovation into the sector.”

Evoke Products: Award-winning designer and manufacturer of interactive kiosks and digital systems

www.evoke-creative.com

Customer

Burnside Eurocyl

focus

H

aving celebrated four decades in business in 2014, today Burnside Eurocyl remains part of the Burnside group of companies, which was founded by the four Byrne brothers in 1974. It began by providing general engineering products and services for local industry, but as Anthony Byrne, Joint

Managing Director explained after the first two years the decision was made to concentrate on the production of hydraulic cylinders. “We believed there was a market for these products, as there were some local companies producing equipment such as front end loaders for tractors, but there was no local manufacturer of cylinders in Ireland. At first we just supplied the local market

One of the leading suppliers of hydraulic cylinders in Europe, Burnside Eurocyl is proud of its commitment to consistent high quality

requirements, but soon afterwards we began supplying to Northern Ireland and then to the UK,” he noted.

Further to this successful expansion, Burnside Eurocyl made the decision to enter the mainland European market, with a focus on Germany. “We had great success in the German market over the first few years and we went on to supply customers in almost all countries in Europe,” added Anthony. “In the past few years we have been very successful in gaining other markets in various segments and areas, and as a result we are now shipping cylinders around the world including to the US, Canada, India and China and as far away as New Zealand and Australia.”

The products exported to these countries include double acting, displacement, single acting, telescopic, double ended and sensor and positioning cylinders. They are all manufactured at Burnside Eurocyl’s purpose-built facility, which is situated on a 20,000m2 site in Carlow, southeast Ireland. “We are strongly focused on the production of high quality cylinders for the mobile machinery market, especially construction machinery,” Anthony highlighted. “We supply direct to customers which are all original equipment manufacturers (OEMs), many of which are the leading companies in the world in their field. Our client list includes Doosan, JCB, Komatsu, Kubota, Niftylift, VOLVO, The Wirtgen Group, Thwaites, and Wacker Neuson among many others.”

As Burnside Eurocyl is dealing with some of the best-known brands in engineering, it has to maintain very high standards of excellence across all departments – as a result, its production facilities offer only the best in systems and personnel. A customer focused cellular manufacturing system allows the team to focus directly on customers’ exact requirements, and continuous investment in modern CNC machinery and robotic manipulation helps keep products competitively priced and reliable.

Part of this strategy included a significant new factory expansion, and as Anthony noted, this will enable an increase in production of around 20 per cent. “We have recently extended our facility to approximately 100,000 sq ft, which will enable us to install more state-of-the-art

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Burnside Eurocyl

our customers, and over 90 per cent of all our products have been designed in-house,” added Anthony. “Clients can benefit from our employees’ years of experience in the design of all types of cylinders for various types of application, and R&D and the continual launch of innovative new products are essential parts of our plans for the future.”

Going forward, Burnside Eurocyl aims to continue on its growth path over the coming years, with plans for expansion into new geographical areas and other sectors of the market worldwide.

But supporting this strategy will be its dedication to maintaining superlative levels of production quality and service. “Our main strengths are our highly committed and qualified staff and our highly advanced production facilities,” stated Anthony.

production methods including robotic handling.

It will also allow us to increase our output substantially to over 5000 cylinders per week, and it will also allow us to offer a greater range of cylinders including larger types than we could handle up to now,” he confirmed.

“We are also now supplying many cylinders with added technology such as electronic sensors, which have become very popular in the market place over the last number of years. This development will allow us to expand into some sectors of the market where we believe we can increase our market share substantially.”

This kind of new product evolution is the result of a dedicated research and development (R&D) department. Staffed by skilled engineers, this team keeps a close eye on trends in the industry and enables Burnside Eurocyl to research and design prototypes with confidence and purpose.

“We also provide a full design service for all

“We have established a reputation for providing a fast, reliable service all the way from the start of the process to the customer’s assembly line and we work hard to ensure we only produce the best quality products to best-in-class production standards.

“After over 40 years in business we are still a family owned company with the second generation now fulfilling many of the main roles in management. We believe this also gives our customers confidence in the continuation of our commitment to them in the long-term.”

Burnside Eurocyl Services: Manufactures hydraulic cylinders for a range of markets

www.burnside-eurocyl.com

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Spirotech-SRD

Silo assembly, built to hold mixing ingredients for a paint production company

up

Bulking

S

ince its foundation in 1979 by John Owen and Derek Wheldon, Spirotech-SRD has developed its services to be at the forefront in the bulk handling industry. Originally a small workshop focused on the production of screws and replacement flight segments for the agriculture and cement industry, the company enjoyed strong growth throughout the 1980s as the founders responded to market demand for the design and construction of bespoke conveying systems.

Providing further information on the company’s progress is Managing Director Russell Gadsby: “Having identified a gap in the market, John and Derek made the brave move to take on a mortgage and erect a purpose-built factory in St Neots, and, by the mid-1980s, had moved on to the design and build of bespoke conveying systems. The market for these goods flourished and Spirotech began to export its products across the globe to a range of markets including food, chemicals and pharmaceuticals.”

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He continues: “By the mid-1990s, Spirotech had grown to be one of the biggest and most well-respected suppliers to the bulk handling sector in the UK. This in turn led to the need for even further expansion and a move to a 40,000 square foot factory in the late 1990s; this enabled the business further room for growth.

Following these developments, Spirotech was sold to the SRD Group in early 2005; this move introduced silos and pressure vessels, along with screw conveyors, into the scope of supply and thus opened up markets for both organisations.

Since Spirotech and SRD were merged together the level of investment now exceeds £3 million, paving the way for Spirotech-SRD to maintain its place at the forefront of its market activities across the globe.”

In 2013 the ISO 9001 and ISO 14001 accredited firm made the strategic decision to open a new service, maintenance and spares division based in York, which has enabled it to offer service plans for all equipment produced as well as spare parts on a 24/7 basis. This

Spirotech-SRD Group Ltd is a global leader in the design and manufacture of equipment and machinery for handling and processing materials

segment of the business includes six wholly qualified engineers alongside a designer, engineer and an estimator that have experience in both mechanical and electrical systems. Proud to go above and beyond for its customers when it comes to sourcing obsolete items or finding a suitable replacement, Spirotech-SRD’s team will even travel globally to help set up and install bulk handling and conveying systems that have been built at its head office near Peterborough, in the UK. Additionally, engineers carry out scheduled maintenance programmes that are designed to fit in with the customer’s production schedule, which ensures disruption at their plant is kept to an absolute minimum.

Having supplied the bulk handling sector for 25 years, the company has utilised its longterm experience in finding solutions to specific challenges as well as moving and storing bulk solids and liquid wastes through its screw conveyors, tanks and bulk storage products to develop a solid reputation in the food and

ATEX compliant biomass dust screw conveyors

Spirotech-SRD pressure vessels

beverage industry. In fact, Spirotech-SRD has become one of the biggest suppliers to the bulk handling sector worldwide, with blue-chip customers including Coca-Cola, Airbus, British Sugar, Anglian Water and Shell; the latter of which being a result of the company’s expansion into the oil and gas industry.

Recent projects for the company include the delivery and installation of a 100,000 litre stainless steel water vessel for a major food producer in East Anglia. Having worked closely with the client, Spirotech-SRD ensured all aspects of the manufacture were fully taken care of before the vessel was lifted into position in early 2016. The firm has also recently been awarded a new contract with a major biscuit manufacturer and developed a stronger presence overseas with projects in locations such as India, the Philippines and Thailand.

Discussing the reasons for Spirotech-SRD’s success, Russell comments: “We believe the edge we have over our competitors comes from three core areas: the level of expertise within the business that has been generated from nearly four decades of trading; our state-of-the-art factory and machinery, and our ability to listen and understand each customer’s requirements so we can deliver the

Screw conveyors for Saudia Arabian plastics manufacturer

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Spirotech-SRD

right product on time and to budget. A good percentage of Spirotech’s customers have been trading with us since our doors opened nearly 40 years ago, I put this down to us offering a high quality product at competitive prices, with second-to-none aftersales.”

In addition, Spirotech-SRD was awarded accreditation from Safecontractor for its commitment to achieving excellence in health and safety in November 2015 and carries out the majority of its engineering in-house, which means customers benefit from a one-stop-shop service. For clients who require equipment quickly, the company has established the ‘RapidBuild’ programme, which allows it to offer a design and build service; it also has the capacity to almost double working time overnight thanks to the way its manufacturing systems are set up.

With an investment of £2 million put into the business over the last two years, the dynamic company is seeking out further growth as it plans to open a new service centre in York this year. By continuing to diversify its market sectors and further invest in service and maintenance,

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an area that has seen an 80 per cent increase over the last 12 months, Spirotech-SRD will be able to handle the bulk of work that is certain to come its way in the future.

