-
Improving all-round organisational efficiency
AUTOMATED LICENSE MANAGEMENT
VOL 12 | NOVEMBER 2020 | ` 100
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EFFICIENT MANUFACTURING
EM - Interview
Ajay Kapur,CEO, Vedanta Aluminium & Power Business (p.
22)
FOCUS Automotive Manufacturing P. 30
SPECIAL FEATURE Blockchain Technology P. 41
VIEWPOINT Manufacturing Productivity post COVID-19 P. 24
STRETCHING YOUR LICENSES TO THEIR LIMIT
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EFFICIENT MANUFACTURING
www.industr.com/en
EM - Interview
Petr Novotny,Managing Director Scania Commercial Vehicles India
(p. 30)
FOCUS Cutting Tools P. 38SPECIAL FEATURE Industrial Maintenance
P. 54
-
3EM | No v 2020
EM completes 11 years of its successful journey, this month.
Wow, how time flies! The journey that witnessed market crash &
survival, economic recession & growth, industry downturn &
upturn, procrastination & perseverance, innovations &
breakthroughs, technology developments & inventions, and much
more.
On the occasion of its 11th Anniversary, we would like to
welcome you to this special edition of EM – reflecting the past,
celebrating the present and shaping the future. EM has come a long
way, as the feedback indicates, to become the most comprehensive
& preferred source for precise information on the manufacturing
technology and related areas. Our heartiest thanks to those who
supported us in our journey to success – our advertisers and
contributors, advisory board members, partners, and most
importantly our readers.
The approach towards advanced technology or innovation has
undergone a change during this uncertain economic environment.
Along with the competitive pressure, today, the challenges of
saving cost, improving productivity and flexibility to address the
exact market needs, have taken an important place in every
strategic plan. At the same time, driven by increasing demands for
better quality, faster production and minimum running costs,
technologies are constantly being devised, tested and deployed
throughout the manufacturing world.
In this context, EM continues to keep pace with new developments
in the manufacturing sector, attuned to the changing focus of the
readers, making it invaluable to engineers looking to utilise this
useful information for their efficient manufacturing operations and
to managers in pursuit of suitable growth-driven strategies for
their business.
This issue again comes packed with insightful articles,
thought-provoking conversations and interesting stories on new
technologies. Hope you will find the contents informative and
interesting!
Please do write to us with your comments and feedback!
Shekhar Jitkar Publisher & Chief
[email protected]
ED ITOR IAL
EDITORIAL ADVISORY BOARD
Raghavendra RaoCEO, Kaizen Hansei LLP
Dr N RavichandranFormer Executive Director,Lucas-TVSChief
Mentor,UCAL Fuel Systems
Dr Ravi M DamodaranChief Technology Officer, Greaves Cotton
Dr P N RaoProfessor of Manufacturing Technology, Department of
Technology, University of Northern Iowa, USA
Ramesh T KMD & CEO, Micromatic Machine Tools
Dr K Subramanian President, STIMS Institute, USA Training
Advisor, IMTMA
Vineet SethManaging Director,Mastercam India
Sonali KulkarniPresident & CEO,Fanuc India
Dr Wilfried AulburManaging Partner,Roland Berger Pvt Ltd
Satish GodboleVice President, Motion Control Div,Siemens Ltd
Overseas Partner:
China, Taiwan, Hong Kong & South-East Asia
“Along with the competitive pressure, today, the challenges of
saving cost, improving productivity and flexibility to address the
exact market needs, have taken an important place in every
strategic plan”
Celebrating the present & shaping the future!
EM | No v 2020
-
4 EM | No v 2020
AR/VRAugmented Reality enables innovative manufacturing
transformation
33
VIEWPOINT MANUFACTURING PRODUCTIVITY POST COVID-19
CONTENTSMARKET 08 NEWS
12 “Innovation has been in our DNA since the beginning”Interview
with TP Singh, Sales Director - India, Middle East, SS Africa, CIS,
Turkey, FLIR Systems
START-UP
14 “Our ventilator has ensured easy understanding without any
complex training”Interview with Harshit Rathore, Co-founder &
CTO, Noccarc Robotics
VIEWPOINT
24 Manufacturing productivity post COVID-19The Viewpoint finds
out the Indian manufacturing industry’s first priority for
productivity post-COVID and where it will stand once it gets to
that stage
OPINION
15 The incentive outcome for Indian manufacturing sectorThe
opinion throws light on the effect of Production Linked Incentives
(PLI) worth ₹1.46 lakh crores on the Indian manufacturing
sector
COVER STORY
16 Automated license management: Improving all-round
organisational efficiencyThe Cover Story, with case study
references, explains how OpenLM rapidly delivers affordable &
automated license management
EVENT REPORT
44 Making manufacturing immune to coronavirus & the evolving
futureBased on the learnings from Confederation of Indian
Industry’s (CII) fifth live conference on ‘Digital Manufacturing’,
the article explains how digital technologies are way up for a
resilient manufacturing future
EVENT PREVIEW
38 Acknowledging sustained efforts to excellenceA preview of the
excellence recognition program, IMexI’s framework, the focus of the
program and advisory value that it brings to its participants
16COVER STORYAutomated license management: Improving all-round
organisational efficiency
-
5EM | No v 2020
BLOCKCHAIN TECHNOLOGYThe article analyses how blockchain helps
interconnecting of manufacturing systems for efficient
manufacturing and helps customers make a much more informed
decision
41 A&D India – the leading industrial magazine in India, on
Automation & Digitisation, that offers a three-dimensional
perspective on technology, market and management aspects of
automation
EM – the leading industrial magazine in India, on Efficient
Manufacturing, that offers a three-dimensional perspective on
technology, market and management aspects of manufacturing
www.industr.com/[email protected]
AUTOMATION & DRIVES
Jun-Jul 2018 I VOLUME 11
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Advt
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1 | JUN
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/en
CULTI
VATING
GREEN
PATC
H IN B
ROWN
FIELD
A prac
tical w
ay to g
et
starte
d in m
anufac
turing
IIoT
In ass
ociati
on wi
th
FOCU
S
A&D -
Inter
view
Rebec
ca Lie
bert,
Presid
ent &
CEO,
Honey
well U
OP
(p.30
)
VIEWP
OINT
Collab
orative
Robot
s P. 32
Powe
r & En
ergy P
. 40,
42
AUTO
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DR
IVES
Aug-Sep 2018 I VOLUM
E 11
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UG-SEP 20
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In associa
tion with
FOCUS
VIEWPOIN
T Sensors
in
Automation
P. 36
Automotive
&
Machine T
ools P. 42
A&D - Inte
rview
Rolf Najork
President
of Executive
Board,
Bosch Rexr
oth AG
(p.32)
A&D - Inte
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Hans Bang
ert
Managing
Director,
Bosch Rexr
oth India
(p.32)
A&D - Inte
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Marc Jarra
ult
Managing
Director,
Lapp India
(p.34
)
SMART OPE
RATIONS
Recipe for
success
AUTOMATI
ON & DIGI
TISATION
AU
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& D
RIVES
O
ct-Nov 2018 I VO
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VIRTUAL COMMISSIONING
Scope in the Manufacturing Industry
AUTOMATION & DIGITISATION
A&D - Interview
Akilur Rahman,Chief Technology Officer,
ABB India (p.28)
FOCUS
VIEWPOINT Technology adoption in the Indian
automotive sector P. 30
Food & Beverage Processing P. 34
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OT & IT COLLABORATIONUshering new business models
AUTOMATION & DIGITISATION
A&D - InterviewIndraneel Chitale,Partner – Chitale Group
(p.22)
FOCUSVIEWPOINT Collaborative approach for success P. 24
Aerospace & Defence P. 28
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ntervie
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factur
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s,
Mahin
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S] (p
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EFFIC
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ANUF
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RING
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FOCU
S
SPEC
IAL FE
ATUR
E Indu
strial M
ainten
ance P.
58
Cuttin
g Tool
s P. 40
Lean in
autom
otive m
anufac
turing
ROAD
MAP F
OR IM
PLEME
NTATI
ON
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EM - Interv
iew
Viraj Kalyan
i,
Founder & C
hairman
Kalyani Stu
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FOCUS Aut
omotive Pla
stics P. 34
SPECIAL F
EATURE Sh
opfloor Man
agement P.
54
PRINCIPLES
, APPLICATIO
NS AND DIR
ECTIONS
Sustainable
Manufact
uring
EFFICIENT
MANUFAC
TURING
OPPORTUNITIES & CHALLENGESEV manufacturing in India...
