Manufacturing North America Issue 112

Manufacturing North America

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Get ready

Blistering growth

On the horizon

Technology can help manufacturers increase their operational abilities, at the same time as creating the added-value that customers now expect

Synergy Medical’s SynMed blister pack technology offers accuracy of 99.98 per cent – increasing efficiency and reducing production time

Cutting-edge advancements and materials are grabbing the attention of the manufacturing industry – which will really have an impact?

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For a competitive edge, visit www.danfossdrives.com

Manufacturing North America

Issue 112

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Issue | 112

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Blistering growth

On the horizon

Synergy Medical’s SynMed blister pack technology offers accuracy of 99.98 per cent – increasing efficiency and reducing production time

Cutting-edge advancements and materials are grabbing the attention of the manufacturing industry – which will really have an impact?

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Get ready Technology can help manufacturers increase operational abilities, at the same time as creating the added-value that customers now expect

Automotive sector Markus Winkler points out some key predictions for the automotive sector, which includes virtual reality in-car experiences

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Manufacturing Some cutting-edge advancements are grabbing the attention of the manufacturing industry. Gordon Styles talks about tech including exoskeletons and laser miniaturization

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Technology Pam Records believes manufacturers must turn to value-add programs to create a distinctive impression and build loyalty among customers

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Field labelling The North American market poses unique regulatory requirements for machinery and equipment, as Paul Taylor reports

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Artwork studio@schofieldpublishing.co.uk Research team Ian Shaw ishaw@manufacturingnorthamerica.com Joanne Jeffery jjeffery@manufacturingnorthamerica.com www.manufacturingnorthamerica.com Twitter: @MNA_magazine © 2019 Manufacturing North America

News

News and views from across North America

Profiles

Interviews and case studies BWI Group BWI Group is seen as the newest chapter of a rich automotive heritage

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Synergy Medical Synergy Medical is continuing to introduce its SynMed device to new markets

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Aavid – Thermal Division of Boyd Corporation Aavid, Thermal Division of Boyd Corporation, prides itself on constant innovation

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Stephenson Stephenson exports roughly one third of its products to the US

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Bromford Industries Bromford Industries is seeking to strengthen and expand its presence in the USA

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Manufacturing This case study highlights the benefits Wolfram Manufacturing is gaining from the use of a versatile abrasive tool for CNC machining from Brush Research Manufacturing

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Sales Philip Monument pmonument@schofieldpublishing.co.uk

Analysis and insights

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Editor libbie@schofieldpublishing.co.uk

Lead Features

Please note: The opinions expressed by contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effort is made to ensure that the information published is accurate, and correct at time of writing, 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 property of MNA, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Getting up to speed Markus Winkler highlights key predictions for the automotive sector in 2019 built off findings from the Capgemini Digital Mastery in Automotive Report and the COL Trend Study, and observations from the 2019 CES show in Las Vegas Markus Winkler

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he automotive industry is lagging in its digital transformation journey; it remains quite heavily industrialized and will require time to transform. But with increasing pressure and time to go green running out, the industry cannot delay in making strong digital investments that will show a

meaningful return to customers and partners any longer. With one foot in the present and the other in the future of tomorrow, automotive is investing in green.

Tasked with the challenge of stimulating e-car sales, 2019 will mark a shift in the industry between agile innovators and laggards. Meanwhile, consumers

Automotive sector

are not purchasing e-cars in the numbers forecasted, or at a rate that the industry and governments need to meet sustainability goals.

The consumer knowledge share In 2018 consumers felt inadequately informed about the electric car industry. Over

the next year, automakers are going to tackle the challenge of educating consumers about the most important aspects of e-cars that they don’t understand – vehicle batteries and charging equipment. This lack of education has been a cause for concern, industry players in the know are aware that the resultant

reinforcement of misgivings such as range anxiety, can be the cause for consumers losing interest in electric and switching back to ICE cars.

A key priority for OEMs will be addressing the lack of information consumers are reporting to ensure that individuals with an interest in e-cars are not put off at an early

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As perceptions around mobility continue to shift, we must expect disruption in the market. For example, LIDAR sensors are getting smaller and AI is getting smarter.

Over the next 12 months we’ll see increased investment across automotive as the sector fully realizes the potential for new revenue models in mobility for both consumer and shipment needs stage. Since many consumers want to inform themselves independently before contacting a retailer, selfservice and interactive tools are important. 2019 will mark a shift in the industry’s engagement and education point with the consumer.

The technology enabled experience will augment the e-car buying process Within the next 12 months, leaders in the industry will borrow learnings from other sectors to champion the consumer experience in the e-car buying cycle. As AI and IoT technology are now reaching maturity, automakers will consider how they can be leveraged to help drive sales.

Nearly half of consumers (47 per cent) say they prefer a mix of human and AI interactions when purchasing high-consideration products, while 36 per cent of consumers say their current car does not have connected car services which they would like in their next car. With brand heritage and driving experience losing their value to digital features and autonomous cars, this is set to play a very important role, especially in post-purchase decision making, particularly in the premium segment. 2019 will define the leaders from the laggards in the automotive space – those who can and can’t cater to the needs of instantaneous customer service

Retail will be better equipped For mobility or automotive

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companies, the challenge of tomorrow is green. OEMs will be tasked with enabling dealers to sell e-cars over the coming years.

Requiring both parties to confront the reality that selling e-cars takes longer, not least because of the amount of information and reassurance that consumers require. Partnership formation between OEMs and dealers will be a key theme of the coming year, they will need to work together to ensure that dealers are equipped and incentivized to create the necessary enthusiasm and commitment for selling e-cars.

After all, retailers will need to have a good reason to sell e-cars rather than other items in their inventory.

They also need convenient ways to help consumers find all the information they need to make a purchase decision.

Automotive will champion in-car experience As we edge closer to the fullyfledged autonomous experience (level 5), auto-manufacturers will need to augment the way we experience travel, yet this will be a gradual process. Mobility as a service opens up a huge opportunity for commerce, uncovering new and lucrative ways to target consumers who will be more accessible if they no longer need to focus on driving. At CES, Audi unveiled its partnership with Disney to create VR in-car entertainment designed to immerse passengers into a VR-based video game. Meanwhile, Hyundai’s virtual touch displayed a gesture-based system allowing passengers and drivers to interact with a virtual screen projected onto the vehicle’s windshield.

Within the next year, we should expect on-demand services, media content partnerships and smart home connectivity to evolve, but this is really just the beginning. Automakers will need to set themselves apart in the market and appeal to

Automotive sector

consumers by creating unique incar experiences and services. For instance, the “real-time emotion adaptive driving” from Kia unveiled at CES scans passengers in the car to detect heart rate and facial experience to provide a customized driving experience that reflects the passenger’s mood.

Autonomous drives future mobility As perceptions around mobility continue to shift, we must expect disruption in the market.

For example, LIDAR sensors are getting smaller and AI is getting smarter. Over the next 12 months we’ll see increased investment across automotive as the sector fully realizes the potential for new revenue models in mobility for both consumer and shipment needs. AI is going to continue to evolve and impact how automotive companies function and manufacture, from reduced development time to increased customer engagement by unlocking and optimizing user data. It will be critical for vendors to shift their focus beyond the vehicle component, and even beyond mobility to unleash new revenue models in a new digital setting.

We will see investment in digital culture To surpass traditional silos and help stimulate quicker decision-making processes, the automotive industry will begin investing in a digital culture.

Over six out of ten automotive respondents (63 per cent), including employees, managers

and leadership, say that culture is their top hurdle to digital transformation. The same research also reveals a strong disconnect between leadership and the workforce when it comes to understanding what digital culture means. At present, fewer than 30 per cent of automotive organizations have a digital unit or co-ordinate digital initiatives across silos, conversely nearly 70 per cent of digital masters (across all industries) have a digital unit. As automotive thinks digital in the new year, there will be an upsurge in leaders across the sector, prioritizing a digital shift – an online “center of excellence” can help set direction and share learnings, for example.