Spirotech-SRD Products: Equipment and machinery for handling and processing materials

www.spirotechgroup.co.uk

NORD DRIVESYSTEMS

Nord Drivesystems is a true global supplier of full-scale, comprehensive drive solutions and is proud to be a supplier to Spirotech SRD. Its portfolio ranges from standard drives to customised solutions for demanding application requirements together with energy-efficient or explosion-protected drives. It has subsidiaries in 36 countries around the world and an extensive distribution and service network ensure minimal lead times and provide customer-oriented services wherever needed on short notice.

Silo maintenance

Millers Oils

Progress without

friction M

With close to 130 years of experience in delivering oils and fuel treatments, Millers Oils works to guarantee a smooth motoring experience

illers Oils was founded in 1887 by John Watson Miller and has since grown into a trusted independent blender of oils and fuel treatments, distributing products all over the world including the Far East, USA and South America. The company was the first to offer diesel specific engine oil for cars and continues to push boundaries to earn its place as a world leader in the technology of low friction.

“Millers Oils launched nanotechnology engine oils in 2012 and when tested against a competitor’s oil of the same viscosity, Nanodrive recorded 40 per cent lower friction at operating temperatures of 110°C, with significantly improved film strength. Millers Oils uses the expertise gained in motorsport and performance car development to ensure it remains a leader in automotive and industrial oils,” reveals Sales & Marketing Director, John Burton.

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Millers Oils

“Millers Oils main strength is the development in leading edge technology. Originally developed for motorsport, Nanodrive has more recently been used widely in passenger cars, classic cars and in the commercial vehicle sector, reducing the friction between engine components and in turn improving component life, reducing wear and

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tear and boosting performance,” he continues.

“Nanotechnology works by using nanoparticles, which act like millions of ball bearings, smoothing out the surface roughness of metal parts used in machine components, in turn reducing friction which has a detrimental effect on machine life and productivity. Millers Oils intends to take its nanotechnology expertise and apply it to industrial applications, specifically industrial gearboxes, compressors and hydraulic systems.”

Indeed, while Millers Oils is highly active within the automotive, commercial, motorsport and classic markets providing oils and treatments for a range of passenger vehicles, the company is also present within industrial sectors. Its industrial applications vary from hydraulic oils that are used in plastic injection moulding machines to metal working fluid in metal fabrication. General industrial applications include compressor and gearbox oils used in a wide variety of sectors anything from manufacturing to mining. “Oil is all-too-often taken for granted by industry, but our experience of other sectors suggests that it can have a major contribution towards increased energy efficiency and reduced wear and tear,” details Technical Director, Martyn Mann. “The obvious place to take Nanodrive next is into industry and with many industrial companies facing a constant challenge to improve their ‘green’ credentials, the new Nanoteq range of

ultra low friction oils can make a real difference in achieving these objectives.”

The Millers Oils state-of-the-art Research and Development Centre was inaugurated during 2011 and enables the business to constantly push the boundaries of technology to create the next new product. “Our product innovation is dedicated to improving customer processes and improving efficiency. New product development is inspired from a number of sources and not just in the laboratory, however all innovation starts with rigorous testing in the R&D Centre,” John says. “Based on the successes of the Nanodrive low friction technology in motorsport applications and more recently in some classic car formulations, Millers Oils now has a number of laboratory and field trials underway. These will test compressor and gearbox oils in industrial applications to save energy consumption. Most recently a trial on a compressor saved as much as 12.75 per cent power when compared to the standard lubricant.”

Millers Oils currently manufactures out of its single site located in Brighouse, West Yorkshire. Here it has developed much of its own equipment to allow the company to be both flexible and efficient. The business aims to

be innovative in all that it does and its in-house engineering department is no exception. Millers Oils builds its own filling equipment to ensure that it is accurate, minimises waste and is very flexible, meaning that the company has total control over quality and production. This will allow the company to continue to grow its presence into new markets and applications, as John concludes: “Our aim is to extend the penetration into industrial markets, with low friction technology, and to continue our growth within the motorsport and passenger car sectors.

Our mission is to continually develop lubricants that will outperform those of our competitors for any given application. We are known for our innovation, enthusiasm and integrity and our customers can see the difference both in the products that they use and the service that they receive.”

Millers Oils Products: Oils and fuel treatments

www.millersoils.co.uk

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Servis Tyres

Increasing

momentum W hen it comes to tyres and tubes, Servis Tyres is the first brand that comes to mind in the Pakistan market, and also increasingly across the globe. With its headquarters in Gulberg Lahore, Pakistan, and manufacturing facilities in Gujrat and Muridke, Servis Tyres is able to draw on the experience and knowledge gained from a long and proven history of almost half a century in manufacturing. As a result of its passion and dynamism in the market, Servis Tyres is today regarded as a pioneer in manufacturing tyres and tubes for motorcycles, bicycles, rickshaws and other wheeled vehicles, which are used by millions of commuters throughout Pakistan and beyond.

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Manufacturing Today Europe spoke to Muhammed Ejaz, Country Manager, Sales and Marketing, to gain some insights about how the company evolved and expanded from serving its local market to exporting across the world: “Servis Tyres is part of Service Industries Limited (SIL), a public limited company listed on the stock exchanges of Pakistan, with annual revenue of about $165 million,” he began. “Service Industries Ltd has been involved in tyre and tube manufacturing in Pakistan since 1970, and it began with bicycle tyres and tubes, venturing out to the manufacturing of motorcycle tyres and tubes back in 1990.

“We now ship our products to Asia, South America, Europe, and Africa, doubling sales every three years, and earning a fair profit for the

Representing a powerful brand falling under the wider Service Industries Limited Group, Servis Tyres is a leading global tyre and tube manufacturer based in Pakistan

shareholders,” he continued. “We have a work force of over 9000 employees and millions of dollars per annum turnover, and we are growing in both domestic and international markets.”

Muhammed went on to highlight what keeps the company at the top of the marketplace: “It is our brand strategy that distinguishes us from our competitors and underpins our approach to product development,” he said. “We allocate resources to a full range of brands, and the portfolio is focused on a range of different segments in key industry areas that offer the most vigorous source of volume and profit growth.”

Throughout all of its operations, Servis Tyres is fully committed to quality, innovation and customer satisfaction, and this extends from the start of the process all the way through to the

final delivery. Furthermore, while maintaining adherence to the highest benchmarks for business and financial performance, the company also observes the most demanding standards of corporate social responsibility. “Our success is due to placing a premium on quality standards and a dedication to continuous improvement,” Muhammed elaborated. “In addition to conducting our business in accordance to the highest standards of professional excellence, Servis Tyres maintains an ongoing commitment to transparency, dialogue and respect for our clients and partners.”

It is within its state-of-the-art manufacturing operations where Servis Tyres puts its plans and strategies into action and it currently maintains a 46-acre site in Gujrat, Pakistan. The plant’s employees are committed to delivering excellence, in terms of both procedure and final production, and the factory of course utilises the very latest in advanced manufacturing equipment and procedures - there is constant investment into new technologies and machinery. “Over the last two years Servis Tyres has invested $25 million in new equipment and research and development,” stated Muhammed. “We

believe in continuous improvement in our quality and this can only be ensured through constant investment.” Perfect examples of recent innovations include newly released tyres with 08 ply in motorcycle and 12 ply in rickshaw for the first time in Pakistan.

As the company prides itself on excellence in all areas of operation, it is no surprise that this approach is applied to marketing, and Servis Tyres’ latest ad campaign is a visual treat, aimed at

ALL WELL IND

ALL WELL IND., has established and developed long-term partnerships with many world-famous tire manufacturers since 1980.

ALL WELL has partnered SERVIS TYRES on numerous projects ranging from motorcycle tires and scooter tires to light truck tires and tubeless tires for more than 16 years.

The company provides not only the innovative machineries, but also the complete solutions from mechanical design, safety regulations, installation and commissioning to product training and site support.

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Servis Tyres

capturing the essence of a fast-paced and youthful lifestyle. “We decided to take the ambitious step of producing a ‘masterpiece ad’ that is bigger and better than anything that has been done before in the Pakistan tyre industry,” explained Muhammed. “The concept of the ad is inspired by the youth of today who are passionate about living life to the fullest – a life filled with friendship and love, daring and dashing, spumed on adrenaline rush. Depicting this youth in the ad are young bikers living a side of life that everyone desires to have.” But not only are these bikers youthful and handsome, they are also Pakistani superstars - Shaan Shahid, Hamza Ali Abbasi and Danish Taimoor! While the stars enjoy life on their motorcycles, a background score sung

by Ali Zafar adds to the look and feel and the combination has created a dramatic, eye-catching commercial that grips the viewers’ attention and has created an improved perception of Servis Tyres, as well as breaking new creative boundaries for tyre advertising.