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EM - Interview
Dr Nagahanumaiah,Director,CMTI (p. 2
8)
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FOCUS Defence Manufacturing P. 30
SPECIAL FEATURE Industrial Parts Cleaning P. 48
EFFICIENT MANUFACTURING
What drives the sector
MATERIAL HANDLING INDUSTRY IN INDIA
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EM - InterviewSanjay Chavre,Sr Development Officer, Dept
of Heavy Industry – Ministry
of Heavy Industries & Public
Enterprises, Govt of India (p. 30)
FOCUS Automotive Plastics P. 40
VIEWPOINT Industry Associations – Bringing the sector closer P.
32
MANAGEMENT INTERVIEW
22 “Aluminium will play a significant role in supporting
critical & new-age industries”Ajay Kapur, CEO, Vedanta
Aluminium & Power Business
FOCUS AUTOMOTIVE INDUSTRY
30 Precision metrology in manufacturing of forged wheel &
car chassisThe case study explains how with Renishaw’s automated
workpiece set-up SAI could ensure stable cutting dimensions,
increased precision and product quality
TECHNOLOGY AR/VR
33 Augmented Reality enables innovative manufacturing
transformationThe article offers insights on how AR & VR can be
beneficial for the manufacturing sector and reform the future
INDUSTRIAL MAINTENANCE
35 Jishu Hozen – Autonomous maintenance in the manufacturing
industryThe article divulges into the Japanese concept of ‘Jishu
Hozen’ and how, with its seven-step approach, it can help bring in
remarkable improvements on the shop floor
SPECIAL FEATURE BLOCKCHAIN TECHNOLOGY
41 Leveraging blockchain in manufacturingThe article analyses
how blockchain helps interconnecting of manufacturing systems for
efficient manufacturing and helps customers make a much more
informed decision
New Products 47 Multi-function spindle;
Post-sale life-cycle services; Thermal imaging camera
Columns03 Editorial 04 Contents 06 Guest Editorial48 Highlights
– Next issue48 Company Index
VIEWPOINT The Viewpoint finds out the Indian manufacturing
industry’s first priority for productivity post-COVID and where it
will stand once it gets to that stage
24
-
6
GUEST | ED I TOR IA L
EM | No v 2020
There is no doubt that electric technology is the future of the
automotive industry. The question that only remains now is not ‘if’
but ‘when’ will Electric Vehicles (EVs) become mainstream.
Different markets in the world are reacting differently to electric
technology opportunities. So, for instance, when one takes a market
like India into consideration, it has its own unique transport
sector. More than 80-85% people use two-wheelers or commute in
public transport and only a small percentage of people use cars
because we are a developing nation. Therefore, the electric
revolution is going to be driven by segments like two-wheelers,
three-wheelers and buses. A lot has happened in the last two to
three years; customers have now become much more aware of EVs &
are open to it and even the supply chain is getting
well-established. The government has done a lot of work in the past
two to three years, and a lot of clarity has emerged in terms of
EVs. Many state governments, however, have announced EV policies
but not implemented them properly. So, they
CO
MM
ENTS
& C
OM
MEN
TAR
Y
need to implement them now, making EV adoption a focus.
The customer is now aware of EVs but we need more of them to
adopt EVs. For that, banks have to come forward and give loans for
EVs. We also need more focus on creation of the infrastructure,
from charging infrastructure to battery swapping infrastructure. It
is a priority for our government that India should not miss the EV
revolution but lead the revolution. The government wants to see
that India leads the world in terms of EV production and
technologies. And we can do that because India is one of the
largest automobile markets in the world. Thus, when there is a
large local market, investments can happen. Therefore, through the
right focus and by promoting local technology, India can become a
hub. So, there is
currently a move towards localisation – for instance, even the
FAME policy is available if one has a large percentage of local
sourcing. Hence, the most important thing will be to promote local
demand generation and local manufacturing – at the vehicle as well
as component level. And it’s important to do so effectively; not
just announce but implement as well. If there are more EVs on the
road, more EVs will be sold. If more EVs are sold, then more people
will come and make components down the line.
We cannot build an industry by importing parts from China and
assembling them here. So, our large automobile component
manufacturers & technology providers have to invest in EV
technologies. Plus, the government should remain stable in its
focus on EVs and should not change its policies and stated goals.
There is great potential, we have a large market and we are on the
right segment focus. We just need a stable policy framework and
some amount of risk-taking, even by the industry players, to come
forward. ☐
“PROMOTE LOCAL DEMAND GENERATION AND LOCAL
MANUFACTURING”
Sulajja Firodia Motwani,FOUNDER & CEO, KINETIC GREEN ENERGY
AND POWER SOLUTIONS
-
Oemeta India Pvt. Ltd . | 710 Indo-German Chamber of
CommerceNucleus Mall, 1 Church Road | Camp, Pune - 411001 | Tel.:
+91 204 10 47-112 | [email protected] estramet.com
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UNLEASHTHE CUTTING POWERESTRAMET S 77 – THE COOLANT
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-
8 EM | No v 2020
MARK E T | NEWS
Tech Mahindra inks ₹400 crore ‘Project Parivartan’ contract with
HALTech Mahindra recently announced that it has inked a contract of
₹400 crore for Enterprise Resource Planning (ERP) implementation,
‘Project Parivartan’ by Hindustan Aeronautics Ltd (HAL). Tech
Mahindra will be responsible for the transformation and
modernisation of the ERP systems as an implementation and support
partner enabling HAL to streamline and standardise its business
processes across the organisation. Expressing his thoughts on
supporting Atmanirbhar Bharat, Sujit Baksi, President, Corporate
Affairs & Business Head – Emerging Markets, Tech Mahindra,
cited, “This project will transform HAL’s ERP systems, which is in
line with our TechMNxt charter, that focuses on leveraging new
generation technologies with Original Equipment Manufacturers
(OEMs) and aims to deliver an enhanced experience to our
customers.” Discussing the project, Shri R Madhavan, CMD, HAL,
articulated, “In order to meet the challenges of evolving business
scenarios and to ensure sustaining competitiveness & customer
focus, HAL has initiated ‘Project Parivartan’. Tech Mahindra will
implement the ERP systems and help HAL meet the dynamic needs of
this hyper-digitalised world.”
MARK E T NEWS
Mercedes-Benz invests ₹400 crores more in India to localise
modelsMercedes-Benz has increased its investment by ₹400 crores in
India in order to localise models. This takes the total amount
pumped into the country by the German luxury carmaker to ₹2600
crores. Much of its fresh investment has gone into new tooling and
into the firm’s production lines. The company is increasingly
looking to locally manufacture and assemble cars so as to improve
its dominance in the luxury car segment. It recently launched the
first assembled-in-India AMG product the GLC 43 4MATIC Coupe. By
localising its imported models, the German brand will gain a
significant cost advantage over imported models and will be able to
pass on the benefits to customers, thereby, pricing its models
aggressively. It is said that local manufacturing of the AMG model
brings down its cost by over 20% at present. Expecting an increase
in number from 11 models that are being currently manufactured in
India, Martin Schwenk, CEO & MD, Mercedes-Benz – India,
suggested that localisation of models increases their potential to
do well.
BFW hosts fifth edition of Manufacturing DayBharat Fritz Werner
(BFW) recently held the fifth edition of its Manufacturing Day,
which was held virtually. The annual flagship event on knowledge
sharing connected the manufacturing fraternity and also gave an
opportunity for leaders to understand & prepare companies for
the challenging times. The event started with the welcome address
and introduction by Ravi Raghavan, MD, BFW, where he told the
audience of the productive event that they have ahead of them. This
was followed by a presentation by G Parthipan, CEO, Rane TRW
Steering Systems, on ‘Journey and challenges of winning the Deming
Prize’. Throwing light on how the company’s TQM practices helped
its suppliers, Parthipan asserted, “We
went to their site, told them the problem and told them how to
do the benchmarking & implement the best practices. They learnt
from us, and over a period of time, they, too, came near our
company’s level.”
Up next, Vipin Sondhi, MD & CEO, Ashok Leyland, gave the
keynote address. Highlighting four technologies that are disrupting
the automotive economy, Sondhi cited, “These are connected,
autonomus, shared and electric mobility. Customers are increasingly
looking beyond products and services for solutions.” Following
this, Kamal Bali, President & MD, Volvo Group India, gave a
presentation on ‘Key imperatives for realising India’s full
potential growth’. In terms of India’s goals, he mentioned, “In
addition to the manufacturing goals, we need to transform mindsets
through new learning. We also believe that the road to success in
the new normal will be characterised by organising for the future,
re-imagining & re-setting our assumptions, digitalising our
business processes and advancing with agility &
adaptability.”