The formation of open innovation platforms will drive digital services With the very nature of how mobility is set to change in the coming years, digital natives – such as Google, Apple and the Chinese technology company, Alibaba – understand that while autonomous cars might give them an entry point to the sector, digital platforms, along with apps and services, will establish their long-term staying power. The Automotive industry is catching on, in 2019 automotive pioneers will begin to utilize a standardized and open digital platform for third-party contributors and partners, so that an automotive organization can increase innovation capacity significantly. Only 29 per cent of automotive firms have launched new businesses based on digital technologies. M

Markus Winkler is Executive Vice President – Global Head of Automotive at Capgemini. A global leader in consulting, technology services and digital transformation, Capgemini is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. www.capgemini.com

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On the horizon Top tech to watch in manufacturing.

By Gordon Styles

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here is constant buzz around the manufacturing industry when it comes to which technologies will impact its future and change how products are made. With pressure to become faster, better and leaner, manufacturers are exploring all available options to gain even the slightest competitive advantage.

At times, it’s hard to cut through the noise to determine which new ideas will be truly impactful, but it’s fun to try anyway. Let’s look at some of the cutting-edge advancements and materials grabbing the attention of the manufacturing industry.

Exoskeletons and Assistive Devices Manufacturers, along with many

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businesses and organizations, are exploring advanced powered and unpowered exoskeletons to enhance mobility, increase strength and protect against fatigue and injury in a variety of conditions. A concept that seemingly is straight out of sci-fi, exoskeleton technology has the potential to augment the abilities of a manufacturer’s workforce to increase productivity.

Originally when the concept of exoskeletons emerged, the default image most people had in their minds was a full body powered suit that would strengthen nearly every part of a worker’s body, and some companies are still working to perfect this concept. However, many developers have chosen to pursue the development of smaller and more specialized

Manufacturing

exoskeletons that can help with specific, repetitive tasks.

The most common exoskeleton technologies currently being embraced are tool-holding and bracing technologies, chair less chairs, back support structures or supernumerary robotics.

Both unpowered and powered versions of these technologies are available, which stabilize joints and reduce strain from tedious manual labor.

Ceramic 3D Printing Ceramic 3D printing is gaining a lot of attention. In the past, ceramic was not viewed as a viable 3D printing material due to its high melting point. Companies are finding solutions for this problem. Already Xjet of Israel is getting a lot of positive press from their NanoParticleJetting (NPJ) technology. This uses nanoparticles of metal or ceramic suspended in a non-volatile liquid printing matrix. The liquid is then sprayed in micro-dots for highresolution printing. After sintering, the liquid is baked off, leaving the base substrate behind. There is far less shrinkage with this process, so parts are strong and feature-rich. How fast or reliable these systems are in a production environment remains to be seen, yet it’s fascinating to bear witness to the number of innovative developers out there who are finding new ways to solve these technical problems.

The applications for ceramic 3D printing are extremely varied. The US army is researching ceramic 3D printing for the production of body armor and there is a huge market for medical and dental ceramics for this technology to tap into. The potential of this technology has led to companies racing to develop and release ceramic 3D printing resin and materials.

On the research front of this technology, the City University of Hong Kong is claiming to have

successfully developed the first 4D printing process for ceramics.

This is the creation of 3D printed objects that can change over time (the fourth dimension). The objects reshape over time due to an external force. This can be a temperature, a magnetic field or mechanical forces.

Laser Miniaturization The Massachusetts Institute of Technology (MIT) announced that it has created a way to shrink objects to nanoscale using a laser. The system produces 3D structures that are one thousandth the size of the originals. According to MIT News, “researchers can create any shape and structure they want by patterning a polymer scaffold with a laser. After attaching other useful materials to the scaffold, they shrink it, generating structures one thousandth the volume of the original.”

The method they are using is being referred to as implosion fabrication. Imagine being able to make parts smaller than what can be viewed with a microscope and the implications this could have for the medical and robotics fields. This proves that one of the next frontiers for manufacturers is the race to small. The research around this methodology was only recently unveiled so there are many questions surrounding its practicality. Even so, the progress that has been made and the possibilities are exciting – an emerging technology worth watching.

Graphene In five to ten years, everything will have graphene in it. Graphene’s structure consists of a single layer of tightly bound atoms that are in a hexagonal lattice – think a honeycomb. It’s being touted as the thinnest substance ever made, yet it has a very high tensile strength. The tight atomic structure of graphene contributes

to better conductivity. It has the potential to create more efficient batteries and charging technologies, making it ideal for the growing electric vehicles and electronics industries. It’s also been mentioned as a key ingredient for Wi-Fi receivers, medical implants, water filtration, and more.

The downside of graphene has always been that it can only be produced in tiny batches through a process that is not very economical or fast. Within the past year, companies and research organizations have started to announce their progress toward reaching the holy grail of graphene mass production. No clear winner has emerged, but once they do, expect graphene to take off as a material of choice for many major industries around the world.

While some of these technologies could take years to become fully viable, the innovation around the manufacturing industry cannot be denied. This is just a short list of the top tech to watch over the next year. However, given the nature of innovation, any of these new developments could be displaced at any given moment by the next disruptive technology. M Gordon Styles is President and CEO of Star Rapid, a global rapid prototyping, rapid tooling and low-volume manufacturer.

The company focuses on rapid prototyping, CNC machining, metal 3D printing, injection molding, pressure die casting, vacuum casting and a wide range of finishing services.

Offering competitive prices and short lead times, Star Rapid places special emphasis on producing accurate and highquality products and parts for its customers. www.starrapid.com

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Time to get ready Pam Records takes a look at supporting differentiation with technology and a commitment to value-added services 8 www.manufacturingnorthamerica.com

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tanding apart from the competition is more difficult than ever before - yet essential.

Manufacturers must turn to value-add programs to create a distinctive impression and build loyalty among customers.

Enhancing the customer

experience, from order entry to after-market service, is one of the most effective ways to build relationships that are resilient to aggressive competitors.

Even in business-to-business (B2B) industries, customers have high expectations and demand timely, responsive service.

Technology

provides the distinctive edge that will make all the difference. Here are several examples of solutions which will help you create customer intimacy and enhanced field service.

Internet of Things Smart sensors can be embedded in products sold and used to help monitor the performance of the product. The sensors can track physical conditions, such as temperature and vibration, looking for early warning signs that service or maintenance is needed. The product can even automatically email the owner or service provider of needs, such as filter that needs to be replaces or a belt that starts to show signs of wear. Automated responses can be triggered, such as dispatching a technician or reserving a replacement part in inventory. The sensor-generated data can also be used to track the lifespan of the product, determine when calibration or preventive maintenance is required.

Customer alignment Having an advanced CRM solution is important today for managing accounts, promotions, expected purchases, as-serviced history, and the account’s purchasing and billing details. A modern solution helps you anticipate needs and be proactive in building relationships. A CRM solution along with predictive analytics will also help you anticipate next likely purchases and make suggestions for upsell and crosssell purchases.

At your service Consumers expect websites which recommend purchases and suggest related products.

Customers expect the same type of omniscient ability to sense and advise to carry over to the business world. Fast turn-around times, personalized products, attentive sales people, excellent

credit terms, error-free deliveries, and responsive customer service and field service are other mandatory table-stakes.

With so much at stake, a manufacturer must strive to enhance service offerings and go above and beyond the standard selections. Technology often

Advanced service solutions contain functionality to help manage the service desk. This is important for timely, accurate response to customer questions.

Connectivity across the organization makes it easier for customer service representatives to answer questions and access

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Technology

real-time status of parts inventory, technician schedules, warranty and service agreements, as well as dispatch of service crews.

With convenient access to data, the customer service team can quickly and accurately answer questions for customers about orders, billing, and service requests. Visibility is the key.