While it is clear that the tyre side of the business is exceptionally successful in all of its approaches, it is not the only product area where SIL is a world leader. In addition to tyres, SIL also holds a position at the forefront of manufacturing

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leather footwear. “We have a production capability of circa 15 million pairs of shoes in this sector and more than 60 years of proven expertise,” Muhammed noted proudly. “Our in-house production process covers all aspects of the shoe manufacturing value chain and we are the largest group in Pakistan to be involved in the manufacturing and export of leather footwear.

The two facilities (Gujrat and Muridke) are equipped with state-of-the-art machinery and we recently added another facility in Colombo – Sri lanka to cater to emerging business needs and increase our footprint globally,” he added.

Through decades of hard work and dedication, Service Industries has risen to hold a top position in the business arena, and this work

has been supported all the way by its visionary leadership and hardworking management team.

On the footwear side, the team is constantly creating innovative new products designed to offer comfort and style to an ever-expanding global customer base. On the tyres side, the company is always looking towards the future and as Muhammed asserted, it has a vision to become a ‘global, world-class and diversified tyre brand, which leverages its brands and its people.’ Continued global expansion is on the agenda, together with the sustained release of innovative and sophisticated products, and this means Muhammed and his team foresee a bright future for Servis Tyres. Considering the company’s solid foundation and new success that is already being seen in Asian, African, European and South American markets, their confidence and pride in this world-class business is well founded and sure to be sustained well into the future.

Servis Tyres Products: Global tyre and tube manufacturer

www.servistyres.com

on

The heat is “

We pride ourselves on being one of the few incinerator manufacturers that carry a large stock of finished product; this gives us a competitive advantage

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ormed in 2004 by Founder and Chairman Vincent Ferguson, Inciner8 swiftly generated demand from the animal by product, medical and general municipal waste streams. “Inciner8 manufactures waste incinerators for animal waste, medical waste and industrial/ general waste. We also manufacture waste to energy equipment. I set the business up after leaving a livestock equipment company with the original plan of selling incinerators to livestock farmers for fallen stock. The business quickly developed over the years into the medical waste sector and latterly into general and small municipal waste. We have been

i8-1000 flagship model

Inciner8

Inciner8 has developed a strong global reputation for its superior product portfolio of incinerators for all applications in the waste management industry

lucky enough to supply the likes of the British FCO, American Government and military, United Nations and Red Cross to name a few governments and aid organisations we have worked with,” begins Vincent.

“We pride ourselves on being one of the few incinerator manufacturers that carry a large stock of finished product; this gives us a competitive advantage. Furthermore, in 2012 we invested in a new manufacturing plant when we acquired a sheet metal business in Southport; this strategic development has doubled our output,” he continues.

Having supplied 172 countries across the globe, the company is established in Africa, Eastern Europe, South America, India and Russia and is growing its presence in areas such as North America, the UK and China. An integral part of this impressive growth is Inciner8’s impeccable track record for supplying high quality standard models as well as a bespoke service for specialist markets and requirements, which thus ensures it can fully cater for the needs of clients in this growing industry.

On top of this, the company realises the importance of environmental awareness in waste management operations and strives to understand deliver the best possible solutions based on each country’s regulations and standards; a commitment that has been enhanced recently through its range of products that deliver an extensive range of pollution control systems and heat recovery options.

Proud of its ongoing success and the strong reputation of its brand, Inciner8 believes new product development and listening to customers will further enhance its position on a global stage. “We have recently developed the world’s first fully mobile human crematorium,” says Vincent. “This is primarily for aid organisations as and when the need arises. We are also releasing our first Waste to Energy (WTE) incinerator that produces electricity and hot water; this will be the first of its kind on small/medium scale incinerators. This innovative solution was developed through strategic partnerships and uses a patented low energy machine. Most solutions are large scale and static, whereas our

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Inciner8 Containerised cremation unit in situ

A recent project for an Aid agency

Double Queen’s Award Winners 2016: Inciner8 have won two of the highest accolades awarded to any businesses in the UK in recognition of our exports & innovation

latest model can be completely containerised for quick setup and operation around the world.”

Outside of the funeral industry, human incineration is performed through the utilisation of mobile cremation units; designed to burn a human body in 60-90 minutes, these faster cremation cycles and the ‘hot hearth’ design can help save on fuel in situations where it may be necessary to perform more than one cremation a day. Self-contained and easy-tomove, the mobile cremation units have been designed to work in remote areas and are ideal for disease control thanks to their 700 litre fuel tank, hydraulic door operator, liquid retention still and ash collection drawer. Due to the reasons of their deployment, these mobile incinerator units offer a safe and dignified cremation process for victims of disease, war or famine.

Meanwhile, with China recently announcing it is to build 300 WTE sites in the country over the next few years, Inciner8 has been working closely with strategic partners to develop a range of relevant solutions for those who run and manage waste incineration programmes.

In recognition of Inciner8’s exports and innovation, the company won the Queen’s

Award in 2016 for the second time. Discussing this award, Vincent comments: “This is the second time we have won the Queen’s Award and I firmly believe that winning the award raises our game and creates better visibility. I am also convinced that it plays an even greater role in the international market as our Royal Family is held in high esteem… in fact, there has been a number of occasions where overseas visitors have had their photograph taken next to our Queen’s Award Certificate.”

With boosted visibility in a growing global market, Inciner8 will continue to build on its brand through the delivery of good customer service and support while also consistently developing systems and products that meet the needs of its broad client base. “The market is always challenging, but one thing that doesn’t change is the continuous increase in waste generated around the world. Our biggest ambition and challenge is to produce systems with zero emission technology. However, looking at the next 12 months our goal is to focus on the release of our first WTE incinerator as well as the cremation systems. Over the next five years, meanwhile, we will not only continue to develop WTE systems and lower emission technology, but will also aim to establish offices in two strategic locations: the US and Asia,” concludes Vincent.

Inciner8

Products: Incinerators

www.inciner8.com

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Services

Solutions

Technology

Design anywhere, build anywhere Tailored OEM Solutions with Hewlett Packard Enterprise and Avnet Embedded Your Benefits

Why Avnet Embedded

• Product Lifecycle

Avnet’s competitive advantage is our ability to launch a customer anywhere in the value stream and seamlessly offer more upstream and downstream value anywhere in the world efficiently, reliably and with confidence.

• Product and Platform Stability • Customised Solutions • Global Business • Ded�cated Resources

Avnet Embedded UK For more information, please contact us at avnet_oem.uk@avnet.com or call us at +44 (0)7557 851868. www.avnet-embedded.eu

avnet_oem_2016_v3.indd 1

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Avnet Embedded

Totally

connected Avnet Embedded EMEA offers customised hardware and software solutions including services to help clients at all stages of their technology lifecycle

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art of the multi-billion dollar turnover Avnet group, Avnet Embedded serves leading industrial equipment and device manufacturers who need to develop better and smarter devices for their end customers. The company is able to provide advice and technical support on every step of the journey from concept to production and by working in partnership with a wide range of world-class suppliers, it can advise on products and components to provide a fast and secure development path.

Brian Stack, Director of OEM Enterprise at Avnet Embedded EMEA added: “Avnet Embedded is uniquely placed within the Avnet organisation with access to offer the full portfolio for products from the Edge to the Enterprise to our OEM customers across the globe.”

Following the advice stage, Avnet Embedded has the capabilities to offer end-to-end services stretching all the way from concept to actualisation – this enables clients to focus on their core competencies at the same time as accelerating their time-to-market. A major part of this process is Avnet’s Integrated Services provision, which helps clients to grow their revenue by expanding their offerings and enhancing customer service. As an outsourcing partner, Avnet makes it easy for customers to provide services that go beyond the design and development of technology to include a wider range of offerings, including installation, troubleshooting, preventive maintenance, project management, technical training and managed services. In addition to expanding market reach, Avnet’s advanced services automatically level the playing field for a business when competing against larger market players with significant

in-house capabilities. Whether clients require a single customised solution or a volume offering for thousands of customers, they can rely on Avnet to put its expertise, skills and resources to work to deliver the highest-quality solution – quickly, accurately and cost effectively.

The services give customers access to Avnet’s Global Solutions Centres (see graphic overleaf) – a facility that enables the Integration Services team to build and ship over 57,000 units annually and meet integration requests of any scope and scale quickly and effectively.

With other benefits on offer including targeted project teams, proven best practices, a consultative approach, integrated supply chain management and quality assurance, it is obvious that Avnet’s Integrated Services enable clients to deliver more complete solutions to their customers while generating renewable revenue for their business.

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Avnet Embedded

The products available from Avnet Embedded fall into five categories: Computing, Displays, Server & Storage Solutions, Printers, Wireless & Embedded Software. There is an extraordinary range of products offered within these sectors, including panel PCs and motherboards, mono or touch displays and kiosk & ticketing printers to name just a few. Therefore, for clients looking to build dedicated or fixed function devices like kiosks, digital signage, POS/EPOS devices or intelligent industrial automation applications and so forth, Avnet Embedded can help develop faster, robust and secure solutions.