The event then turned to a presentation on ‘Future skills and
key strategic role of HR’ by Prabir Jha, CEO, Prabir Jha People
Advisory. Speaking on talent, he averred, “One needs to be
continuously reassessing what talent is. Even in the COVID world,
the best talents have opportunities.” This was followed by Rahul
Mishra, Principal, Kearney, giving a presentation on ‘Winning
through resilient and agile supply chain.’ Mishra mentioned the top
supply chain challenges organisations face – exacerbated by the
current global crisis, which are finding cost-service risk balance,
making rapid & fact-based decisions and building a more
resilient & agile supply chain. He further informed, “Winning
supply chains are building capabilities to sense the impact of
market & internal changes.”
The final presentation of the day was by Steve Farber,
leadership coach and author, on ‘Future leadership.’ Elaborating on
the phrase ‘extreme leadership’, Farber explained, “The problem
with the phrase ‘extreme leadership’ is that it is a redundant
phrase. Real leadership is an extreme act because it’s the act of
transformation.”
-
9EM | No v 2020
NEWS | MARKET
OGP celebrates 75th anniversary at the forefront of dimensional
metrologyOptical Gaging Products (OGP®), a division of Quality
Vision International Inc (QVI®), recently celebrated its 75-year
anniversary as a world leading manufacturer of precision
multisensor metrology systems for industrial quality control.
Reliving the memories, Edward T Polidor, Chairman & CEO, OGP,
remarked, “When OGP was founded 75 years ago, users typically
relied on microscopes and optical comparators, depending entirely
on their own judgement to ascertain the measurement. Today, the
modern automatic video measuring system is completely
computer-controlled, using video cameras that depend little on the
operator’s visual skills to produce accurate measurements. How
these systems became more accurate, automated, faster and ever more
capable is OGP’s contribution to this remarkable transformation.”
Adding to it, R Stephen Flynn, President, OGP, shared, “We have
been an international company for over half of our 75 years, having
established subsidiary offices in multiple countries and channel
partners covering every industrialised corner of the globe to
support our growing list of customers on a local basis.”
Altair introduces Material Data Centre for simulationAltair
recently announced the launch of the Altair Material Data Centre, a
modern, comprehensive and high-fidelity material database for
simulation. This data centre includes accurate data and data
lineage for metals, plastics & composites and directly connects
with the company & other major solvers. The launch of the
centre, now combined with M-Base’s plastic material database,
allows the company to provide the critical comprehensive material
information and infrastructure needed to predict & optimise
product performance through simulation. It enables designers,
engineers and scientists to explore materials – including
structural, fatigue, fluid/thermal, electromagnetic properties, as
well as manufacturing process-specific data – in a standalone
application or through the interface of Altair simulation and
optimisation tools.
Speaking on the acquisition of M-Base, James R Scapa, Founder
& CEO, Altair, asserted, “Altair Material Data Centre is yet
another compelling solution to help our customers save time, money
and improve product innovation & performance throughout the
entire lifecycle of development & manufacturing. We have
established strong relationships with material manufacturers and
now, with the acquisition of M-Base, we’ve expanded our presence in
the plastics industry.”The Altair Material Data Centre offers:
• Comprehensive material information management system• Flexible
accessibility and scalability • Intuitive user experience •
Comprehensive simulation-centric data views • Smooth integration •
Broad and deep partnerships • Collaboration
Talking about the collaboration of Baosteel with Altair, Dr
Changwei Lian, Senior Researcher, Baosteel Group Corporation,
avowed, “Baosteel is proud to collaborate with Altair to deeply
integrate our material data into the digital development process of
automotive industry users while ensuring the data is easily
accessible via Altair products and other commonly used CAE software
without complex data processing.” He added, “Having our
high-quality material data included in the data centre will provide
quick and convenient access to our latest research results &
the accurate application data reflecting the performance of
Baosteel products.” As SABIC’s polymer material data has been
included in the data centre, Subhransu S Mohapatra, Material Data
Leader – Specialties, SABIC, said, “Altair customers will now have
the ability to access SABIC’s material engineering data to further
enhance the depth and quality of information required for
manufacturing simulation.”
NEWS MARKET
Dormer Pramet works with IBM for ‘Make the Shift 2030’
activitiesDormer Pramet has begun to incorporate Industry 4.0
within its production processes and is working with IBM on several
key projects that form a part of its ‘Make the Shift 2030’
activities. This includes using large amounts of data to map the
value chain throughout every department of its production unit in
Sumperk, Czech Republic and incorporating computer software to
identify defects in tools during the early stages of manufacturing.
In the first project, the company used advanced algorithms and
statistical methods to track every indexable product order from the
last two years and how the item moved through the production unit,
creating a network model of the entire factory. Meanwhile, Dormer
Pramet is using an IBM inspection station, implemented within a
pressing machine, to scan inserts using a series of cameras, lights
and moving mechanical elements. This is during the first phase of
the production process and can help improve the quality of its
products at the very beginning of manufacturing.
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10 EM | No v 2020
MARK E T | NEWS
Siemens launches Solid Edge 2021Siemens recently launched the
Solid Edge 2021 at a virtual event, which provides the speed needed
to get the most out of the entire engineering process — maximising
productivity while decreasing costs.
The event started with the welcome note by Gautam Dutta,
Director – Marketing, Siemens Digital Industries Software. Talking
about SMEs, he said, “SMEs are considered as the engine of economic
development. Digitalisation is an opportunity for manufacturing
SMEs to transform. The idea is to share and learn and to make a
difference.” This was followed by John Fox, Vice President –
Marketing, Siemens Digital Industries Software, presenting on
‘Digital transformation - New era has begun’. Talking about
digital, Fox cited, “Digital is levelling the playing field for all
business sites. Most SMBs have been investing in digital
transformation, driven by the potential for process & design
improvements. Don’t assume that your firm is ‘too small’ for
transformation, or you’re liable to get left behind.”
After this, Varun Jain, Director, Carrier Wheel, took over and
shared a customer success story. Sharing it with the audience, Jain
asserted, “To effectively manage the lifecycle of a large product
base, CWPL adopted the world’s leading PLM/CAD/CAM solutions in
2016. We chose Teamcenter, Solid Edge and CAM Express. The outcome
has allowed us to take on more projects, reuse parts and the number
of mistakes have come down. Also, data is safe and there is growth
in customer confidence in CWPL.” This was followed by Nitin
Malvadkar, Country Technical Manager – Mainstream Engineering,
Siemens Industries Software, speaking on ‘Solid Edge 2021 – What’s
new’. He informed, “Solid Edge is much more than a CAD system. We
have introduced mechanical design, electrical design, simulation,
manufacturing, technical publications, data management and
cloud-based collaboration as a part of the Solid Edge portfolio.
Also, you have to think of digital twin as well, a digital twin
that will help make your products better.”
Moving on, Malvadkar went on to talk about ‘Modular Plant Design
in Solid Edge’. Detailing the Solid Edge Modular Plant Design
benefits, he averred, “Implementing Solid Edge Modular Plant Design
can result in benefits like, faster process plant project
completion due to speedy creation, validation & revision of
complete piping systems in 3D; easy access to pipe specifications
ensure standard piping & pipe fittings are used reducing costs
& improving reliability of the final process plant and
fabrication problems are reduced through automatic creation of BOMs
with precise cut lengths of the pipes.” Next, he spoke on ‘Model
your design in 3D – Engineer the electrical details’. He pointed
out the challenges for electromechanical design in the mainstream
market. Also, explaining the benefits of Solid Edge Electrical
Design, he stated, “It provides a Solid Edge solution for Solid
Edge customers to respond to the fast rise in electrical content in
their products. Plus, it helps with full electromechanical digital
mockup, reducing the need for costly prototypes & enabling
rapid evaluation of changes.”
Following this, he took up the topic ‘Solid Edge Simulation’.
Here, highlighting the Solid Edge Simulation capabilities, he
revealed these to be automatic finite element model creation,
powerful analysis capability, synchronous technology with model
associativity and more. He also explained some benefits, like
significant reduction in costs and time-to-delivery, as engineers
identify & resolve problems before manufacturing, or how with
Solid Edge Simulation one can import Solid Edge FLOEFD and results
to conduct structural & thermal simulation.