Scheduled to please No one wants to wait for the service technician to arrive.

Getting the right technician to the right place at the right time, with the right parts and tools is essential. With advanced dispatch tools, the process can be simplified, increasing productivity of service fleets and ensuring faster response to customer.

After the sale is done Warranties and service agreements are important service offering for customers. In order to manage the program, you need advanced service solutions which can help you track extended and multi-tier warranties, ensuring proper billing. Service agreements can also be a major form of revenue, as long as they are well managed, highly productive and efficiently leverage parts and labor. Service-centric functionality will help you schedule preventive maintenance calls that are part of the service agreement.

Predicting needs Visibility into customer purchase history, including details of models and any special configurations, will help the service operation predict parts, revenue, and staffing requirements, by region. This forecasting will help manufacturers by ready with resources - from spare parts to technicians, even when spikes in demand occur. Visibility into the supply chain readiness will also help manufacturers understand the necessary back-up stock requirements and minimize

inventory of costly parts.

3D printing of parts If rare parts aren’t available, the manufacturer may be able to employ 3D printing to create the part in a timelier and more costeffective way than a special order from a supplier that is continents away or no longer in business. 3D printing has evolved to become an effective way to manage inventory and keep service onschedule.

On the road Sensors embedded on service vans will help dispatchers track location of vans so they can route or reroute technicians as needed to answer emergency service calls. Tracking van location also helps monitor technician productivity and accurate billing of customers.

By the rules There are times when product operation needs to be monitored to ensure safety and environmental regulations are being met. Or, improper practices, like dismantling safety warnings, may void the manufacturer’s warranty. Sensors can help technicians monitor that the machinery is being operated within recommendations.

From anywhere Field technicians need remote access to data, such as inventory of parts and status of warranties.

Mobile solutions give technicians the data they need to make well-informed decisions in the field, including the ability to sell replacements units or upgrades.

Virtual Reality (VR) Virtual environments are being used today to help train the next generation of service technicians.

As senior professionals are retiring, tribal knowledge is very valuable and must be passed to new trainees. VR can be used

help train technicians on complex machinery, especially when the machinery is remote or in a dangerous location.

Wearables and video Video-enabled connectivity can help the field technician communicate and share video with a senior technician or design engineer at headquarters to obtain guidance. Wearables can also give technicians handsfree access to the system.

Drones, robotics, and AI-enabled assistants are other ways the digital service operation may use technology to enhance service.

Where to start The most critical advice is take action now. Delaying investment in the service operation will make you vulnerable to aggressive competition. Start by reviewing your existing IT solutions and considering how digital technologies can help you align with the customer base, speed service resolution rates and build a competitive edge. A well-run service operation can generate added revenue - as well as build relationships with customers.

Start-ups will find it difficult to compete with the full array of service offerings, from warranties to maintenance plans. Technology can help you increase your operational abilities, while adding the advanced value-add features customers expect. Service is a critical component of next generation manufacturing. Get ready now. M Pam Records is manager, product marketing at Infor.

Infor builds business software for specific industries in the cloud. With 16,500 employees and over 90,000 customers in over 170 countries, Infor software is designed for progress. www.infor.com

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Waste-to-gas plant completed BTA International GmbH, a specialist for the wet-mechanical pre-treatment and subsequent digestion of organic waste containing impurities, and its North American partner CCI BioEnergy Inc. have completed a major waste to gas facility in Varennes, Quebec.

The facility is owned by the Canadian Société d’économie mixte de l’est de la couronne sud (SÉMECS), a public-private partnership between Biogaz EG and regional county municipalities (MRCs) of La Vallée-du-Richelieu, MargueriteD’Youville and Rouville, a group of 27 area municipalities. The facility was commissioned on 30th July 2018.

BTA International GmbH (BTA) and CCI BioEnergy Inc. (CCI) were selected

by SÉMECS to design and supply the BTA® Process for the project. BTA & CCI delivered a services package, which provided the facility and process design, key process equipment, the software components for the plant, and a training/start up package through to daily operations phase.

The plant treats household organic waste generated by residents. It also receives and processes commercial organic material from various sources and converts it into biogas. The biogas is used to fuel the boilers which provide the required heat for the facility and the biological processes.

www.bta-international.de

New US facility Smurfit Kappa is continuing to extend its global Bag-in-Box® footprint by acquiring a new facility in Texas, US. The packaging leader has strengthened its Vitop® tap manufacturing capabilities with the acquisition of an injection facility in San Antonio. The Vitop® tap occupies the No. 1 position in the world for wine taps and has revolutionised the Bag-in-Box® system due to its tamper-proof design and extended shelf life.

The new plant will play an important part in the US market. Premium bag-in-box wines are a rapidly growing segment in the North America beverage sector. Smurfit Kappa has also seen increased demand for liquid packaging solutions for olive oil, water, fruit juice and motor oil.

A series of investments will be made to equip the new 100,000 sq ft facility with additional technology to provide a number of Bag-in-Box® solutions including the new Delta tap for rigid packaging.

Didier Pontcharraud, CEO of [Smurfit Kappa] Vitop® noted: “The new plant will support the growth we’re seeing in both the wine and non-food markets in the Americas and will facilitate the development of state-of-the-art new dispensing technologies.”

www.smurfitkappa.com

End-to-end approach Tecsys Inc. an industry-leading supply chain management software company, has announced that its warehouse management system (WMS) has been extended with top-tier distributed order management (DOM) capabilities following its acquisition of market leader OrderDynamics, providing newfound omnichannel efficiency benefits for customers. This end-to-end technology approach enables 3PL companies, distributors, and retailers, including brand managers, to handle the complexities of multi-faceted fulfilment demands like never before. This is critical as organizations increasingly strive to simplify their operations network wide while meeting the volatile demands of their customers.

Forrester, IDC, IHL, and Gartner have all recognized the standalone DOM system as a performant solution underscored by its high capacity of more than 1.6 million single line orders per hour. Using rule-based procedures to determine how best to fulfil customer orders, the system streamlines the fulfilment process across a wide spectrum of inventory locations and balances cost with customer expectations for orders to be fulfilled on time and in full.

The new integration between Tecsys’ warehouse management and DOM systems enables distributors to source inventory from the most cost-effective locations, a remarkable and essential capability in today’s fast-moving omnichannel environment. Effective order orchestration functionality ensures optimal order routing that draws on the most appropriate inventory. Real-time inventory visibility makes this possible by unifying inventory pools across many channels to provide a single, enterprise-wide view of available goods.

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News Siemens HL-class gas turbines combine the best of past experiences with newly developed technologies. Thus, efficiency and performance are pushed to the next level.

Turbine order secured

Siemens has secured an order in the US for the re-powering of Cooperative Energy’s R.D. Morrow, Sr. Generating Station facility in Purvis, Mississippi. The customer will use Siemens’ cutting-edge HL gas turbine technology to re-power the facility’s existing coal-powered steam turbines. This is the third order that the company has received for its new HL-class gas turbine. The natural gas-fueled combined cycle power plant will have an installed capacity of approximately 550 megawatts and will supply reliable electricity to Cooperative Energy’s Member cooperatives, which serve approximately 430,000 homes and businesses across the state.

Cooperative Energy will re-power one of its existing coal-fired generation units with a Siemens SGT6-9000HL gas turbine. The scope of supply also includes an SGen63000W generator and the SPPA-T3000 control system. Siemens has also been awarded a long-term service agreement, which will help support the gas turbine and generator’s optimal operating efficiency during the life cycle of the project. The contract includes service on parts, repairs, field services, program management, and offerings from Siemens’ Omnivise Digital Services portfolio, including remote monitoring and diagnostics.

www.siemens.com

Louisiana project comes online Fluor Corporation’s joint venture with TechnipFMC has successfully completed its engineering, procurement and construction management services scope of work on Sasol’s world-scale petrochemical complex in Westlake, Louisiana. The joint venture will continue to provide assistance to the Sasol team with remaining activities by working with Sasol in parallel on transition plans for each unit and system. The joint venture team will also assist in performance testing for the complex.