“Avnet Embedded serves customers who take their intellectual property to market, product launch & increasing profitability – ultimately, enhancing competitiveness. Our local support and global reach capabilities make us an ideal partner as we build and deploy complex, intelligent solutions for our partners across a myriad of key industries,” highlighted Brian.

The company is also highly experienced in embedded licensing for software, and is a wireless product expert, with a focus on the ‘Internet of Things’ phenomenon. The company

is fully embracing this new ideal of total connectivity – in fact, in December 2015 Avnet Embedded France sponsored the Connected Devices Congress in Paris, an event from French publisher L’Usine Digitale.

At the event, Technical Director Nicolas Sebille presented a keynote session about ‘connected production facilities’ where he explained why Avnet Embedded is so keen to encourage manufacturers to adopt this new technology. “There’s a lot of talk about the Internet of Things (IoT) and connected cities or connected enterprises, but a lot less about connected production facilities. However, IoT has a strong role to play in this space, enabling the processing of data to deliver real customer benefits,” he said.

“In particular, optimising on-demand data collected from businesses’ industrial production facilities, we believe, is now an absolute necessity.

Every networked industrial application, whatever its place in the hierarchy, must form a link in the company’s enterprise IoT strategy.

“The aggregation, extraction, processing and analysis of information from the production line

must be right at the heart of the drive to boost financial gain; through public and private Cloud solutions, as well as hybrid deployments.”

Nicolas also highlighted what Avnet Embedded can bring to the table for IoT. “Our part in it focuses on the business benefits of IoT, and how the right choice of Cloud-based solutions can deliver these benefits both to our existing clients and to many other industrial production sites, too.”

So not only can the company draw on the knowledge it has gained from listening to the market, but it can also offer practical advice to clients on how to simplify the integration of ‘wireless’ into their hardware, and it works with suppliers and labs to maximise the range or throughput of a finished device. Avnet Embedded also has a broad selection of boxed modems, routers and IoT gateways, as well as airtime partners, which makes it a one-stopshop for the complete Edge to Enterprise solution.

Indeed, the end of March 2016 saw the release of a new IoT product, the EL-20 series, on behalf of Intel and Gigabyte. Described by the organisation as a ‘perfect IoT gateway solution’ the EL-20 was developed as a reference design for Intel’s Bear Ridge platform.

It is a small form factor industrial computer with all the features and flexibility required to be gateway solution bridging unconnected legacy systems and aggregating their data output.

Featuring key benefits such as an Intel Pentium processor N3700, the EL-20 also has dual independent 4K display ports, a slim line, fanless design and energy-efficient 24/7 operations. It is designed as an entry-level industrial controller, and would be ideal for digital signage or access control and security applications.

With Intel predicting the global number of connected devices to grow to 50 billion by 2020 and Cisco estimating the value of IoT to reach $14.4 trillion over the next decade, it is clear that the potential of this phenomenon is almost without limit. Avnet Embedded is already ideally positioned to supply complete solutions with real-world applications in this area, and with its dedication to R&D and its finger on the pulse of what’s to come, the company is also ready to help its clients get ready for the future.

Avnet Embedded

Products: Distributor, integrator and manufacturer of complex embedded products, systems and solutions

www.avnet-embedded.eu

62 www.manufacturing-today-europe.com

Alkor Draka

Vinyl

collection Alkor Draka’s commitment to customer service, quality and sustainability marks it as a leader in vinyl products as well as other substrates, around the world

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n 2015, Alkor Draka celebrated its 50th anniversary of producing high quality vinyl films for numerous industries around the world. Operating out of two plants, Enkhuizen in Holland and Liancourt in France, the company serves a range of industries from stationary, medical and technical, to customised films for the graphics, decorative and tapes markets.

The mission of the Enkhuizen plant is: ‘we craft unlimited solutions with foil to encourage innovation!’

Quality comes first in everything the business does, from product design and production through to sales and supply, and is geared towards the highest standards in accordance with ISO 9001 accreditation. To facilitate this, Alkor Draka’s long history has been consistently defined by upgrades and developments within its ultramodern production facilities. Equipped to handle a full range of services such as rewinding, slitting, printing and laminating, the company offers a large range of flexible products upwards of 60 microns thick. Strict process controls are also operated in order to meet exact customer specifications demonstrating an

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Alkor Draka

exemplary level of reliability within the sector.

Not only are the production facilities constantly upgraded but also the ERP system is renewed. The new QAD system ensures that the productivity is maximised by automating different company processes.

“Our major markets remain to be in the UK and Germany,” explains Alkor Draka’s COO Pieter de Graaff. “However, we are a truly global company, exporting to around 65 countries around the world. At present, with stable market conditions a general feature, we are seeing very good business prospects in Eastern Europe, North and Latin America and also in the Middle East.” Supporting this international spread, the business operates a strong strategic distribution network around the world. A multi-lingual sales department also ensures that the company can deliver the best possible service to customers wherever they are based.

“Another particular strength that helps to maintain this global reputation of quality and reliability is the fact that, whilst we are predominantly an industrial company supplying by container load to major clients, we also keep a large stock availability in warehouses across key markets,” outlines Pieter. “We keep about 400 separate product lines with different designs and different colours and can supply by the roll if needed. This is very valued by our stationary and promotional sector customers who are often working to turn their own projects around quickly. Therefore, it is important that we can

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provide a flexible, reactive and fast service to support them in the best way possible.”

Operating within the plastics industry, Alkor Draka currently represents a demonstrable commitment to sustainability, and as such is a member of VinylPlus. VinylPlus is a renewed ten-year voluntary commitment of the European PVC industry, which builds on the progress made by its predecessor, Vinyl 2010. The organisation is set up to create a long-term sustainability framework for the entire PVC value chain in Europe and aims to realise the following vision: ‘PVC is a preferred material in terms of quality, value and environmental safety. It helps others to reach their sustainability goals and is seen as a safe material providing convenience, comfort and high social value as well as having good sustainability credentials.

This has been achieved by leadership and commitment from the industry, itself working with others in an open and honest way.’

One of the core forces being driven by the organisation is the recycling of vinyl products and implementing this into its operations has been a clear strategy of Alkor Draka over recent years. Today, supporting both the recycling and the creation of recyclable products is one of the business’ top priorities. The company recycles both its internal waste, by intercepting waste during the production process, and (where possible) waste from customers, which can be shredded and reused in production. Of course, ensuring that long-term recyclability is designed

into any products produced by Alkor Draka is also a core part of the firm’s activity.

The company is also part of a significant multiyear agreement with the Dutch government to reduce energy consumption every year and Alkor Draka has implemented a number of initiatives to help reduce the emissions of CO2 within its operations. Beyond sustainability practices, the company also plays a responsible role in supporting local communities and has helped implement projects such as the renovation of an iconic and historic monument in Enkhuizen. The Drommedaris is a cultural centre, which had to be adapted to modern access, safety, comfort, durability and usability standards.

Responsibility towards its local communities, the environment and its customers will remain a defining feature of Alkor Draka as it moves forward. Pieter highlights that market conditions in Europe are particularly favourable, and focusing on developing markets like decoration, tape and clear vinyl film will attract specific efforts over the coming months and years.

Innovation and expansion will also continue in order to remain flexible in line with changing customer demands as the industry looks towards the future.

Alkor Draka Products: Specialist manufacturer of flexible vinyl films and other substrates for a broad range of applications

www.alkordraka.com

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BAE Systems Military Air & Information

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Operating as part of BAE Systems Group, the company’s Military Air & Information (MAI) division delivers cutting-edge military hardware and an array of associated training solutions, support and information services

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ncorporated in 1999 by the £7.7 billion merger of the UK based Marconi Electronic Systems (MES) and British Aerospace (BAe), BAE Systems today provides some of the world’s most advanced, technologyled defence, aerospace and security solutions. As a successor to some of the most iconic names to have appeared in the defence and aerospace markets, the legacy of these companies continues today through the leading edge and highly renowned technologies delivered by BAE Systems across the globe.

“BAE Systems Military Air & Information is the military aircraft division of BAE Systems and is a business that can trace its roots back to the earliest days of aviation. Throughout its history the company has grown through the acquisition of several dominating businesses including English Electric, Hawker Siddeley, Blackburn Aircraft and A.V. Roe,” explains Manufacturing Operators Director – Military Air & Information, Dave Holmes. “As of 2016 we employ circa 13,000 people at 24 sites across the UK, predominantly in Lancashire although with significant populations based on RAF bases and in East Yorkshire. We

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have leading edge expertise in the design and manufacture of fixed-wing military aircraft and training aircraft, as well as provide training, full product life support and information services for the UK RAF and other customers worldwide.”