Then, turning to ‘Solid Edge 2D Nesting’, Malvadkar explained
how 2D Nesting is placing desired items on a sheet for cutout. He
expounded that it automatically extracts required data, uses an
extremely efficient nesting algorithm and nests multiple sheets of
the same or different sizes. The event then came to the last
session of the day, which was on ‘Data management with Teamcenter
Rapid Start’, which was taken up by Malvadkar and Santosh Kumar,
PLM Solution Consultant, Siemens Digital Industries Software. Kumar
said, “Preconfigured PDM delivers faster deployment and lower cost
of ownership. When you go with Siemens PLM Teamcenter, it leads to
faster time value.” The event ended with Dutta concluding that
while it is possible to transform, it is possible to be competitive
and take advantage of the digital technologies.
-
12
ADVERTO R IAL | I N TER V I EW
EM | No v 2020
Since the regulations around the pandemic are easing out, how is
FLIR restoring normalcy within its system?As FLIR products were in
high demand since the beginning of this problem, it kept us very
busy throughout and the same rhythm continues. Working under such
conditions is the new normal and our team has adapted well to help
our customers efficiently.
What does the process of innovation in your organisation look
like today? Can you tell us about some of the products launched
during the pandemic?Innovation has been in our DNA since the
beginning. We launched a number of key products in last few months,
like the FLIR Screen-EST (Elevated Skin Temperature) Software for
automatic measurement tools that perform EST screenings in two
seconds or less at entries, checkpoints and other high-traffic
areas; FLIR thermal cameras specifically for EST screening are ;
Axxx-EST, T5xx-EST and Exx-EST – these cameras are designed to
simplify the screening process and require limited training,
reducing the burden on screening operators; FLIR VS290–32 Thermal
MSX® videoscope kit, the first industrial thermal videoscope to
inspect difficult to access locations; FLIR SV87–KIT vibration
monitoring solution, a remote-sensing solution designed for
continuous vibration and temperature monitoring & many
more.
Today, with COVID-19, autonomous monitoring & inspection has
become a necessity. Can you tell us how your recent launches are
targeted in the direction of enabling autonomous factory monitoring
set-ups?Our A400/A700 thermal smart sensor cameras have the
features, automation solution providers need, for complex
monitoring applications. It includes elevated skin temperature
screening, critical infrastructure, product quality and early fire
detection. The easy-to-configure smart sensor configuration
includes multiple measurement tools and alarms while also providing
computing-on-the-edge, with analytics performed at the camera level
for immediate results. This product range has been in our portfolio
for many years and we have many satisfied customers around the
globe, including India.
With the pandemic, employee safety has become pivotal. Are there
any recent innovations of yours aimed in this direction? Can
you
recommend any special guidelines to follow while choosing the
right product?A400 and A700, besides their explained features,
allow one to tailor the monitoring system to one’s company’s
quality, productivity, maintenance and safety needs. There are many
handheld visions available of it, too. The thermal smart sensor
camera has many guidelines but has four main parameters, i.e.
sensitivity, accuracy,
drift/stability and spatial resolution.I will try to explain the
first two here.Sensitivity – Most infrared camera companies have
settled on a specification called Noise Equivalent Temperature
Difference (NETD) to grade the sensitivity of an infrared camera.
In practical terms, the NETD value specifies the minimum resolvable
temperature difference, or the smallest temperature difference and
the camera can clearly distinguish out the noise. The NETD for an
infrared camera is measured in millikelvins (mK). The scale of
sensitivity goes up as the numbers go down, meaning that 38 mK is
nearly 3 times as sensitive as a 100 mK. Therefore, the lower the
NETD, the more detailed images it can produce.
Accuracy – The accuracy of an infrared camera system tells you
the absolute measurement error of a known temperature target like a
black body source, which is a programmable emitting device of
electromagnetic radiation. For most infrared cameras, accuracy can
be expressed in degrees, as a percentage temperature range or both.
For example, an industrial camera’s specifications may list the
accuracy as ±2°C (±3.6°F) or ±2%. Usually manufacturers note that
the accuracy is based upon the greater of the two values, like
this: ±2°C (±3.6°F) or ±2% of reading, whichever is greater. What
this accuracy specification means in application is described as
follows: An electrical fuse at 50°C (122°F) could have a ±2% error
measurement of ± 1.0°C (±2.4°F). Because the percent error
(±1.0°C/2.4°F) is less than the stated degree error of ±2°C
(±3.6°F), the relevant accuracy value for the fuse is the greater
specification of ±2°C (±3.6°F). FLIR thermal cameras that are
engineered for elevated skin temperature screening can achieve
accuracies of ±0.3°C (0.5°F) over a temperature measurement range
of 15°C to 45°C (59°F to 113°F). This aligns with the U.S. FDA
Guidance for Industry and Food and Drug Administration staff as
well as with ISO/TR 13154 specification. High accuracy is ensured
by using the camera in a stable ambient environment, by limiting
targets to humans and by frequently updating temperature reference
samples according to the population being screened. ☐
“Innovation has been in our DNA since the beginning”With
innovative sensing solutions, like thermal imaging, , FLIR Systems
has diversified portfolio that serves a number
of applications in government & defence, industrial and
commercial markets. In this interview with Anvita Pillai, TP Singh,
Sales Director - India, Middle East, SS Africa, CIS, Turkey, FLIR
Systems, discusses how FLIR helped and
helping many business houses during and post-lockdown, to
increase employee safety and more.
-
20 years ago, our retired Sales Manager Hans Niederhaeuser
personally filled the central system at Tata Motors in Pune with
Blasocut 4000 Strong. Thanks to our unique Bio-Concept, this
coolant is incredibly stable and gentle to humans and the
environment.
Test us. It‘s worth it.
blaser.com
Hans NiederhaeuserRetired Sales Manager Blaser Swisslube AG
“ 20 years of sump life. And still going strong.”
-
14 EM | No v 2020
START- UP I N TERV I EW
Noccarc Robotics, with an experience of three years in the
manufacturing industry, had
expertise in the field of robotics & control systems. For
the development of ventilators,
our team was being mentored by a task force, which was formed by
SIIC IIT, Kanpur,
comprising experts from the medical industry, doctors,
intensivists, business leaders
and top technology leaders from leading med‐tech companies. For
development,
commercialisation and deployment, we have hired key people from
the med-tech industry.
Noccarc Robotics adjusted rather well to the pandemic situation
compared to many start-ups in India. Your company was primarily
into producing solar panels; what changed in the process of
innovation with the shift to building ventilators? How did you
re-engineer to adapt?
“Our ventilator has ensured easy understanding without any
complex training”
An IIT Kanpur-incubated company, Nocca Robotics began off as a
robotics company focusing primarily on the solar sector.
In this interview with Anvita Pillai, Harshit Rathore,
Co-founder & CTO, Noccarc Robotics, talks about the tactical
shift to making
ventilators for COVID-care, changes incurred during the
pandemic, achievements & goals ahead. Excerpts…
What were the challenges that you faced during this process of
remodelling your business to the current situation? How did you
overcome it?
The overall absence of strict regulatory guidelines has led to
the inflow of substandard med-
tech products in the healthcare sector, which further challenged
capable market players. To
overcome this, our Noccarc V310 has been deployed after
compliance with specifications laid
down by the Government of India through HLL tender & is as
per the IEC 60601-1 standard.
Your company planned on shipping ICU-grade ventilators, which
were one-tenth the cost of high-end imported ventilators, by May
end 2020. Can you tell us about the customised innovations in the
ventilators? How are they better than pre-existing ventilators in
hospitals?
Our V310 provides top-of-the-line specifications, which are not
available in any other
competitor products at the price-point of our ventilators
available in the market. The
ventilator is extremely intuitive, and it comes with a
user-friendly 10-inch touchscreen
interface. This has ensured an easy understanding for hospital
staff, including nurses,
without any complex training or prerequisite.
Can you tell us about your project achievements for the year
2020?
A total of 220+ installations of Noccarc V310 have been done so
far in private and
government hospitals across the nation. We have also launched
and deployed the Noccarc
H210 – High Flow Oxygen Therapy Device, which is proving to be
highly effective in the
treatment of COVID patients in less critical stages. We have
been recognised by various
platforms of innovations, like the Nina Saxena Excellence in
Technology Award 2020 &
Marico Foundation’s Innovate to beat COVID challenges and were
featured in magazines
and publications like, Forbes India, Inc42, etc. For the
ventilator project, we have received
CSR grants from ACT Grant, CAWACH (DST), BIRAC, Standard
Chartered, ICICI Securities,
Infoedge India, Ansys, Marico Foundation and several others.