A 1.5-million-ton-per-year ethane cracker is at the heart of the complex, which also includes six downstream chemical units and associated utilities, infrastructure and offsites.

“This milestone is the culmination of nearly seven years of hard work by Fluor’s project team and we are proud to have successfully delivered our scope,” said Mark Fields, president of Fluor’s Energy & Chemicals business in the Americas.

“We brought our extensive U.S. Gulf Coast construction and megaproject expertise using our integrated solutions approach, and we are proud of the lasting positive impact this project will have on Southwest Louisiana.”

The project achieved first steam in August 2018. Utilities to support the early process units were fully operational by the end of November 2018 and the linear low-density polyethylene unit achieved beneficial operations in February 2019.

www.fluor.com

New Ohio Aerospace Technology Center DuPont Transportation & Advanced Polymers (DuPont) has opened its new Aerospace Technology Center at the DuPont™ Vespel® manufacturing site in Valley View, Ohio. DuPont leaders were joined at a celebration event by customers, suppliers, government officials, employees and company leadership.

“Innovation and collaboration are the keys to meeting the rapid pace of change and growth in the aerospace industry,” said Randy Stone, President, DuPont Transportation & Advanced Polymers. “We are excited to welcome our customers and suppliers to this new Technology Center to help them experience firsthand how new advances in technology can help us all capitalize on new opportunities and drive industry growth.”

The new Technology Center will showcase technology advancements that support current and future aerospace designs with products for wear, friction and sealing applications. The Center will also feature unique collaborative work spaces that will enable demonstrations and technical training for current and future customers and suppliers.

“We are excited that the new Technology Center will help strengthen the state-of-the art operations at our Valley View facility,” said Jana Green, DuPont Valley View Plant Manager. “The investment we are making in our people and at our site help build pride and confidence in our commitment to safely produce composite parts for aerospace and specialty industrial applications now and in the future.”

www.plastics.dupont.com

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Testing Laboratory (NRTL). In Canada, the equivalent process is known as Special Inspection and must be performed by an Inspection Body approved by the Standards Council of Canada (SCC). The approval of electrical equipment and systems is similar to the USA and is outlined in article 2-024 of the CEC (Canadian Electrical Code).

Manufacturers that produce bespoke machinery for use in the US, end-users that are relocating existing equipment to a new facility, and those that have purchased used equipment or equipment without proper certification, must comply with local electrical safety requirements.

However, many businesses are confused which route they should take – should it be Nationally Recognized Testing Laboratory (NRTL) certification or Field Labelling?

Capitalize on the potential Paul Taylor

The USA machinery exports Green Card.

By Paul Taylor 14 www.manufacturingnorthamerica.com

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he North American market poses unique regulatory requirements for machinery and equipment. Certification for this market involves highly complex requirements, with a multi-tier legal system where laws and applicable electrical and safety codes vary greatly in each city, state and province. Machinery manufacturers that want to export to the US must therefore gain the appropriate certification to prove their equipment meets the correct local safety requirements.

In the US, testing for compliance must be performed by an authorized Nationally Recognized

NRTL certification The NRTL programme is administered by the Occupational Safety and Health Administration’s (OSHA) Directorate of Technical Support and Emergency Management. NRTLs are independent, third-party test and certification organizations recognised by OSHA as meeting legal requirements for product safety testing and certification services. An NRTL organization must have the necessary capability, both as a product safety testing laboratory and as a product certification body, to ensure that machinery meets relevant safety standards and is safe for use in commercial environments.

NRTL field evaluation services include listing, labelling and National Electrical Code (NEC) inspections. The NEC is a set of minimum requirements for safety of wiring and electrical installations, covering the installation of conductors, electric equipment, signalling and communications conductors and

Field Labelling

equipment, and fibre optic cables.

OSHA accepts products certified by a NRTL when: • The product is labelled or marked with the registered NRTL certification mark.

• The NRTL issues the certification for a product covered within the scope of a test standard, for which OSHA has recognized it.

• The NRTL issues the certification from one of its OSHA-recognized locations.

NRTL certification is required for many mass-produced products and involves full type-testing of product samples and ongoing audits of the factory. However, this would prove to be a very costly exercise for bespoke equipment.

Field Labelling Field Labelling is a more effective approach for individual machinery and low-volume production runs.

It is the process of inspection and application of a label onto a product to indicate that basic electrical and safety requirements are met for entrance into the North American market.

An evaluation of such equipment by an approved NRTL will typically take three or four days, depending on the complexity of the equipment. The first part of this evaluation is done at the machinery manufacturer’s site. This preliminary inspection is intended to assess the overall construction and safety of the machine to the relevant technical standards. It is therefore not necessary to assess aspects of compliance that are unique to the final installation site.

Once the equipment has been installed at the machinery end-user’s site in the US, the final evaluation focuses on the installation-specific requirements of machine compliance with the regulations and standards. After the final inspection has confirmed compliance with all applicable requirements, an NRTL field label

is applied to the equipment.

State OSHA organizations, county and municipal authorities follow the OSHA requirement by requiring electrical products (i.e. machinery) to be approved before the product may be used in workplaces within their jurisdiction. These authorities, who enforce safety requirements for specific locations, are referred to as AHJs (Authorities Having Jurisdiction) in the US and have responsibility for approving equipment, equipment installations and procedures. A field label denotes to the AHJ that the equipment has been inspected by the NRTL and that all requirements of the technical standard have been complied with.

Lists of approved products are published by organizations approved by OSHA and recognised by the AHJs, so it is imperative that both manufacturers and US-based end-users of machinery review these periodically to check if there has been any change to the equipment listed.

Such listed equipment is subject to periodic inspections

to ensure that it still meets local safety requirements and that the equipment is being used for its intended purpose. During such adhoc inspections, AHJs will look for this mandatory label to prove that the equipment complies with local regulations and standards.

Another layer of complexity is the requirement to use NRTLrecognized components in equipment, including safetycritical components such as fuses and cables. While this may seem daunting, in reality most well-regarded components have dual certification, meeting both NRTL and IEC standards, so manufacturers should not find themselves in the expensive situation of designing one product for the North American market and another for EU countries.

Field labelling ensures that your business can capitalize on the huge potential of the lucrative US and Canadian markets for industrial products. Conformance to the relevant inspection and field labelling requirements is a prerequisite for local authorities to grant permission for your equipment to be placed into service. A positive inspection result will enable the appropriate label to be applied to your product and thereby facilitate a smooth market entry. Likewise, end-users of machinery in the US can ensure that their site, which is using the machinery, experiences no costly down-time by selecting a diligent supplier and ensuring that every machine they use meets the relevant compliance requirements of local jurisdictions.

Paul Taylor is Head of Industrial Products (UK) at TÜV SÜD, one of the world’s leading experts in product testing and certification, with 150,000 product certificates in circulation globally. Its TÜV SÜD Product Service division analyzes over 20,000 products each year in Europe, Asia-Pacific and the Americas, ensuring that products are safe, reliable and compliant, while minimising liability risks for manufacturers, importers and retailers.

TÜV SÜD’s Machinery Safety Division is the UK market leader in machinery safety, providing a range of services on a world-wide basis; TÜV SÜD BABT is the world’s leading radio and telecommunications certification body. www.tuv-sud.co.uk

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Smooth operation It is possible to decrease cycle and finishing time thanks to a versatile abrasive tool for CNC machining

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or contract part manufacturers, the ability to produce tight tolerance parts at a faster rate is the key to remaining profitable in a crowded, highly competitive market. To do this, machine shops constantly seek out creative ways to improve on overall cycle time, including speeding metal finishing operations.

Although machine shops may have some auxiliary finishing equipment, the primary focus is on the machining. As a result, many shops must send parts out for secondary finishing steps such as thermal deburring, tumbling and burnishing.