Further to providing technically advanced and robust modern aerospace assets, BAE Systems Military Air & Information (MAI) also provides an array of defence information systems, networks and delivery platforms for a wide range of programmes that are predominantly in the military arena. BAE Systems is presently the UK’s largest manufacturing employer and the country’s most significant employer of professional engineers. The company has a proud history of implementing advanced manufacturing techniques to produce some of the world’s most efficient military equipment and is today involved with a number of major military programmes.

These include its position as a key partner in the consortiums that manufacture the Eurofighter Typhoon and F-35 Lightning II combat aircraft.

MAI also engineers and manufactures Hawk, an advanced jet trainer that is presently used by 18 nations across the globe to train future jet pilots,

Wesco Aircraft

Wesco Aircraft continues to enjoy over 20 years of partnership with BAE Systems. Wesco Aircraft is embedded in all of BAE Systems military aircraft programs, offering an incredibly diverse range of products and services at their numerous locations across the globe.

Wesco Aircraft and BAE Systems have worked together over the years to develop innovative, lean supply chain solutions. The latest example of F-35 rate readiness is being approached using Wesco Aircraft’s tried and trusted ‘can do attitude’ and desire to deliver world class customer service. Wesco Aircraft focuses on the longer term, providing significant total cost of acquisition (TCA) savings to BAE Systems.

Wesco Aircraft is looking forward to working in partnership with BAE Systems for many years to come on their exciting new projects and programs. This long term relationship is a source of great pride and satisfaction for Wesco Aircraft’s employees and shareholders.

BAE Systems Ad May 2016.pdf 1 5/17/2016 2:08:17 PM

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BAE Systems Military Air & Information

while simultaneously taking a leading position in the development of unmanned aircraft.

“Throughout our history we have faced the challenges created by a changing manufacturing landscape and those we face today are no less real than those we have faced in the past. Our main challenges today are to ensure we provide our customers with the technology which meets their requirements within a competitive environment where cost is a major factor and bid discriminator,” Dave observes. “On the F-35 Lightning II programme for example, we are preparing for a rapid increase in production rates on the world’s biggest defence project to meet our commitments to the programme, led by US firm Lockheed Martin. F-35 Lightning II represents the UK’s ability to continue with advanced manufacturing in the future and is at the heart of our manufacturing strategy. The ten per cent workshare we have on the F-35 Lightning II programme is important in helping the UK with its deficit reduction with around 95 per cent of the work exported, helping drive real GDP growth for the UK.” Throughout its business MAI is developing its manufacturing processes in response to the challenges generated by the production of lowvolume, high technology products. The company’s continued investment and research into areas such as additive manufacturing, augmented and virtual reality and the use of robotics are just a few of the ways that MAI is ensuring that it is ready to meet the challenges for a technically demanding industry. Furthermore, the increased presence of the business within international markets will see the requirement to extend its manufacturing footprint overseas and to facilitate

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the transfer of advanced production capabilities.

This is exemplified by the on-going relationship between MAI and Hindustan Aeronautics Limited (HAL) in India, which licenses the manufacture of Hawk training aircraft for the Indian armed forces.

As part of its on-going programme to increase the efficiency of its manufacturing and design processes, MAI has recently opened its new Product and Process Development Centre. The centre is designed to embrace new technologies, revolutionary materials and processes to enable BAE Systems to become one of the earliest adopters of leading edge technologies. “The New Product and Process Development Centre (NPPDC) was set up at our site in Samlesbury, Lancashire during 2015 to bring a range of capabilities from across our Military Air & Information business under one roof,” Dave elaborates. “It is a facility that covers all manufacturing activities through to assembly, including carbon fibre, and has been created to pull through new technologies and get them delivering improvements on our aircraft. Additive layer manufacturing, or 3D printing, forms the centrepiece of this facility with a number of machines able to produce parts using a variety of different manufacturing techniques, which have gone on to inform and develop the way we work to ensure we are as efficient and effective as possible.”

While advanced technology is naturally a vital component in the development of the very latest military-grade hardware and communication technology, BAE-MAI is keenly aware that it is the company’s people and engineering competence that enables it to maintain a leading market position and that will allow it to continue to do

so well into the future. As such, the company has invested £15 million into the development of a new BAE training facility.

“The new Academy is scheduled to open in September 2016, to coincide with the arrival of the latest cohort of apprentices and early careers employees, and is presently under construction,” Dave outlines. “It will provide a flexible, modern environment allowing for better engagement with schools, as well as greater capacity for overtraining to ensure other companies in the supply chain and sector have the skills they need for the long term. From a manufacturing perspective, the academy will have the latest equipment, including 3D printing, robotics and machining tools, which will allow our craft and technical apprentices the opportunity to develop skills using the equipment making them ‘factoryready’ to join the workforce.”

Throughout 2016 and beyond, BAE Systems and its Military Air & Information division will continue to develop its manufacturing practices, while engaging with several high profile and demanding projects. The F-35 Lightning II for example, represents the world’s largest defence programme and has seen BAE Systems set new standards for precision manufacturing, assembly precision and the ability to deliver on its commitments to the programme. “The

manufacturing and assembly expertise which we are developing on the F-35 Lightning II programme is an evolution of techniques employed on our Eurofighter Typhoon programme,” Dave concludes. “BAE Systems is a business with a strong order book which includes some of the world’s most advanced manufacturing programmes, employing thousands of highly-skilled workers. The recent Strategic Defence and Security Review (SDSR) by the UK Government included a commitment to working to develop the next generation of unmanned combat aircraft, which led to the announcement by the UK and French government of a project to build an unmanned combat air system demonstrator.

“This contract will secure high-end engineering jobs both now and in the future.”

BAE Systems Military Air & Information

Services: Military Air & Information: advanced, technology-led defence, aerospace and security solutions

www.baesystems.com

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Colombier Group

Strong

Mobile Reel divider

roots

Among the largest forest product-converting co-operations in Europe, the pioneering Colombier Group is the premier service brand to the global paper and board industries

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ith a history dating as far back as 1892, the Bjornberg family-owned international paper firm Colombier Group today has a solid global reputation and paper processing operations in Spain, The Netherlands, the UK, Finland, Germany, the Czech Republic and Belgium.

Offically founded in 1975, the group became independent in 1997 and celebrated its 40th anniversary in 2015; this was a mere two years after its ownership was consolidated by two family members: Henrik and Gustaf Bjornberg.

With both Bjornbergs passionate about their belief in paper as a successful media platform and the environmental sustainability of the paper packaging and print industry, the two new owners have focused on re-financing the group’s operations in Finland and also secured long-term financing for its UK based business since taking over. The strategic decision to complete these actions has proven significant in guaranteeing the future financial health of the group; additional changes over the last three years have included acquisitions and expansion into new locations.

Operationally, the group is committed to further developing its extensive mobile and on-location conversion service network as well as its sales

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Juha Viitala, Managing Director

network for forest products. The group is also adding some prime paper sales to its portfolio, most of which will be sold under the private label Bjornberg 1892, which Colombier holds the license for.

The company also benefits from holding a patent for its paper sizers, as Juha Viitala, Managing Director of Colombier Group, discusses: “Owning licenses and patents definitely give us a competitive edge in the market, particularly when the paper sizers have become the fastest growing area of our business. We also own these for the mobile paper resizers that cut reels offsite and were actually

the first in Europe to operate a stationary paper saw in 1992. Since then this led to us starting up with paper sizers in the UK in 1999 and essentially revolutionising our business through the delivery of this solution to customer locations. Instead of customers bringing the material here, we now go to the material; this of course offers a great deal of benefits to clients such as less logistical costs and less risk, the list goes on.”

Within its service division the group operates ten mobile paper sizers across Europe and has expanded this with a range of complementary mobile support services such as reel packing and core reduction, the latter of which reduces the size of the inner cores of reels. These high-end sawing and resizing techniques have ensured the pioneering Colombier Group has taken the crown as the European leader in modern conversion.

Meanwhile, the group’s on-site services, available at its units in The Netherlands, Finland, Belgium and the UK, are comprised of rewinding, resizing and sheeting; resizing is also carried out at premises in Germany, Spain and the Czech Republic. The most common reasons for rewinding include a change of diameter, a change of core, production of multiple webs, the replacement of a damaged or crushed core and quality control and removing unmade joins. Colombier Group’s Jagenberg and Valmet rewinders are capable of handling a wide variety of paper and board grades, with processed goods finished off with integrated packing lines that deliver mill standard packing; these offer the possibility of customising labels and bar coding.

Moreover, two sheet cutters are operated within the UK; these have differing specifications, which allow for a broad range of converting parameters in terms of board, woodfree, coated/ uncoated, LWC and specialty qualities. There is also a sheet cutter in operation in Belgium that is suitable for board and heavier paper grades.