Going further, what are the forecasted long-term and short-term
goals for the start-up?
In the short-term, we will further deploy ventilators and HFNC
machines to cater to the current
respiratory device requirement in India. For the long-term, we
are planning to venture into the
development of more respiratory devices & manufacture
high-quality medical devices in India.
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15EM | No v 2020
ANALYS I S OP IN ION
The incentive outcome for Indian manufacturing sector
The Indian manufacturing sector has been slowly reviving from
the shutdowns & uncertainties experienced during the pandemic.
The revival has been especially difficult considering the industry
was already experiencing a period of slowdown even prior to the
pandemic. IHS Markit, in October 2020, recorded the manufacturing
index at an all-time high of 56.8 from 27.40 in April 2020. This
growth can be attributed to the relaxation of COVID-19
restrictions, better market conditions, improved demand and the
need to fulfil backlogged orders.
Though the manufacturing industry is working its way out of the
industry recession, a helping hand from the government was much
needed. The industry has been looking forward to government support
to grow within the country and make manufacturing competitive &
globally attractive. On November 11, 2020, the Union Cabinet
approved Production Linked Incentives (PLI) scheme worth ₹1.46 lakh
crores to give an impetus to 10 key sectors of Indian
manufacturing. The incentive, which is more of a subsidy for the
sector, is a direct payment for the increased good production in
the sector. Though there aren’t clear guidelines on the per cent of
incentives for each sector, the amount for each sector would differ
from sector to sector based on the shortfalls & shortcomings
faced by the respective industries. Templates for PLIs for new
sectors, like ACC batteries, electronic & tech products,
automotive,
textile, telecom, etc, would be similar to the existing mobile
phones, specified electric components, APIs and medical devices PLI
schemes.
Despite the late implementation, the policy will certainly throw
India under an attractive light for foreign industries to set up
their base in India. It will garner our manufacturing strengths and
at the same time enable Indian manufacturing to link itself with
the global value chains. With the Make in India and Aatmanirbhar
Bharat Abhiyan in place, the PLI scheme will be an addendum to
India’s competitiveness and create economies of scale. Though the
manufacturing PMI was at an all-time high, employment rates were
quite low for the industry. The incentive would entail an increase
in employment to meet rising production rates. It would also
motivate companies to invest further in autonomous manufacturing
systems to meet the rising production demand.
India, even with a low-lying current GDP, still has an aim to
attain the trillion-dollar economy. It sure would be difficult with
the current slowdown. The Indian manufacturing sector contributes
16-17% to the GDP, which decreased further due to the pandemic. The
incentive can certainly help the country to regain its stature in
the global trade if the government & industries both work in
tandem and learn from the shortfalls of the previously implemented
PLI schemes & overcome its shortcomings.
– Anvita Pillai, Sub-Editor & Correspondent
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16 EM | No v 2020
COVER STO RY MA R K ET
Improving all-round organisational efficiency
AUTOMATED LICENSE MANAGEMENT
License management is of high importance to organisations, as it
helps with cost management, swiftness and more. It is, without a
doubt, quite a significant topic in the world of business today.
Software gradually multiplies throughout organisations, so, from
small start-ups to big enterprises, license management is
increasingly crucial and complex. Also, by abiding to the correct
license management practices, an organisation can quickly fit into
market requirements and increase the company profits. With a Baker
Hughes (BH) case study, the Cover Story explains how OpenLM rapidly
delivers affordable & automated license management – with
refreshing results – how OpenLM turned out to be BH’s right choice
and also discusses some organisational licensing problems.
16
STRETCHING YOUR LICENSES TO THEIR LIMIT
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17EM | No v 2020
MARKET COVER STORY
Oren Gabay, CEO, OpenLM, recently revealed in an interview that
businesses are slowly wising up to the enormous savings that
effective automated license management rapidly delivers. Alas, many
organisations are simply unaware of this.
“It is not that departments don’t talk to each other, it’s that
they don’t talk to each other effectively. For us, here at OpenLM,
that (and more) appears to be a recurring theme,” explained Gabay
and goes on, “I have visited many companies and was astonished to
see the lack of control. Many had little idea about their license
servers and who is actually using them. The result being license
duplication, added costs, extra staff, increased tracking burden,
etc. With the excessive cost of individual engineering licenses,
such practices are impractical. One business unit could approve
purchase of new licenses when unused licenses of the same type
exist on a license server in another business unit.”
OpenLM not only delivers effective, affordable and automated
license management, but does so rapidly and with refreshing
results. “The initial stage, where we collect and consolidate all
license information, brings huge savings to the company,” puts
across Gabay.
First-hand project licensing problems
With an engineering background in GeoInfo and location-based
technologies, plus having developed and led many largescale field
projects, Oren experienced licensing problems first-hand. “Usually,
management would first back and then sign off on the purchase of a
specific number of additional licenses. Arguably, with lax project
control, such undertakings were commonplace and understandable,”
Gabay asserted and added, ”Yet, so much continued and unnecessary
wastage proved unproductive, unsustainable & unpalatable. It
simply felt wrong to purchase more licenses as many of our users
kept idle licenses on their desktops.”
In 2007, the idea came to develop a tool to manage this – one
that would, after an application was idle for a specified period,
automatically close it and free up the license for others. The
result was immediate validation.
OpenLM obtained universal endorsement
“I didn’t have to approve the purchase of any additional
licenses,” Gabay cited and continued, “Subsequently, our existing
network provided additional and valued feedback that not only
further endorsed the idea but every single one purchased OpenLM. We
unsuccessfully tried traditional marketing methods and our real
breakthrough & expansion arose, following direct engagement
with a core group of receptive & helpful US organisations.”
Consolidated engineering license management
With an established foothold, additional requests rapidly
followed. More license managers, data collection methods, better
reporting, etc. However, given the savings that companies were
making, by far the most popular request was for additional license
types. “We listened and, from our initial days of harvesting idle
licenses of ESRI ArcGIS software, today, our comprehensive package
covers any aspect of engineering license management for more than
60 different license managers, including management, reporting and
active optimisation of license usage,” Gabay informed. Through
extensive industry knowledge, research and experience of how
organisations perform license management, there are three common
licensing problems.
Organisational licensing problems
The vast majority of organisational licensing problems fall into
either –
1. “I need to buy a license for each user.”2. “I am using it.”3.
“I might need to use it.”All are signs of poor practice and
symptoms of manual
systems. With item one, the entire purpose of network licenses
is they are used by multiple users. Items two & three lead to
license squatting (we discuss this in the case study). Admittedly,
with the former, where the application is active and in use, this
is acceptable. Unfortunately, with the latter, it is not.
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18 EM | No v 2020
COVER STO RY MA RK ET
The cost to you
Manual licensing systems are unproductive, inefficient and
costly. Unfortunately, when a license is locked, the team cannot
function correctly, leading to both tangible & intangible
problems.
Tangibles include delays & downtime, increased maintenance
costs of inactive software, a larger support & management team
and heightened support costs. Intangibles include increased levels
of frustration, a breakdown in communication and, with repeat
offenders, bad morale. Such problems are hard to alleviate, avoid
and administer.
OpenLM maximises efficient license automation
In theory, to minimise downtime, each engineer will have their
own license. In practice, costs simply prohibit this. OpenLM is
based on an engineering-oriented approach that balances competing
trade offs to effectively manage network licenses. Enhancing
license availability maximises output, improving productivity
optimises usage and heightening efficiency reduces downtime.
Moreover, reducing the number of requisite licenses lowers both
additional & ongoing costs and delivers several additional
benefits, like below –
• Minimal downtime: All purchased licenses gain maximum
usage
• Maintenance cost reduction of unused/inactive software:
Improving all-round organisational efficiency
• Supporting more engineers with existing license pool: One
UK-based energy company almost doubled the number of engineers
working in it, without increasing the number of licenses held
• Downsizing the license management team: Smaller inventory
means reduced inventory management and associated savings
One critical advantage is the speed of results – organisations
typically experience enormous savings, following initial license
optimisation. However, license management is an active process and
to continually deliver, requires ongoing monitoring and
management.
A Baker Hughes case study
This is where OpenLM excels. “And, the results can be both rapid
& staggering. That’s roughly a million dollars or $1.7 million
less than what we would have had if we were looking at just our
peak demand,” said Jason Olsen, a senior staff enterprise
application engineer at Baker Hughes (BH), at the Engineering
Software License Management Conference in October this year.