However, for job shops like

Wolfram Manufacturing, a company that machines metal parts with complex geometries on 4- and 5-axis machines, sending out parts for secondary finishing not only adds to the cost, but can impact quality and increase the time it takes to deliver the parts to customers.

“There’s the additional time, not to mention the additional cost of having someone else do the work time. In the competitive environment today, we’re often faced with short lead times from customers,” says Tim Urano, Quality Manager at Wolfram Manufacturing. “Having to send parts to an outside vendor eats into our lead time and takes significant planning.”

Manufacturing

A better alternative for many machine shops, says Urano, is to incorporate machine tools that can complete the finishing tasks within the machining process.

“Any time we can incorporate secondary operations right into the machining process, we save time, money, and reduce our work in progress,” adds Urano.

In one example, Wolfram Manufacturing was charged with making a unique part for a sliding valve assembly with complex internal geometries that require a high surface finish on the internal bore and the elimination of any sharp edges from drilled holes.

Sliding valves, which are movable elements in a system, are used to direct the flow of a working fluid into the proper channel. The assembly is part of a larger product used in pressurized down-hole drilling tool.

To operate properly, the valves utilize O-rings that must be seated properly and maintain tight contact with the bore without getting cut by any sharp edges from intersecting holes or undercuts.

“The customer’s primary concern is that the O-ring seal is protected from being cut or damaged by any sharp edges or burrs,” says Urano. “It is one of the main reasons we use the FlexHone Tool.”

The Flex-Hone, from Brush Research Manufacturing, is a

While FlexHones are often used with automated production equipment, they can also be used for offline deburring. If during post-processing or inspection any damage occurs to the bore finish, Wolfram is able to go back in with the hone and clean it up Manufacturing had to reliably remove burrs and sharp edges in cross-drilled holes and other difficult-to-access areas such as undercuts.

“The part has some undercuts and some intersecting cross-holes so we use the tool to edge break and help blend the chamfers at the same time,” says Urano. “The hone is one of the only tools that

highly-specialized abrasive tool characterized by the small, abrasive globules that are permanently mounted to flexible filaments. Available in many sizes, abrasive types and grits, the tool is used for deburring, edge-blending, cross-hatching, and removing cut, torn or folded metal.

“It’s very easy to put the flexible hone in a toolholder, give it a simple toolpath cycle and let it run. With some of the other inmachine deburring tools it can take complex 4-5 axis paths to be effective,” explains Urano.

To satisfy the customer’s requirements, Wolfram

can reach that edge. It doesn’t alter the feature geometry, but it rounds it enough that it won’t damage the O-ring.”

A high surface finish is called out on the internal bores where the valve assembly actuates. As part of a multi-step process, Wolfram Manufacturing utilizes a coarse grit Flex-Hone to smooth out any irregularities left during drilling and finishes the bore with a fine grit hone.

“Final finishing operations don’t accommodate much variation, so they need the uniform surface preparation that the flexible hone provides,” explains Urano. “By using these tools, we can achieve more consistent results.”

While FlexHones are often used with automated production equipment, they can also be used for offline deburring. If during post-processing or inspection any damage occurs to the bore finish, Wolfram is able to go back in with the hone and clean it up.

Urano adds that Wolfram Manufacturing will continue to use the brush, “Whenever we see applications with intersecting holes, or particular surface finishing requirements in a bore, it’s one of the first tools we will go to.” M www.brushresearch.com

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Partnering the best A recognised manufacturer of brake and suspension systems, BWI Group has nearly 100 years of experience and continues to challenge itself by integrating the latest Industry 4.0 practices into its production process

Craig A. Diem

BWI Group, Cheb

18 www.manufacturingnorthamerica.com

We deliver the same quality and performance from each and every one of our sites. In fact, we are now launching two customer programs where we will be manufacturing the same designs from multiple locations. Like any world-class component manufacturer, we have set up lean production processes and we are striving to continuously improve these, as well as eliminate waste

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| BWI Group

BWI Group, Greenfield

BWI Group, Krosno

BWI Group, Chihuahua

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eneral Motors, BMW, Audi, Ford, Honda, Jaguar Land Rover, Ferrari, Lamborghini, PSA…the list goes on. There is at least one thing that these prominent car manufacturers have in common – they are all clients of BWI Group, a premier chassis supplier, whose specialism lies in the design and manufacture of brake and suspension systems for the global transportation market.

BWI Group is seen as the newest chapter of a rich automotive heritage, which began as Dayton Engineering Laboratory Company (Delco) in the early 1900s.

The business created the first electric starter for the global automotive market and went on to also introduce innovations in automotive lighting, ignition, and other products. Later on, as part of General Motors, Delco Products and Delco Moraine were formed as sister divisions of the corporation.

The early 1990s saw the merger of Delco Products and Delco Moraine to create Delco Chassis.

Following the formation of Delphi

by General Motors in 1999, Delco

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Chassis became Delphi Chassis.

It was then on November 1, 2009 that BWI Group became the owner of Delphi’s suspension and brake businesses.

“We are a ‘vehicles systems’ company so we know passenger vehicles inside out and how to execute passenger vehicle programs,” begins Craig Diem, Global Director, Manufacturing Operations. “Over time, we have gained a lot of experience in almost every area related to developing products and bringing them to the market. Our history of producing braking and suspension

BWI Group Suspension Strut

BWI Group Twintube Shock Absorber

systems is nearly century-old and today, passive damper production still makes up a large percentage of our total overall sales, due in large part to great turnability, repeatability, and product support,” he adds.

Going on with his account of the company’s most popular solutions, Craig points out BWI’s brake system control technologies, which have helped the business make a name for itself in the Chinese market. “Furthermore, our Magneto-Rheological Powertrain Mount technology is making inroads, particularly in North America and Europe, and our MagneRide active suspension system is a very powerful and wellknown ride and handling tool.

“The Magneto-Rheological Powertrain Mounts build upon our MagneRide experience and are a very exciting ride and handling technology unique to BWI Group. It is one of our latest technological innovations where magnetorheological fluid is utilized inside the engine and/ or transmission mounts to offer an expanded range of comfort and control. We have also recently introduced some new hydraulic tuning features for passive shocks and struts, as well as started offering electric park brake systems in the China market,” Craig finishes his overview of BWI Group’s most recent developments on the innovation front.

It was established earlier on that the business boasts an impressive clientele and, given the nature of BWI Group’s products and their huge impact on both ride quality and handling capability, the company enjoys a very close working relationship with all of its customers. “It is certainly exciting to be associated with so many innovative companies that are also some of the biggest names in the automotive industry and we are happy to be involved in their projects from the very beginning right through to production and

BWI Group

beyond,” Craig comments.

As a global company, BWI Group runs multiple facilities around the world where it works its magic. The company operates several manufacturing sites in Europe – in the UK, Poland, and the Czech Republic; a few more in China, including Shanghai and Beijing; and two in North America – in Chihuahua (Mexico) and its newest location in Greenfield, Indiana. Together with these, the organization has a number of technical centres in these areas.

“We deliver the same quality and performance from each and every one of our sites. In fact, we are now launching two customer programs where we will be manufacturing the same designs from multiple locations.

Like any world-class component manufacturer, we have set up lean production processes and we are striving to continuously improve these, as well as eliminate waste,” Craig sheds light on the manufacturing practices adopted

by BWI Group.

He then turns his attention to the $80 million production facility in Greenfield, which has become the company’s most automated site. “The development entails the use of more robotics, the better use of one piece flow, and the more efficient utilization of Industry 4.0 techniques,” he discloses. “Our goal for this and for all of our locations is to continue to introduce more digitization and Industry 4.0 principles, in order to remain competitive and deliver products of the highest quality to our customers.