Represented through sales offices across Europe, Colombier Group’s customers include publishers, printers, merchants, retailers and paper and packing producers and converters across the globe. “Our customers cover such a large spectrum as we have two activities in Europe, trading and paper conversion. The latter of which

Mobile Reel sizer

MRD 3

Rewinder

Slitter

has become increasingly focused on packing materials, so wrapping paper, folding box boards and liner boards, we have a wide range of packing materials,” says Juha.

The group’s sales division is a well-established supplier of printing papers as well as a range of board and specialty paper grades; many specifications are carried in stock located across Europe. To remain competitive, Colombier Group continuously invests in its systems and processes to further accommodate smooth integration to customer routines; the group can also provide highly bespoke services when it comes to the delivery of the goods and conversion services.

Whatever the demand of the customer, Colombier Group has the high quality product and all industry standards available.

Divided into three segments, prime trading, job lot and stocklots, Colombier Group offers a comprehensive supply of products to customers.

Prime material, for example, is delivered backto-back with the supplying mills, with customers enjoying ongoing, long-term supply and technical support. Prime grades include mechanical coated sheets 60-100 g/m2, mechanical uncoated sheet 48-55 g/m2, light weight coated reels, MG (un) bleached Kraft, ribbed Kraft, crepe paper and liquid container board.

The group also offers a quality controlled, neutrally branded product known as Joblot, which is delivered with runnability and often even printability guarantees that are suitable for multicolour printing on both sides. Many Joblot grades are held in stock at production locations in The Netherlands, Finland, the UK and Spain.

Last but not least is the Stocklot sales segment; the group has developed a reputation for offering competitive prices and prompt collections of unwanted stock, with paper, board and specialty stocklots sourced and delivered across the globe.

Having recently expanded into Prague, where its shareholders also operate Bjornberg 1781 (www.bjornberg1781.com) Colombier Group anticipates continued growth over the coming years as it benefits from access into European markets. Alongside solidifying its foothold in a new market, the group will also be seeking to localise its services across all areas that it is based, as Juha concludes: “As a business we don’t face competition on a global scale, however, we do see the need to localise our service offering over the next few years. On top of this, we also further strengthen our presence in areas such as Italy and France.”

Colombier Group Products: Printing papers, boards and specialty paper grades

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Twin Disc

Power to

perform

Twin Disc’s innovation has been driving world-class performance across multiple sectors for nearly 100 years

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ince 1918 four generations of the Batten family have seen Twin Disc grow into the world leader it is today. Founded originally with the introduction of the first twin disc clutch for farm tractors and, later, construction equipment, ensuing years saw it develop into marine transmissions, industrial torque converters and other products for a host of industries. Today the company is a leading player across the world in numerous sectors, predominantly supplying the marine, off-highway and military industries with heavy-duty off-highway power transmission equipment.

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At present, North America represents the company’s biggest market, with the EMEA and Asia/Pacific regions also contributing significant sales volumes. With such an international spread, Twin Disc approaches the market with a ‘think global, act local’ strategy, which sees it engage with its customers with a wealth of market, product and application expertise.

As customers in a variety of sectors continue to face unique challenges everyday, a problem-solving attitude defines the way the company’s employees react and capitalise on market opportunities. As a result, Twin Disc now has a reputation around the world, which builds on a long history of collaboration and engineering excellence.

Implementing this global strategy was a key success for 2015, which saw an organisational restructure to better manage its international operations.

In the company’s 2015 report, CEO John H. Batten explains the shift: “We have implemented a global organisational structure to centralise key functions and better harness our strong, local presence with processes that increase speed to market and enhance responsiveness to clients.

Engineering, sales, marketing, operations and product service are now aligned around a global structure that better positions us to collaborate with our customers, deliver complex solutions and ensure exceptional product quality and worldwide support.”

Over the last year numerous solutions have been delivered to clients across a number of sectors that perfectly demonstrate the level of engineering expertise and service afforded to its customers by Twin Disc.

In the pleasure craft sector, for instance, the business recently worked closely with the owner of a 61-foot Maritimo M58 Cruising motoryacht to improve slow-speed control. The company equipped the vessel with an Express Joystick System (EJS), Express Positioning and Quickshift transmission, in a package that allows exceptional slow speed control for easy manoeuvrability in any direction during dock and tight situations.

Express positioning adds an even higher degree of control helping the yacht to maintain a fixed position in a canal’s current or whilst waiting for a bridge or lock to open. The Quickshift transmission ensures the vessel handles smoothly without lurches and couples perfectly with the fingertip movement control of Twin Disc’s EJS technology.

Continuing to deliver marine systems to a more heavy-duty commercial setting has also been the focus of much attention over recent years.

Working with Penguin International, which produces high-speed commercial vessels for a variety of offshore duties such as crew transfer, cargo transport, platform security and emergency evacuations, Twin Disc has delivered robust and reliable solutions, in a simple and cost effective manner. The firm consistently delivers customised transmission and propulsion solutions to ensure Penguin’s vessels perform at desired speed, comply with its high standards for quality and reliability and help it meet the escalating demand for crew boats on a timely basis. For nearly a decade Twin Disc has supplied transmission systems to the majority of Penguin’s mid-sized Flex crew boats, attesting to its ability to deliver on promises and to quickly resolve emerging issues.

In an industrial setting the company has recently been able to develop

an innovative remote power take-off (PTO) solution for Entech Industries – a manufacturer of high performance dust collectors. The client is currently field-testing Twin Disc’s RO-211 Remote Over Centre PTO for one of its large, trailer-mounted applications. The RO-211 leverages a patent-pending design to remotely engage the PTO’s over-centre mechanism via an electronic control. Crucially, Twin Disc’s solution takes the guesswork out of a complex equation greatly minimising the potential for operator error and costly downtime.

Also on the ground, Twin Disc has been working in collaboration with Rosenbauer to develop a unique solution for its Panther fire truck. The Panther is widely considered as best-in-class for Aircraft Rescue Fire fighting (ARFF), thanks to its speed, safety and outstanding fire fighting performance, all of which are essential to responding to airport disasters around the world. Significantly, the Panther makes use of a sophisticated Twin Disc transmission system with an engine-mounted torque converter, six-speed TD61-1179 or eight-speed TAD81-4001 power-shift transmission, and the advanced TDEC-500 electronic control system. This innovative system allows the Panther to be driven and use the fire pump at the same time, eliminating the need for a second engine.

Whilst only a small portion of work, these examples perfectly demonstrate the way in which Twin Disc listens carefully to its clients’ needs and tailors specific solutions and packages to match their exact requirements. That it is able to deliver crucial performance to some of the world’s sector-leading products is testament to the apex position it has been able to acquire over years of hard work, innovation and business development.

Whilst the ongoing global oil crisis noticeably choked expected performance levels for Twin Disc in 2015, successfully continuing to deliver this unrivalled service has kept the company at the top of its market. In his annual statement, John Batten reports that whilst the early half of the 2016 financial year may mirror the latter half of 2015, he does expect the recent strategic changes to start generating results by the second half of the year.

However, it is an echo of his father and third-generation leader, Michael Batten’s vision that aptly sums up Twin Disc’s direction as it moves forward: “My father was fond of saying that life is 3D; you have to see it from everyone’s perspective to really understand where you are and where you are going. That explains why at Twin Disc, we believe that our best ideas come from listening to our customers. The road ahead will be demanding, but we are clearly on the right course to build a brighter future for our customers, our employees and our shareholders.”

Twin Disc Products: World leader in manufacturing and distributing power transmission equipment

www.twindisc.com

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WEISS Spindeltechnologie

A digital

revolution With a solid background of industry experience, WEISS Spindeltechnologie GmbH represents a state-of-the-art company specialising in high precision spindle units that are applied in turning, milling and grinding applications

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EISS Spindeltechnologie GmbH (WEISS) was incorporated in 1993 when Siegfried Weiss founded the company with just 77 employees. Over the subsequent years the business steadily increased its market share with a growing presence in both the US and Europe. As WEISS forged ahead on a path of further expansion, the company reached a major milestone in its development when Siemens AG (Siemens Digital Factory Group, DF) acquired a majority interest in the business during 2001.

Today, WEISS continues to operate as a market leader in the manufacture of high precision spindle units that are applied in turning, milling and grinding applications from its headquarters in Schweinfurt, Bavaria and its production centre in Maroldsweisach, in the district of Haßberge in Bavaria. Furthermore, the company maintains a strong global presence with repair and service centres across the US, Brazil, the UK, Spain, Italy, Germany, Turkey, Russia, India and China.