A large organisation in the energy sector, Baker Hughes employs
over 80,000 people. Since 2017, they have undergone
OpenLMs innovative solutions enable IT
professionals to get a clear view of the organisations
license inventory, effectively manage and monitor
the actual usage, plan license maintenance and
procurement, and optimise the utilisation of
expensive engineering software licenses
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19EM | No v 2020
MARKET COVER STORY
major turbulence, following both a merger with and a separation
from, General Electric (GE).
Initially, they began to integrate into one business. However,
their companies had different philosophies and quickly realised
that there was a significant shift as very little between the two
organisations were done in the same way.
For BH & Olsen’s team, the challenges faced were
significant. Given the elapsed time between merger and separation,
not only was their integration incomplete but they now also had to
untangle themselves and maintain order among disarray.
“This is a massive undertaking and will take several years.
Different timetables exist, each depending on services applications
or agreement. Plus, each has its own parameters and contractual
impacts,” divulged Olsen. Notwithstanding the considerable expense
involved, it was critical that they obtain clear focus on business
requirements, develop a solid solution and implement a robust
plan.
Opposite approaches to common ground
Unfortunately, the two companies’ approach to IT was
fundamentally different. BH’s controlled IT approach, where users
submitted IT help tickets when anything needed changing, contrasted
with GE’s more flexible, informal and self-service-oriented managed
IT approach.
“Regardless, direction was essential and more often than
License management is an active process
and to continually deliver, requires ongoing
monitoring & management
not, the old strategy of aligning with GE’s approach was
abandoned & what legacy BHI had done would be adopted as a new
way of doing things,” averred Olsen. In such tumult, focus was
critical.
GE recommends OpenLM
BH’s prior experience with Flexera meant this was their
preferred option. However, GE interceded and because of their
experience and positive results from usages, it recommended OpenLM.
After investigation, OpenLM proved to be the better choice based on
futurist price and history of customer support.
Overall strategy
Focus and direction are critical for a robust future. But BH
also required –
• Quantifying demand: Knowing what tools are in use, where they
are, when they are accessed and for how long
• Aggregating enterprise data usage: For reporting and
improvement options
• Reducing costs: By optimising pool size, their numbers, by
geolocation, as well as to leverage buying power & overall
spend
• Improving divestiture and acquisitions: By understanding
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20 EM | No v 2020
COVER STO RY MA RK ET
the impact across different areas of the business, including
assets, capacity, etc
Furthermore, there would be a bonus for OpenLM’s license savings
to cover the costs of software renewal and expansion.
Automated access and session management
Previously, managing software was problematic. It was vital that
BH’s chosen solution could automatically control software access
and release hung & idle sessions. The former, to maximise
license usage, and the latter, to both maximise license
availability & minimise downtime. Given BH’s current set-up and
problems, these were unconditional.
Over 200 licensed services
Baker Hughes syndicated pools from over 200 license services and
technologies, including Abacus, Altair, Ansys, Autodesk, MathWorks
and Solidworks. This set-up needed to be monitored & managed
and was complex.
Further complications arose after separation. GE’s immense
purchasing power meant that several concessions that were granted
were withdrawn post-separation. This added to the operational and
administrative complexity, often broke functionality and, where
sudden spikes in demand occurred, presented unsustainable high
costs. Ansys was a classic example.
Ansys use case
Containing over 200 products, Ansys delivered over 300 unique
features and is extremely versatile. However, restrictive licensing
permitted only one tool or feature per bundle and both hampered
operations & exacerbated ownership cost.
Pre-separation, the Ansys pool capacity seemed limitless. Users
could access what they wanted and at will. “However, for BH,
post-separation and having deployed their own Ansys pool, this
deployment would prove to be one of our most challenging pools
deployed. Fortunately, we had recently deployed OpenLM and we’re
monitoring the Ansys
pool,” conveyed Olsen. The results tell.
Significant and rapid results
BH monitored Ansys over the period of May 6 to June 6, 2020 and
created several reports and heat maps to identify key licensing
pain points –
• May 6 – 79 licenses were used• May 7 – 104 used (Ansys
provided 25 more)• May 12 – 138 used (Ansys provided 34 more)• May
20 – 155 used (peak usage – Ansys provided 17 more.
This would cost $2.7 million to ‘close the gap’)• May 22 – It
was communicated to the users to change license
preferences with OpenLM• May 27 – 140 used (peak usage)• June 6
– 100 used (a communication sent to users, asking
them to release sessions & released 17 more licenses —
saving $1.7 million)
With savings of between $1.7 million and $2.7 million to ‘close
the gap’, results are significant.
Delivering the best experience at minimum cost
OpenLM serves any industry or field that uses software licensed
by a license server, from machinery to transportation to aviation
to space and more. Its customers range from smaller organisations
to Fortune 500 listed companies managing global resources.
Together, they deliver the best experience at the minimum cost—
whatever the business.
It also provides highly comprehensive data collection &
reporting capabilities. In addition, it has a unique license server
administration and active user management capabilities.
Stretching your licenses to their limits
Signing off, Gabay said, “We understand that engineering
licenses are expensive & critical for continued operational
success. Rest assured that by ‘stretching your licenses to their
limits’, the team at OpenLM will ensure you get the utmost from
them.” ☐Courtesy: OpenLM
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22 EM | No v 2020
MANAGE ME N T I N TER V I EW
“Aluminium will play a significant role in supporting critical
and new-age industries”
You say that the work from home hack, because of COVID-19, works
for you, such as it helping in excelling at digital technologies,
becoming more agile or simply saving travel time, leading to more
opportunities to reflect, innovate and strategise. How have you
turned this pandemic into an opportunity instead of a challenge for
your company?When this pandemic broke out, a war room was
immediately set up to monitor the progression of the impact and
respond appropriately. Staying nimble in decision-making was key,
leading to the empowering of all the teams across locations, which
went a long way in keeping our businesses running without any
interruptions. Several digitalisation initiatives
have also been undertaken in numerous operational areas
to unlock the business’ latent potential. The company has
adopted image & video analytics, contextual analytics,
situational awareness, safety & security risk analysis
available
in real-time, with a c c u r a c y .
Besides, several
integrated digitalisation initiatives in smelter operations,
power plant operations, logistics & marketing for unprecedented
agility, visibility and business excellence throughout the
organisation have been enabled.
You believe that industries can get through the pandemic through
the 4 Cs: Calmness, Collaboration, Cooperation, Communication.
While these are all valid approaches, can you elaborate on how
collaboration is going to help the manufacturing industry in the
pandemic, especially in the aluminium and power business? Has your
company taken up any collaboration in the current period?We are
determined to work in close collaboration with our technology
partners, consultants and customers to lead a globally competitive
aluminium industry in the post-pandemic world that places India at
the summit of all the global powerhouses. In the journey towards a
$5 trillion economy, aluminium will play a significant role in
supporting critical and new-age industries.
How do you think aluminium producers in India can deliver to the
domestic demand of the country, with the Aatmanirbhar Bharat
Abhiyan and the present dubiety with China? What are the challenges
that stand in the way and how can they be overcome?India’s unique
advantage of abundant raw material availability and abundant
bauxite & coal reserves need to be leveraged to develop a
globally competitive aluminium industry. The competitiveness of the
domestic aluminium industry is pivotal to the success of all
government initiatives, like ‘Make in India’, smart cities, ‘Power
for All’ and the indigenous space programme. To overcome the
challenges the sector is facing, it requires a strategy for
security of raw materials, like proper infrastructure, competitive
rates of power & energy requirements, preference for domestic
industry & domestically produced aluminium and safeguarded
measures against
Vedanta Aluminium & Power Business, a producer of aluminium,
directs its efforts towards increasing its production of aluminium
and is investing in the development of high quality value-added
products that enable the company to create a wide range of
offerings. In this interview with Juili Eklahare, Ajay Kapur, CEO,
Vedanta Aluminium & Power Business, shares how the
competitiveness of the domestic aluminium industry is pivotal, how
the demand for aluminium will rise on the account of infrastructure
for serving EVs and how the company is working towards a
sustainable future. Excerpts…
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23EM | No v 2020
INTERV I EW M ANAGEMENT
increasing non-essential aluminium scrap imports with BIS
standards for imported aluminium scrap.