“The Greenfield facility not only expands our footprint in North America, but also brings us closer to our customers on the continent. With two facilities there, we can better serve them from a logistics standpoint and improve our efficiencies. When we chose to build in the US, we focused precisely on achieving better efficiencies and adding extra

automation,” Craig explains.

“From a manufacturing perspective, our plate for 2019 is quite full,” he imparts the company’s intentions for the coming months. “Every one of our sites is launching new customer programs, which we must execute flawlessly from a customer, as well as BWI perspective. The new Indiana facility is getting ready for our first damper program very soon and shortly after, we are planning to start a second customer program in Q4 of this year. All in all, the outlook for 2019 is very bright and sets us up well for our continued success and future growth.” M

BWI Group Products: Brake and suspension systems www.bwigroup.com

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Growing at a blistering pace

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Profile

| Synergy Medical

Synergy Medical’s SynMed technology has proven instrumental in the increased use of convenient blister packs, designed to improve medication management and consequently health outcomes. SynMed automation ensures accurate and efficient production of this adherence packaging

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lister cards were a welcome innovation in their day. Having medications grouped by the hour and the day of the week has certainly made it easier for patients to adhere to their treatment regimens and take their medications regularly. Their benefits notwithstanding, the growing use of blister cards also significantly increased the workload in pharmacies – their manual preparation is labour-intensive, repetitive, and subject to errors. It quickly became clear that an automated solution that would ensure accuracy, precision, and safety, was needed. Enter Synergy Medical and its SynMed device, which revolutionised the process of distributing pharmaceuticals into dosing blister cards in 2008 after four long years of research, development, and thorough testing.

“Our system uses robotic and vacuum technology to securely dispense solid oral medications into blister packs.

Both the hardware and software of SynMed are unique and were developed in-house by our team of engineers,” clarifies Jean Boutin, President of Synergy Medical. “The company’s customers are primarily pharmacies and our product is installed in places like closed-door long-term care pharmacies, independent retail pharmacies, and large central fill production environments. Our customers also include mental health clinics, health systems, and federal correctional facilities.”

A high-turnover pharmacy in Montreal was the first institution that put its faith in SynMed. It was 2008 and before the year was through, three more pharmacies acquired the system. Two years later, the first US-based pharmacy purchased the now-improved technology and today, 30 per cent of SynMed installations can be found across 38 states in America. The majority of the robots produced so far (60 per cent) are in Synergy Medical’s native Canada, while the remaining ten per cent have been placed in Europe, mainly in the UK, where the company began trading in 2016.

Jean takes over to detail some of the core characteristics and benefits of the device: “It all starts with the accuracy of the product, which is 99.98 per cent. In comparison, one can expect a five to ten per cent error rate with manual production. It is a given that automation leads to greater efficiency; in fact, SynMed

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reduces production time by up to 80 per cent and pharmacist verification time by 50 per cent.

In practice, with SynMed XF one technician has been shown to produce 85 single-dose and 35 multi-dose cards per hour, and with SynMed ULTRA (the high-capacity version of our automation) two technicians have been able to produce 200 single-dose and 100 multi-dose cards per hour.

“The robot is also interfaced with virtually all pharmacy operating systems and with various systems for electronic medication administration records (eMAR), which contributes to its flexibility.

What is more, our software provides a lot of customization options for our customers. The ability to offer a unique adherence label and convenient blister pack helps pharmacies attract new customers, enhances customer loyalty and retention, and, effectively, generates stronger growth,” Jean points out.

“It has also been estimated that the average patient only fills 7.4 out of 12 refills of their maintenance medication for a chronic condition,

24 www.manufacturingnorthamerica.com

but when the medications are inherently synchronised with blister packs, as is the case with SynMed, the rate jumps to an average of 11 out of 12 refills. What this means for a pharmacy, is that for every 100 patients in sync, it can expect $90,000 in additional annual revenue from the same patient base,” he continues.

Synergy Medical is a company that always keeps itself on its toes and as such, it continuously streamlines its processes. Over the last 18 months, the company has transitioned to lean manufacturing, having implemented Kaizen methodology, with a heavy

emphasis on personnel technical station training.

“The impact on efficiency and quality is measurable, and we effectively doubled our production capacity.” comments Jean. “This year, we are planning to release a new verification technology as well, that will identify any potential error throughout the entire blister pack production process – from start to finish, whether it is human or system error.”

Favorable conditions The end of February 2019 saw the close of Synergy Medical’s fiscal year, which revealed a revenue growth of 25 per cent, compared to the previous year. Significant growth is being projected again for 2019-2020 and Jean hopes that certain emerging market drivers in the US will enable his business to expand its presence in the country.

He explains: “While multi-dose blister pack use is well-established in markets like Canada and the UK, less than two per cent of all oral solid medications in the US are dispensed in blister packs. The good news is that the message is

Synergy Medical

finally getting through that these packs, also known as adherence or compliance packaging, are an important component to any adherence strategy.

“Over the last few years, a great emphasis on the cost of medication non-adherence has been observed. This happens on several levels. Payers want to improve drug adherence to reduce overall medical costs, while Medicare Advantage wants to improve it, in order to increase their quality-based star ratings and receive bonus payments,” Jean remarks. “Consequently, pharmacy benefit managers (PBMs) are looking to react to their customers’ more sophisticated demands, as the latter view adherence as a critical aspect of a PBM’s performance. Then, pharmaceutical manufacturers want to optimise compliance to increase their revenue, and, finally, for pharmacies, improving adherence means filling more prescriptions, generating more traffic and revenue, and continuing to evolve as a valuable community health resource,” he brings his

overview to an end.

With market conditions promising to remain favorable for Synergy Medical, Jean looks bravely into the future, which should see the company maintain its leadership position in its current markets, while targeting new geographical areas where blister pack use is common and automation options are few.

“Germany and Australia are two countries we are willing to grow into,” he reveals. “In the meantime, we will continue to be a flexible customer-focused manufacturing company that establishes and nourishes good relationships with our partners.” M

Synergy Medical Services: Pharmacy automation for single and multi-dose blister packs https://synmedrx.com

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Playing it cool A world leader in thermal management solutions and innovation, Aavid – Thermal Division of Boyd Corporation – offers a broad portfolio of cooling technologies and capabilities

Main image: Machining highly engineered channels inside a liquid cold plate prior to brazing

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Profile

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| Aavid – Thermal Division of Boyd Corporation

rom its own selfconfessed humble beginnings as an industrial fabricator in the Bay Area of California in 1928, Boyd Corporation (Boyd) has evolved into a dynamic global innovator with more than 90 years of customer-focused performance success when it comes to advanced sealing, thermal management and protection solutions. Partnering with its customers to solve their most complex technical challenges, Boyd uses a combination of deep application knowledge, materials science expertise, and highly engineered custom solutions to enable technology advancement.

This has helped it to align with the world’s leading OEMs and empower the solutions of the future.

Over the last decade, Boyd has developed a robust acquisition strategy with a keen sense of identifying world-class business operations that, when combined with Boyd, create new value for customers. One of these is Aavid – formally known as Aavid Thermalloy – a leading global provider of electronics cooling solutions and services dedicated to innovative thermal management.

“Prior to Boyd’s acquisition, Aavid itself had a strong track record of purchasing wellestablished brands such as Thermacore and Kunze in Europe, thus rounding out a well-balanced thermal solutions portfolio,” explains Boyd’s Vice President of European Operations, Jeanette Bragde. “This portfolio includes low to high volume production from various metal fabrication techniques, design teams at the forefront of innovation, and thermal solutions that help to solve a broad spectrum of heat generation needs.

“Boyd has long been the foremost expert in converting twodimensional thermal management solutions like graphite heat

Top image: Annealing chamber for post-brazing process Middle image: Clean room for heat pipe testing and medical application testing Bottom image: Vacuum brazing oven for high performance cold plates and heat exchangers

spreaders and thermal interface materials. Combining our thermal solutions with those of Aavid further rounded out the joint product portfolio with solutions for any thermal load, in virtually any dimensional space.