“We are producers of highly customised motor spindles for all manner of cutting technologies; by focusing on providing tailored solutions for the machine tool industry’s evolving requirements we have become one of the technology leaders in this field,” elaborates Claus-Peter Lehnert, CEO of WEISS Spindeltechnologie GmbH. “Not only do we manufacture the spindles, here in our production facility in Germany, we also offer

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a global service to ensure our customers can receive maintenance, repairs or new bearings in close proximity to their location. As such, our operations are under two business segments, GSS – Global Spindle Solutions, which is our spindle solutions brand, and SWSS, Siemens WEISS Spindle Service, our spindle service brand.”

WEISS was last profiled by Manufacturing Today Europe in August 2015, during which time Claus discussed the development some of new standardised items in conjunction with the company’s tailor-made spindles. In March 2015 for example, the company showcased its hybrid range of spindles that were developed for the Asian market at the Timtos 2015 exhibition in Taipei, Taiwan. The new 132-spindle design has an A63 interface and delivers a torque of up to 140 Nm and boasts a maximum speed of 3000 min-1. Especially designed for machines that process steel components and are capable of heavy cutting, the hybrid series is an economic alternative to indirect spindle drive solutions.

During the following months, the company’s pioneering range of standardised and bespoke spindles has allowed WEISS to increase its presence within the Asian regian.

“We have recently intensified our sales in China and won a significant order from a Chinese machine tool company for grinding spindles, which will require hundreds of spindles for a project in the area,” Claus says. “We took the decision to intensify our sales activities in China because we see the region as a strong future market. Today conventional and mechanical spindles, which are driven by a belt and the main spindle motor, dominate the spindle market in China. However, during April 2016 I attended the CCMT trade fair in Shanghai and left the event with a feeling that there that it is a shift in the Chinese machine tool industry and that now there is a bigger opportunity for sophisticated spindles and motor spindles in that market.”

While the market in China may show signs of a future shift to more complicated and technically demanding manufacturing techniques, the export market to the region currently remains depressed due to the slowdown of the Chinese economy.

Although the drop in trade with China has had a marked impact on growth opportunities within a range of industry sectors, WEISS has compensated for reduced trade with Chinese clients by securing new clients throughout Europe. Therefore, while trading conditions have not allowed for large advances in the growth of the business, WEISS has been able to remain

both competitive and buoyant as the company continues to develop new technologies and practices in anticipation of an upshot in the global market in the near future.

As WEISS continues to develop greater manufacturing efficiencies, the company has taken an early lead in the introduction of increased digitalisation within the precision spindle and machine tool market. The integration of digital technology during the production process, allows information relating to the operation of spindles to be observed and collected, offering clients the opportunity to monitor and enhance their manufacturing practices. “We have introduced the WEISS Spindle Sensor Module SMI24, which facilitates spindle commissioning, reduces the amount of hardware required for the integration of spindle signals into control systems and displays spindle state information on the human machine interface. The SINUMERIK integrated spindle monitor (ISM) can be used to access additional information on spindle state and data on spindle use via HMI screens,” Claus explains. “This data can be transferred to an external cloud or server by the end user. Where a client wants to ensure the further protection of their data, information

can be transferred to an internal server and can be available for analysis without leaving the company.”

During the coming years WEISS will focus on the development of its digitalisation technology in co-operation with its colleagues within the wider Siemens Group. This will enhance the service offering provided by the company as it looks to strengthen its presence in various global markets.

“We formed new collaborations in Turkey and Spain during 2015, but are increasingly interested in Russia while China represents the main market for the repair and service sector,” Claus concludes.

“We aim to extend our network of service partners or third party service providers to make our network more dense. In Russia and China for example, we would like to open new spindle repair centres during the next 12 months, as well as in other countries.”

WEISS Spindeltechnologie Products: High precision spindle units

www.weissgmbh.de

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Thurne-Middleby Ltd.

action

A slice of the With over 45 years of industry experience, Thurne-Middleby Ltd has a proven international reputation in delivering high quality, precision-engineered slicing systems for bacon, cooked meats and cheese applications

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ince its formation as Thurne Engineering in 1967, the Thurne brand has developed a reputation as a leading name in the provision of high speed slicing equipment, through a succession of ‘industry first’ slicing machines that pioneer vision, scanning and computer technologies that benefit small family firms and large multi-site corporations alike.

Through a series of mergers and acquisitions, Thurne Engineering joined forces with AEW Engineering and Delford to form AEW Delford Systems. AEW had previously excelled in the manufacture of high-speed bandsaws as well as

Thurne IBS4600 - the world’s first high speed four blade slicer

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automatic portion control slicers and saws, while Delford had earned a worldwide reputation for its pioneering labelling and dynamic weighing technology. During 2006 the business became part of the Marel group as part of the company’s expansion in food processing equipment.

During the close of the first quarter of 2015, the Middleby Corporation acquired the assets of the Marel high-speed slicing business unit. The roots of the Middleby Corporation date back to when the company was founded a bakery supplier in 1888. In 2014 Fortune Magazine named the Middleby Corporation as its fastest growing company, while today the business continues as a leading provider of commercial cooking equipment, industrial processing equipment and residential appliances.

As part of the purchase, Middleby took the decision to rebrand the unit under its original trademark of Thurne while continuing in the manufacture of the company’s broad line of highspeed slicers and integrated slicing systems. The slicing technology developed by Thurne includes market leading, automated bacon, deli-meat and cheese slicing equipment that delivers clients

unique solutions that reduce labour, increase production throughput and reduced food costs while assuring quality and precise portion control.

“Both Thurne and AEW began as Norwichbased engineering companies involved in producing process equipment for the food industry, with Thurne operating as a leader in technology for high-speed slicing,” elaborates President at Thurne-Middleby Ltd, Peter Jongen. “Thurne was the first company to develop the ‘vision system’ with an aim to improve the accuracy of individual slices for deli products. Thurne is currently solely focused on concentrating on slicing technology, with its biggest market currently in the field of bacon slicers in the United States. The company also continues to have a strong presence in the UK and has always remained an innovator in food slicing solutions.”

Thurne is presently highly active within the US, where its products are currently employed by nearly all of the country’s large bacon processers.

As part of the company’s on-going growth strategy for 2016 and beyond, Thurne is keen to expand its presence within the UK and Europe and attended the IFFA in Frankfurt exhibition for the meat industry during May 2016. The show gave the company the opportunity to both meet with current and potential future clients, as well as to demonstrate the technologies available to clients. “IFFA is one of the world’s largest exhibitions in the meat industry, where food processing companies and manufacturers are all present,” Peter says. “We displayed our IBS4600 precooked bacon slicer, which is a four-blade slicing machine. The machine itself was developed around eight years ago and we have an install base of 25 units at present, so it is not a new machine in that respect. Within Europe however, the IBS4600 is a relatively new development and a unique slicing technology, meaning that there is no competing machine on the market.”

The IBS4600 is essentially four slicers in one, featuring four independent feeds, four independent blades and four independent cameras, which are combined with Thurne vision technology. As the world’s first slicer to have four independent feeds, the IBS4600 represents

Thurne IBS1000 bacon slicer

a bacon processing revolution that is becoming increasingly known the world over. Each of the unit’s independent feeds is equipped with its own vision system that gives weight control of individual slices, regardless of belly size. High yields with low giveaway are the norm thanks to the precision and control that delivers constant weight portions with remarkable consistency, while end user and consumer appeal is enhanced because the end product has a uniform appearance, texture and quality and can be sorted into fixed weight and count packs.

Through the invigorated marketing of its new and existing machines, Thurne is already expanding is presence within the UK market.

During February 2016 for example, the company launched its IBS1000 Bacon Slicer with great success. “We launched the IBS1000 early in 2016, specifically for the UK food industry. We have sold more than half a dozen of the machines already and expect more sales to follow as there is great interest in the machine,” Peter reveals. “The IBS is very efficient and therefore increased volume and yield. It is capable of high blade speeds and throughput to match production needs, while ensuring consistent slice thickness and integrity.

The machine also has a small, space saving footprint and can produce a variety of retail and food service pack formats.”

While the largest market for Thurne is presently within the bacon-slicing sector, the company continues to manufacture slicing solutions for the deli and cheese markets, where it began in slicers several decades ago.

These include machines for slicing beef loins, cheeses and so on. Across all of its targeted market sectors, Thurne offers comprehensive aftercare solutions, which allow clients to order with full peace of mind and form a core pillar of the company’s continued growth strategy. “We offer service level agreements in various grades, including taking full ownership of the machines.

We carry out inspections regularly and deliver

spare parts from Norwich to Europe and also have a service office based in Chicago to service North America. Thurne also has field engineers living in the US and the UK to ensure that we are always close to our customers,” Peter concludes.

“I think that presently we are doing very well and we are keen to continue to grow within the UK, because although the US is a highly successful market for us, we want to expand the success in the UK and Europe. Our membership of Middleby is a great strength for us in this respect, as it is a strong company in food processing with

various other companies within the group. This allows us to make use of its vertically integrated systems to strengthen our market leading position.”