Can you share some insights on aluminium in the automotive
industry? Considered a green metal, the metal’s usage in the
transportation sector has been rapidly increasing as it offers an
environment-friendly and cost-effective way to increase
performance, boost fuel economy and reduce emissions while
maintaining & improving safety & durability. For more than
a decade now, concerns about fuel efficiency have encouraged OEMs
to replace steel with aluminium in vehicle bodies, doors, trunks,
hoods, bumpers, crash boxes, brakes, cables and wheels. Using
aluminium in EVs has several advantages, as lighter the vehicle,
the longer is its range. Demand for aluminium will also rise on
account of infrastructure for serving EVs, since the metal is
commonly used as a housing material for EV charging stations as
well. While India is waking up to this future of automobiles,
partnerships between different automotive industry
bodies/institutions & auto companies for sharing knowledge
& expertise will help fast track the development of EVs in the
country.
Vedanta has been very active in its sustainability initiatives.
With the 'new normal' and social distancing norm surrounding us
now, how have your company's initiatives in sustainability
enhanced?Keeping in mind our vision to shape a sustainable future,
we have integrated smart innovation, best-in-class digital
technology, robust environmental safeguards and
sustainability-focused operating procedures across all our
operations & townships. As an organisation, we strongly believe
in ‘Zero harm, zero waste and zero discharge’. We have adopted and
implemented a wide range of environmental safeguards backed by
innovation and
state-of-the-art technologies to work towards a sustainable
future. Some of that has resulted in improving the overall
environment in and around our units.• Online and continuous
environment monitoring systems
with real-time data acquisition & monitoring to ensure that
parameters, like ambient air quality, emission levels, etc remain
well within the stipulated norms
• Effluent Treatment Plants (ETP) augmented with
Ultra-Filtration & Reverse Osmosis (UF & RO) systems to
ensure 100% treatment of water, which is then recycled for usage
in
ash-handling, horticulture, etc• Exploration of renewable
energy
sources, like solar power, biomass & biogas to build
capacity & potentially replace thermal power as the primary
source of energy
• Extensive digitalisation of processes to minimise paper usage
& ‘in-person’ monitoring
• Helping farmers in the community to adopt drip-irrigation,
treadle pump, solar powered water pumps, rainwater harvesting
structures, like percolation tanks, etc to boost irrigation
potential & reduce dependency on monsoons for cropping
What is your outlook for your company in the coming year? What
are your long-term prospects for the aluminium industry?Vedanta
Aluminium and Power is most impacted by falling metal prices at the
London Metal Exchange. This has been countered by rapidly bringing
down the cost of production. The company is India’s largest
producer of aluminium and value-added products, commanding 40%
market share in the country. It is well equipped to meet the new
India’s ambitions of becoming a self-reliant country. With its
world-class smelters, alumina refinery and power plants across
India, our company fulfils its mission of spurring emerging
applications of aluminium. ☐
STAYING NIMBLE IN DECISION-MAKING WAS KEY
‘‘
An economics graduate from St Xavier’s College, Mumbai, Ajay
Kapur holds an MBA with specialisation in marketing from KJ Somaiya
Institute and is an alumnus of Wharton’s Advanced Management
Program. He has won several accolades from apex bodies for
sustainability initiatives and is the Chairman of Assocham’s
National Council on Mines & Minerals.
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24 EM | No v 2020
V IEWPO INT | MA RK ET
Manufacturing productivity
post COVID-19While manufacturing organisations are continuously
working towards keeping their workers safe, along
with dealing with increased uncertainties and keeping
productivity at its best possible, it’s pivotal that they prepare
for a world once the virus leaves us. The pandemic gone will
certainly be good news, but how does the manufacturing industry
function for better productivity after that and does it go back to
its old ways? The Viewpoint finds out what must be the Indian
manufacturing industry’s first priority for productivity
post-COVID, what must the industry do differently and where it will
stand once it gets to that stage.
Imag
es c
ourt
esy:
get
tyim
ages
Juili EklahareFeatures
[email protected]
“ Industry 4.0 will gain momentum across the industries”
After COVID-19, the industry’s first priority must be improving
automation across the value chain, taking digital initiatives to
the next level and promoting work from home, especially for the
support functions viz HR and finance. To enhance production after
the coronavirus pandemic leaves us, manufacturers should also
develop local suppliers for the raw materials and reduce complexity
in manufacturing through standardisation.
As we come out of the crisis, Industry 4.0 will gain momentum
across the industries and the main focus will be on reducing human
dependency through digital solutions, cutting wastages across
manufacturing and improving efficiency in manufacturing. While
Indian manufacturing will be at a greater benefit with the
Atmanirbhar Bharat Abhiyan initiative, India will also emerge as an
alternative to China for manufacturing. Besides, organisations
should also focus on environmental sustainability, social
sustainability and economic sustainability, which should be a part
of their vision.
Jayasankar Kuruppal,VP – Manufacturing,CEAT Halol
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25EM | No v 2020
MARKET | V IEWPO INT
“The key is to listen to the voice of the customers”
Virtual meets and use of IoT are the new normal. The new normal
of working from home has been realised and productivity can be at
its peak, even without utilisation of office resources. The only
way to go ahead with this is with lean, Six Sigma and operational
excellence. Industries must also look for backward/forward
integrations for further diversification, apart from operational
excellence. Post-COVID, the industry must focus on cash flow,
customer base, quality of the product, geographical footprints and
most importantly, what differentiation they can offer to customers
from their competitors. It can be anything, such as low emission
products, green products, biodegradable, easy to handle, enhancing
customer service, a personal touch in the resolution of customer
complaints and more. In fact, many industries have started coming
green. The key is to listen to the voice of the customer.
Plus, the COVID situation has forced industries to learn and use
digitisation/IoT. In the Indian context, Industry 4.0 will still
take another decade to go on full scale but the big houses have
already started working on it. Without a doubt, if the industry
wants to flourish after COVID, it needs to adapt to some level of
Industry 4.0.
Let’s just say, COVID-19 has been a sort of blessing in
disguise. Having China lost its shine, the world has no alternative
but to turn to India when it comes to reliability, quality, cost
and eagerness to reach the customer. It is a great opportunity for
all the sectors/segments of the industry. The current investment
trend shows positive vibes for India, and the ‘Make in India’ &
Atmanirbhar Bharat Abhiyan initiatives by the Government of India
have given confidence to the industry.
Kavishwar Kalambe,Sr General Manager - Operations,Aarti
Industries
“The pandemic has brought about an opportunity to take a hard
look at our manufacturing capabilities”
Currently, the industry is slowly recovering from the impact of
the pandemic and the short-term measures put in place to address
the need for social distancing are helping recover productivity.
But to sustain, this will require redesigning of factory
shop-floors. We need to learn from this experience and take all the
measures necessary to avert such an impact due to a crisis in the
future. Some of the long-term impacts of the pandemic which
manufacturers will have to take into account are regular health
check-ups for employees, multi-skilling of shop floor employees and
sanitisation automation at factories for products, tools, machines
& equipment.
What’s more, the need for a ‘work from home’ format, being
connected remotely and also ensuring sustained output in this
crisis have forced all organisations to quickly adopt digital
technologies. With the recent ban on imports announced by the union
government, local manufacturing is gaining momentum.
The pandemic has brought about an opportunity to take a hard
look at our manufacturing capabilities and disrupt the existing
processes. The industrial recovery from the pandemic is focused
more on the economic aspects than the adoption of
environment-friendly processes. Having said that, this can very
well be viewed as an excellent opportunity to improve our green
quotient through the use of digitisation to optimise resources,
localisation of supply chains, use of automation to improve
productivity, etc. The fear of the pandemic has brought upon the
notion that it is a result of the inconsiderate exploitation of the
environment by man. As companies gear up for the next phase of
India as a manufacturing hub, we need to introspect and adopt
methodologies to ensure that the scale-up is not at the cost of the
environment & is sustainable in every respect.
Mrugesh Gandhi,Manufacturing Head – Mohali, Godrej
Appliances
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26 EM | No v 2020
V IEWPO INT | MA RK ET
“The industry must also address manpower availability
issues”
The Indian manufacturing industry’s new normal will be to
continue safe working practices for direct workforce, with
deployment of relevant applicable SOPs, as a cautious approach. The
industry’s priority for productivity post-COVID should be to adopt
new trends, like deployment of industrial IoT, including sensing,
data visualisation, remote collaboration tools and AI-based
insights across their operations. Centralised data monitoring and
insights across the whole manufacturing operation should become a
standard component of running a manufacturing organisation. The
industry must also address manpower availability issues, their
skill development, automation of critical processes post-COVID and
adopt scalable smart manufacturing. It must act responsibly and
adopt green technology in energy, products & processes. The
Government must play the role of an effective facilitator in this
transformation with both stronger incentives on one hand and
regulatory mechanisms on the other.