Furthermore, having additional complementary solutions for customers to pull from on every continent means that we can shift as our customers need us to, while an enhanced global scale allows us to offer the lowest total cost solutions in a competitive global marketplace.”

Boyd’s global engineering organization approaches design

work with a mind for velocity, as it understands that its customers need solutions quickly. It also commits to its customers’ excellence, responsiveness, global availability and reliability, all of which culminates in close partnerships and long tenured business relationships. “By understanding our customers’ current requirements and anticipating their future needs, we can provide solutions that are best suited to their product and more likely to ensure success,” Jeanette states. “Working closely together and questioning how we can both do better always results in a better overall product design, which in turn fosters trust and respect, leading to better collaboration and to everyone winning smarter and faster!”

Another key strength of Boyd’s global footprint is diversity, as Jeanette goes on to add.

“Together, we possess diversity in terms of the solutions we offer, the industries we serve, our respective geography, manufacturing processes and fabrication techniques, ethnicities and nationalities. This diversity brings strength in how we solve problems and how we respond to market highs and lows.

“We have the ability to be a one-stop-shop for many customers and pride ourselves in being able to convert virtually any material in the most efficient, cost-effective manner possible, and better than anyone else in the world. With the acquisition of Aavid, we stand as the world leader in electronics cooling, including natural and forced air convection, liquid cooling systems, two phase cooling and heat pipes, and heat exchangers.”

Arguably one of the company’s greatest strengths, however, is its ability to continually develop new technological solutions. “Our in-house R&D activity is focused predominantly on analysing the design challenges of tomorrow,”

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The power of sealing Quick-release couplings for thermal management Stäubli offers a range of clean-break couplings for thermal management applications. The flat-face technology ensures a totally spillage free connection and disconnection. Compact, reliable, durable and lightweight, they are specifically designed for all elecronics cooling applications.

Discover our solutions at www.staubli.com

Stäubli (UK) Ltd - Phone: +44 (0) 1952 671918 - Mail: connectors.uk@staubli.com

Aavid – Thermal Division of Boyd Corporation

Jeanette continues. “We also learn and drive tremendous innovation from partnering with our customers to solve unique, known challenges. Our UK facility works with customers that have thermal issues that no one else can solve, and by facing these challenges and developing solutions, we drive technological innovation that can then be replicated as other engineers run into similar issues.

Our design teams build a library of challenges and solutions, which enables our global teams to learn from one another’s successes.”

World-class manufacturing operations today run on the premise of Lean Manufacturing and, in the spirit of Lean thinking, Aavid focuses on true valueadd activities that emphasise manufacturing the best quality products that it can possibly produce, while at the same time delivering the lowest total landed costs to its customers.

“By eliminating waste, promoting best practices for continuous improvement, streamlining

Top image: Extremely light weight brazed aluminium cold plate for eMobility applications Above image: Advanced Air to Air heat pipe heat exchanger for server applications Right image: Copper heat pipe heat sink assembly for a thermoelectric cooler

systems and tracking, and being dedicated to facility safety training and procedures, we ultimately enhance our value as a supply partner, and at the same time provide a better working environment for our employees,” Jeanette proclaims.

Looking ahead, there are a number of both traditional and emerging markets that are ideal for the solutions that Boyd has to offer. “Traditional markets are always hungry for the newest innovation, and they will continue to be areas of great interest to us, including aerospace, defence and the smartphone sector,” Jeanette continues. “We are also excited about the e-mobility industry – specifically electric vehicles and the technological connectivity of transportation – wearable medical technology, and 5G infrastructure developments that will revolutionise data transmission speed and volume processing.

Each of these markets is ideally suited for our solutions.”

As it has been detailed in great depth above, Aavid, Thermal Division of Boyd Corporation, constantly innovates to prepare for the next generation of its customers’ products. “Around the world, electronics continue to become smaller and more powerful, and thermal management is quickly becoming the number one barrier to growth and product success,” Jeanette says. “As devices become more difficult to cool effectively, we continue to find new ways to optimise thermal performance, and drive down the size and weight of solutions. This is why more advanced systems, including two-phase and liquid, are becoming more popular and are key for us.

“We are also developing newer, more advanced technologies such as augmented thermosiphons and encapsulated graphite solutions.

Our design and manufacturing teams in the UK have historically served customers and markets that force them to be at the forefront of thermal innovation, and we will continue to be able to draw on that focused innovation as other markets begin to experience similar performance constraints.” M

Far right image: Embedded heat pipe spreader for more uniform cooling

Aavid – Thermal Division of Boyd Corporation Products: Provider of electronics cooling solutions www.boydcorp.com/aavid

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A personal touch Combining innovation, technical expertise and a flexible approach, Stephenson delivers tailor made solutions for personal care brands and manufacturers worldwide

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o trace the history of Stephenson means taking a considerable leap back in time, to 1856 to be precise. It was back then, in Bradford, Yorkshire, in the UK, that the business would begin life manufacturing soap based agents for the processing of wool in what was a thriving industry in the north of England. This would remain its sole activity until the 1960s, when the business began to diversify into significantly,

first by moving into producing speciality products for the textile industry, and later into the paper recycling and rubber sectors. The evolution of Stephenson would then take its greatest leap to date in the late 1990s with the introduction of personal care products, focused on soap bases using saponification technology. “The concept of reinvention is one that runs throughout the history of the business, and it has been our realisation of the

Profile

need to diversify over the years that has brought us to where we are today,” begins Stephenson’s Chief Executive Officer, Jamie Bentley. Jamie represents the fifth generation of his family to run the business, and it is he who has witnessed first-hand its recent transformation. “We adopted this plan to make soap bases for the personal care industry some 20 years ago – building ourselves around the manufacturing of niche, organic and sustainable raw materials – and it was approximately five years ago that we succeeded in building up enough critical mass in this area to become 100 per cent focused on these activities.”

Technical development Today, Stephenson utilises its technical expertise, innovative, creative chemistry and a stateof-the-art research facility, to

| Stephenson Group

develop and supply products for brands and manufacturers worldwide, from small and medium sized craft businesses to multinational blue chip brands such as L’Oréal and Unilever.

It supplies these with a whole range of melt and pour, extrude, liquid and cosmetic concentrates, as well as key ingredients – which it markets under the name DUROSOFT® - such as emulsifiers, emollients, thickeners and solubilisers.

“At the heart of our long-term success has been industryleading technical development, coupled with customer service,” Jamie continues. “We work in close harmony with our customers in order to provide them with the materials necessary to produce niche products, brands and stories that have authenticity, or that meet a particular need. We

export approximately 85 per cent of everything that we make, with roughly one third going to customers in Europe, one third to the United States and the other to the rest of the world. We also have a unique situation whereby not one of our customers makes up more than seven per cent of our business, and this gives us a hugely varied base of brands and companies to work with.”

Innovative products The health of Stephenson is there for all to see – after all, this is a business making a regular turnover of over £25 million in a multi-billion-pound market – and as such it has a right to feel that it is in control of its own destiny.

“I believe that a business of our size makes its own fortunes and creates its own opportunities,” Jamie states, before going into detail about a recent product

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development that showcases this thought process perfectly. “We have developed a product called Syndopal®, which is a soap free, ultra-mild extruded syndet base, making it ideal for the manufacture of luxury, high performance, opaque, solid beauty shampoo and conditioner bars.

“Being a pH 5.5-6.0 extruded syndet base, Syndopal® can be made into a high-quality shampoo bar that is as good for washing ones’ hair as a bottle of branded shampoo. We think that this has incredible potential, not only as it forms part of our wider drive to use mild synthetic formulas to make the soap bar more of a modern cosmetic product, rather than a toiletry, but also because it provides one possible solution to the challenge of reducing single use plastic packaging.”