Thurne-Middleby Ltd.

Products: Precision-engineered slicing systems for bacon, cooked meats and cheese applications

www.thurne.com

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Benham Precision Engineering

Optimum

precision

F

Benham Manufacturing is an established supplier to aerospace and defence OEM contractors and is committed to providing a flexible and responsive service to customers

ounded in 1978, family business D A Benham Engineering Limited was established to supply components for the communications industry.

Almost two decades after its inception, the Southampton based firm acquired a precision engineering company that had similar strengths, capabilities and customers within the aerospace sector in 1995; the two businesses merged in 1998 and moved into a single purpose-built manufacturing facility located on the edge of the New Forest.

“The purchase of a green field site, erection of the current facility and the merging of the two organisations into one unit was quite an impor tant time for us,” says Paul Benham, Managing Director and son of the founder, Dennis Benham. “Since then, the company has seen a significant transition in its business activity and is today, in terms of supply, 75 per cent operating in the aerospace and defense sectors.”

Now trading as Benham Precision Engineering and occupying 21,000 square feet, the site boasts state-of-the-art equipment and highly skilled, dedicated staff; a mix that enables Benham Precision Engineering to undertake a broad range of work such as the assembly of par ts for anything from prototyping to being a strategic supplier supporting major aerospace and defence programmes. It is at this site that the company operates a 24-hour shift pattern that ensures customers receive increased flexibility through optimum efficiency. Notable investments include the purchase of six five axis prismatic and ten mill-turn work centres.

Recent investments are focusing on enhancing the inspection capability at Benham.

In line with market trends and technological developments, Benham Precision Engineering also boasts CAD/CAM capability, which ensures it can consistently deliver a costeffective and high quality manufacturing

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solution. On-site equipment includes Creo Elements 3D Modelling Mastercam, Camware and Camware MT as well as five axis plus 2D and 3D programming. This cutting edge, temperature-controlled inspection environment is staffed by fully qualified personnel, which ensures optimum quality assurance of all products, from the simplest component to the most complex.

The company has adopted the EFQM Business Excellence Model Framework. Total quality management in all areas of the company includes manufacturing excellence through

adopting lean manufacturing and ‘just in time’ philosophies; a 5s approach to cleanliness and housekeeping and a 7 Wastes continuous improvement programme. The adoption of this framework has been set up with the goal of creating a workforce that is empowered to put quality first.

In addition to continuous improvements and strategic investments on equipment and the facility itself, Benham Precision Engineering has recently brought the majority share-holding of Newturn CNC Machining Limited, which will enable it to improve service offerings via access to additional capacity, capabilities and a highly skilled workforce, as Paul comments: “Our customers are original equipment manufacturers (OEM’s) who supply product that is onboard most aircraft platforms. For these clients we manufacture complex and medium complex component par ts and some assemblies. To fur ther strengthen our business, we recently acquired the majority share of a business, which will enable us to suppor t growth oppor tunities and service our customer base accordingly.” The two organisations will continue to operate as two separate entities, with Newturn CNC working as a subcontractor to Benham Precision Engineering.

This strategic acquisition was under taken at a good time for the aerospace market, which continues to enjoy strong growth. In line

business in a manner that meets the needs of its new or returning clients.

“As a business we are looking for oppor tunities to fur ther develop our customer base, specifically within the civil and defense aircraft sectors where Benham offer extensive capability, ” concludes Paul.

Benham Precision Engineering Products: Complex components and assemblies for aerospace, defence and hi-tech sectors

www.benhammanufacturing.com

with increased volumes of new and repeating work from customers, the company is seeking to expand its workforce to meet demand and suppor t future expectations. Discussing these developments, Paul says: “There are always challenges in the market because business is forever changing and there is no such thing as permanent stability. However, I would say there are oppor tunities in the market and we see the future as positive, with exciting oppor tunities ahead of us.”

Continuing with an explanation on the reasons behind the company’s success, Paul comments: “It is not only our capability, but also the investment in our people, plant and facility as well as our strong customer focus and agility. Another reason for our growth, from a machine tooling perspective, is the par tnership we have had in place with Mazak Machine Tools, a company that we have been working with since 1989.”

Not a company to rest on its laurels, Benham Precision Engineering will be looking for growth opportunities as it continues to develop the

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Tec Systems Robotic laser marker

Flatbed laser cutting machine

Expert

innovation

An expert provider of bespoke automation and laser systems, Tec Systems is expanding its portfolio with a standard range of high quality, cost-effective laser systems

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roud to offer a turnkey service, from design to automation production, Midlands based firm Tec Systems has developed a solid reputation thanks to its successful undertaking of technically complex projects in a diverse range of markets. Indeed, business sectors that benefit from the 20-strong company’s expertise in delivering exceptional quality solutions include aerospace, automotive, electronics, food, plastics and pharmaceutical.

Focused on both form and function, whether this is creating small standalone cells or full turnkey systems, a core competitive edge for the company is its commitment to technological advancement and its swift integration of new technologies and engineering innovations into projects. This way of working means Tec Systems can deliver up-to-date advice and cutting edge solutions to customers that require anything from lasers, robotics, servo systems and bespoke mechanisms to intelligent vision systems.

Additionally, the company also offers clients

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a comprehensive service and spares package, which includes extended warranty, repair and test service, PLC software support and programme modifications, robot programming and support, spare parts manufacturing and training.

Tec Systems has enjoyed strong growth thanks to the wealth of knowledge retained by its expert personnel, many of whom have been working together in the same industry for 30 years. By drawing this knowledge under one 12,000 square foot site, the company has enjoyed positive growth over the last seven years and particularly strong market growth in sectors such as automotive and aerospace.

In fact, a recent project for the company involved the provision of six individual leak testing machines, each of which was designed to suit specific engine components, for a high profile automotive supplier. Having previously provided a number of automation machines for the supplier’s UK factory, the major firm had no hesitation when it came to contacting Tec Systems again.

To verify the quality of high performance

engines, it is necessary to perform accurate leak testing of components and assemblies such as the pressure decay method, which is a triedand-tested way of identifying faults in sealing or component integrity. Using this method, air is injected into the test object that has been sealed to allow a build-up of pressure; this pressure is then monitored for a set period of time to check for any decay of pressure that will indicate a leak.

For this project, high-level testing of the casting integrity was required.

With an established track record in automated leak testing, the company assessed the requirements of the customer before providing the six machines, each of which has a fabricated metal base frame that provides a rigid support structure for mounting of the various machine elements. Due to the design and manufacture of such intricate tooling which is a vital part of the leak testing process, the knowledge that Tec Systems provided to this project was integral to the project’s success. In addition to the delivery of a number of leak testing stations, the company

Leak and pressure testers

of specifying the robot and fibre laser source suitable for the application under consideration, Tec Systems can also flexibly work with the preferences of the customer in terms of a certain robot supplier or laser source supplier.

Meanwhile, 2015 saw the launch of a new model in the Hyperion range of CNC laser machines. Aimed at the laser processing of flat sheet metal alloys, the Hyperion 3GF laser cutting system offers a number of benefits when it comes to speed and efficiency in comparison to other systems on the market. Intended to provide an advanced alternative to traditional

laser cutting machines that use CO2 laser sources, the Hyperion 3GF system offers a high power solid state laser that achieves several advantages over rival traditional machines. For example, using a solid state laser, the power of the laser beam is delivered to the workpiece via a flexible fibre optic, thus avoiding the need for multiple mirrors and beam guides that are used on the CO2 laser system.

As new laser technology continues to enter the market, Tec Systems capitalises on these innovative developments with its long-term knowledge of the industry. With an everincreasing product portfolio and a strong team in place ready to deliver flexible solutions to customers, the company looks set for another successful year as it seeks to maintain its top spot for bespoke solutions in the automotive and aerospace sectors, while also developing a strong foothold in the standard laser equipment market.

Tec Systems Products: Automation and laser systems

http://t-e-c-systems.com

Leak testers

also provided an assembly machine and a robotic laser marking system to identify the components going through the production line for this project.

Indeed, while bespoke automated solutions are at the core of Tec System’s operations, the company made the strategic decision to launch a range of standard laser cells for the processing of metals, plastics, fabrics, composites and ceramics/glass. Known as the Hyperion range, these standard laser cells suit a broad spectrum of production requirements and can also be modified to suit each customer’s unique requirements.

A recent addition to the Hyperion range is a multi-axis laser welding system; consisting of a six-axis robot integrated with a two station tilt-and-turn manipulator, the aforementioned system allows for eight axes of motion. This allows for increased efficiency in the movements of the robot to cope with square or round corners without the requirement of rapid movement of the robot axes; the system also has a laser head for welding at the end of the robot arm. Capable

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