The good news is that the Index of Industrial output (IIP)
growth turned positive for the first time in September this year,
which is a good sign. I see this trend continuing and there are
greater opportunities for MSMEs through government initiatives and
expected foreign investments due to the geopolitical situation in
the Asia region. Additionally, I feel the Indian industry is in a
transition between Industry 3.0 & Industry 4.0, and is still
adapting to automation. After COVID, Indian organisations would
adopt Industry 4.0 as it would improve their financial and
operational flexibility, facilitate cutting costs, thereby, giving
them a competitive advantage. In the automotive industry, the
Industry 4.0 and digitalisation revolution is already a work in
progress, which is driven by the need to adapt to new technologies
involved in the automotive industry. This is supplemented by the
onset of new technologies, like ADAS features and autonomous
vehicles, where strong reliance on digitalisation and IoT are basic
needs.
Vivek Gosain,General Manager – Manufacturing Engineering,MG
Motors
“The differentiators are the people”
I don’t think anything major will change after COVID-19. The
major change that is affecting the industry today and will affect
it in the future is maybe the change of customer expectations and
behaviour. So, the most critical thing would be to align with the
current needs of customers. When we say that we are able to manage
working from home, the people on the shop floor had to work,
nevertheless, without direct supervision. This was possible because
they are reasonably skilled. Hence, the skilling and empowerment of
these people will become even more critical. Employees will value
safety and security more than they did before. Therefore, as a
society and an organisation, we have to be more concerned about not
just employee safety but the financial security, medical security,
etc as well. The differentiators, at the end of the day, are the
people. Thus, it’s important to empower them and make them capable
of making decisions.
The crisis has also made Industry 4.0 from a buzzword to
something that needs to be looked at seriously. All the levers of
Industry 4.0 and digitisation were there before the coronavirus hit
us. Now, there is the realisation that using it is effective, helps
and is more cost-effective. Plus, to make the recovery post-COVID a
green one, there are two kinds of motivations – positive motivation
and motivation by force. Both of these will become stronger and I
see a good possibility where we will move in this direction faster
than we did earlier.
As we emerge from the crisis, Indian manufacturing will be at an
advantage because India has always given out a better position and
COVID-19 has made us hungrier. Indians are going to play a major
role around the world in technology-based transformations. I see a
huge upside for India and we may not get another opportunity.
Vijay Kalra,Head – Mahindra Institute of Quality & Chairman
- Central Safety Council, Mahindra Group
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27EM | No v 2020
MARKET | V IEWPO INT
“Post-COVID, India will be shaping to become a future hub for
manufacturing”
The utmost priority of the industry post-COVID is to implement
digital transformation. Work from home becomes the new normal for
support functions which are not directly involved in the
manufacturing process. Post-COVID, redesigning the supply chain,
real-time strategic inventory reserves model, specialised skill
training of the workforce and cross-skilling for effective
utilisation of human capital need to be looked into. Plus, the
manufacturing industry needs to accelerate the digitalisation
drive. Agile and flexible manufacturing processes, with innovations
while continually assessing the conditions, are the need of the
hour.
Before COVID, companies were hesitant to implement
digitalisation due to cultural dimensions, cost, new technologies
and the workforce mindset. Post-COVID, however, operations are
steadily shifting towards work process digitalisation, robotics,
intelligent tools, remote & centralised control rooms and
drones for reserves estimation. Moreover, post-COVID, India will be
an attractive destination and be shaping to become a future hub for
manufacturing, along with Vietnam and Mexico. The shift in focus
from China globally will help Indian manufacturing to become a
favorite destination. India is going to play a key part in the
global supply chain realignment.
COVID-19 has also taught us lessons and shown us the importance
of living in harmony with the earth. Industries are taking
initiatives for low carbon and a more energy-efficient
manufacturing process for sustainable growth. Renewable energy,
waste management, wealth from waste are some of the new initiatives
by them. Manufacturing industries have begun working towards green
manufacturing amid concerns of an increase in pollution, depletion
of natural resources and global warming. So, digital
transformation, new technology and data-driven energy-efficient
processes certainly ensure durable manufacturing.
Sureshbabu Chigurupalli,Unit Head,Balasore Alloys
“If COVID leaves us, we should not relax the norms set during
the pandemic”
The first priority post-COVID is to make the workplace safe for
every person. This is possible by relaying the workplace by
maintaining social distancing wherever possible. If not, the
barrier between the workstation and people working in those
stations can be provided. As we continue to be best cost, country
automation may not be the solution for productivity. However
low-cost automation should be considered wherever two people are
needed at a less than six feet distance.
The support functions of a manufacturing industry can have two
to three days of physical work a week and remaining work from home,
which may become a norm to not have another crisis. If COVID leaves
us, we should not relax the norms set during the pandemic and
should take that as the new normal, so that we are not impacted by
this type of a pandemic. To enhance production, we can have
workshops designed in a way that humans do not come face-to-face
for long hours of the shift and a virtual isolation is done for
them to come in minimum contact. The manufacturing industry in
totality will be benefited as we emerge from this crisis. This
would be purely to de-risk the dependencies of manufacturing which
is concentrated in certain countries. India has the knowledge and
manpower advantage over many developing countries, which would be
the key factor, combined with the government initiatives in the
form of Atmanirbhar.
As for Industry 4.0, in my view, Industry 4.0 and this
particular pandemic have no relevance, as these two issues are
independent. The digitisation adoption will only eliminate the need
of the people who are in the system generating a Management
Information System (MIS). I personally see the world moving towards
Industry 4.0 but with no link to any pandemic as such.
Sunil Humnabadkar,Director – Engine Business,PSA – Avtecs
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28 EM | No v 2020
V IEWPO INT | MA RK ET
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“It would help to prepare an emergency response plan for a
pandemic”
Social distancing, sanitising hands, sanitising the workplace,
wearing masks and performing tasks are the new normal. Two-way
communication is one of the most important priorities. The industry
should continue good practices, like maintaining personal hygiene.
It would also help to prepare an emergency response plan for a
pandemic. While manufacturers can quickly react to the situation, I
expect that now governments will be better prepared to deal with
such a situation in the future. The industry should also review its
power source and make a conscious attempt to switch to renewable
energy, at least partly. We should challenge the way we have been
using resources, like water, fossil fuels, etc. We must encourage,
drive change towards recycling and reducing consumption. Overall,
we must aim to develop a sustainable and circular economy.
The Indian industry will certainly gain post-COVID. India itself
is a major market and is likely to see robust growth. The world is
looking for an alternative to China and India can benefit from it
if we are prepared & can show that we have the ability to be an
option. Positive policies by the government will also play a big
role in this.
When it comes to Industry 4.0, adopting it fiercely post-COVID
may differ from industry to industry post-COVID. For the Indian
industry, using manpower will still be an economical way in the
short to mid-term. I don’t feel that the industry will move to
complete automation led by digitisation in India in the short-term.
However, Industry 4.0 can and will play a major role in helping
improve reliability and quality. When applied selectively, it can
offer cost savings, thus making the industry cost-competitive. I
see more focus on evolving hybrid solutions improving efficiency
and quality but keeping the man in the picture.
Nitin Chaudhari,Executive Vice President - Product Unit
Mehsana,Sandvik Materials Technology
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30 EM | No v 2020
AUTOM OT IV E IN D UST RY FOCUS
Precision metrology in manufacturing of forged wheel & car
chassis
SuperAlloy Industrial Company (SAI) is a supplier of
high-quality lightweight forged metal products. The forged wheel
and car chassis components that SAI produces are used by the
world’s top car manufacturers that demand specialised technologies
and services, including some of the world’s top-tier car makers,
such as BMW, Mercedes-Benz, VW, Porsche, Ferrari, Ducati, Bentley,
Audi, Rolls Royce, Jaguar, Land Rover,
Ford, Chrysler, Toyota, GM and Honda, thanks to the company’s
insistence on premium quality and precision manufacturing. Renishaw
machine tool probe systems, including the OLP40, RMP60, OMP60 and
the NC4, are a perfect match for SAI, allowing it, assisted by
Renishaw, to make great progress on the route to high-end precision
manufacturing.
SAI’s relationship with Renishaw began with CMM
The automotive industry is fiercely competitive. Tier-one car
manufacturers are constantly looking for breakthroughs in areas,
such as performance, safety and innovative design, all of which
places ever stricter requirements on the processing of metal
componen