The process of soap making,

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even dating back centuries, has always been about achieving the right chemical reactions, and for Jamie and his forefathers the most interesting evolution to watch over the decades has been the way that the alchemy around the whole process has been transformed into a very accurate science. Keen to take this to the next level, Stephenson has spent several years investing around £1 million per annum into advancing its manufacturing technology, specifically with the adoption of advanced automation systems.

“Our embracing of automation is not at all about reducing head count, rather it is about improving efficiencies so that we can make larger volumes within the infrastructure that we possess, and reduce batch times significantly through the use of analytics and data,” Jamie

Stephenson Group

states. “As we work with natural raw materials, there will always be a level of variability when it comes to the chemical mixing process, therefore if we are able to control the dosing and processing of these we are able to create a more consistent product.

Consequently, it means that we have raised our skill level, which allows us to begin to manufacture more complex products. To this end, we are currently investing £750,000 into new reactors, all in the hope of producing more technically clever and improved natural products.”

Investment plans The efforts of Stephenson’s chemical experts are also being felt beyond its traditional market segments, with the group having recently spun out a company

by the name of CO2Sustain®.

“This company is built around a patented, liquid, non-silicone antifoam ingredient, which is used as a processing aid in the carbonated drinks industry,” Jamie says. “By adding it to the drink making process, it controls foam during filling and increases the perception and longevity of fizziness in the finished beverage.

The creation of CO2Sustain® came about thanks to our expertise in manipulating bubble size, with the technology benefiting several of the world’s largest drink brands and continuing to grow rapidly.”

Returning to Stephenson, with its infrastructure and personal care ranges, the remainder of 2019 promises to be just as eventful, as Jamie goes on to conclude. “We are presently

installing an entirely new computer system, which will be completed at the end of summer 2019, which will be tasked with receiving customer orders, scheduling and then prompting the production of products, so this represents a massive step forward for the business. At the same time, we will continue to invest in our Syndopal® technology and machinery. The result, as of the beginning of 2020, will likely be a different looking business in terms of the equipment and systems that we utilise, yet our focus on driving the sales of our key products and ingredients will only increase!” M

Stephenson Group Products: Speciality soap bases and natural ingredients www.stephensonpersonalcare.com

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Unrivalled precision Bromford Industries invests heavily in new machinery and training its staff, as the company aims to make the most of the Fourth Industrial Revolution and remain the partner of choice for the world’s leading aircraft engine OEMs

Alan Dunbar, Group Vice President of Business Development

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ustomer focus, continuous improvement, teamwork, respect, and integrity.

These are the values by which Bromford Industries lives, which have guided the manufacturer of complex engine, landing gear, and precision components to continued success since its formation in 2009.

Additionally, the business has grown thanks to investing in people and new technology – a trend that has become ever stronger since Bromford was acquired by Liberty Hall Capital Partners in 2016.

Alan Dunbar, Group Vice President of Business Development, reflects on that watershed moment for the company three years ago: “Following the acquisition, Liberty Hall Capital Partners has invested in excess of £18 million in capital equipment, which has allowed us the opportunity to grow organically and through the acquisition of world-class technology and new businesses. Safe to say, these investments have transformed the entire business leading us to unprecedented success.”

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In terms of technology, Bromford purchased state-ofthe-art 5-axis CNC machining equipment, focusing heavily on robotics and automation.

“For Bromford, it is especially important to embrace the Fourth Industrial Revolution and integrate automation and digitalisation into all levels of our operations,” Alan maintains. “The integration of new technology into our work has allowed us to reduce our operational costs and improve lead times. We have also invested in increasing our capacity, as we

| Bromford Industries

understand the current challenges the aerospace industry and our customers face.”

At Bromford’s Birmingham facility – one of the five locations the company operates from, nine 5-axis Okuma machining centres have been installed. Alan adds: “These machines are connected via machine monitoring software, which provides us with real-time data. Indeed, there are currently substantial machine movements across the facility, as we are replacing old machines to fully optimise our 65,000-square foot facility.

“Being an aerospace component manufacturer, quality is paramount for us and therefore, we have invested in a new inspection facility and CMM machines at Bromford Leicester, too,” he continues. “We also have

an automated inspection robot at Bromford Technologies (based in Alcester, Warwickshire), which delivers instant CAD models.

Speaking of the Alcester site, the recently added capabilities there complement our existing competences in 6-axis laser profiling and drilling, fibre laser, flatbed profiling, and EDM. Our company is constantly researching emerging manufacturing trends and we are looking to utilise our engineering expertise to develop efficient processes on how to integrate these trends into our portfolio. An example of this is additive manufacturing. We use our 3D printer at Bromford Technologies to manufacture fixtures, tooling, and prototypes, and this not only reduces costs, but also shortens lead times.”

By introducing new

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Bromford Industries

technological advancements, Bromford has also made it clear that it takes the issues of sustainability and waste management very seriously.

Alan elaborates: “Our aim is to reach the ultimate ‘lights out manufacturing’ and we have already cut down 80 per cent of our lighting consumption at Bromford Birmingham. What is more, we now reuse coolant and other waste, and keep specific in-machine temperature without external resources, which enables us to reduce our overall CO2 footprint.”

Together with purchasing new machinery, Bromford has also contributed resources for a number of employee training programmes, highlighting its commitment to developing its staff and raising their qualifications.

“Six Sigma and the Management Development Programme are two good examples of our peopleoriented investments. We feel that empowering and upskilling our workforce is essential, if we want to retain the expertise and level of quality, we are known for in the aerospace manufacturing industry.

Moreover, we have acquired the much-needed technological competence to remain competitive during the Fourth Industrial Revolution,” Alan explains.

As a whole, all of Bromford’s UK manufacturing facilities are vertically integrated –

from customer enquiry, to development, to concurrent engineering, manufacturing, assembly, testing, finishing, certification, and, finally, delivery.

The company’s extensive use of integrated computer systems for all aspects of its business process ensures excellence in information technology, process control, reporting, and documentation.

Through this lean arrangement, Bromford has attracted several major OEMs who make up the business’ impressive customer base. In addition, Bromford’s impeccable service has been recognised by another of its major clients, who recognise the performance with five Best Supplier awards in seven years between 2011 and 2018, valuing the company’s 100 per cent goalsetting mind-set.

Bromford’s acquisition by Liberty Hall Capital Partners in 2016 was followed by the purchase of AeroCision – an aero engine rings and casings manufacturer based in Connecticut, two years later. The move reflects the dramatic growth in the delivery of next-generation, fuel efficient engines and supports Bromford’s objective of being a fully-integrated, diversified engine component supplier. As part of the operation, an additional joint venture in Bangalore (India) was brought in to expand the company’s capabilities further,

thus putting it in a favourable position in the global aero engine supply and logistics chain.

“AeroCision has now been fully integrated into Bromford and we have already invested in the business by acquiring the latest simultaneous 5-axis CNC milling and turning equipment, providing the ability to run multiple parts simultaneously,” Alan remarks.

“Furthermore, with the integration of AeroCision into Bromford and winning new work, we have opened new jobs in the local area of Chester, Connecticut and are actively recruiting additional machinists and programmers.

Now that AeroCision is officially part of the Bromford family, it is being included in all strategic plans and corporate activities, as well as in our Management Development Programme, as we seek to strengthen and expand our presence on the other side of the Atlantic.”

Acquiring new businesses appears to have become a mainstay of Bromford’s strategy going forward and Alan reveals that more organisations are set to join the company throughout the rest of 2019 and beyond. “These complementary companies are aligned with our overall strategic direction and will provide the baseline driver upon which further investment will be made, so that we can increase our customer footprint, global reach, and capability offering. In a nutshell, our long-term strategy is to build upon our success in the last couple of years and to continue investing, winning more work, and acquiring businesses whose competences will be of use to us in our growth efforts,” Alan concludes, exuding confidence that the future for Bromford is brighter as ever. M

Bromford Industries Products: Rings and casings for aero engines; landing gear components www.bromfordindustries.co.uk

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