MART April 2015 Issue

www.martupdate.com 1April 2015

Volume 11 Issue 10 April 2015 ` 100

ACCOUNTABILITY OF LEAN IN SME’s

IMTEX 2015: MANUFACTURING WAY AHEAD

HOW SOCIAL MEDIA CAN HELP SMEs

ON FACE

Y Srinivas Reddy Founder & Managing Director, Bevcon Wayors Pvt Ltd

RISE WITH MECHATRONICS

MECHATRONICS BY THE ENGINEERING

TO THE ENGINEERING AND FOR THE ENGINEERING

SUPERIOR QUALITY IS INBUILT IN LEAN MANUFACTURING

www.martupdate.com2 April 2015

Pressure RangeSr No Discription

Capacity

1

2

3

4

5

Lubricated SCREW Compressor

Oil Free SCREW Compressor

Lubricated PISTON Compressor

Oil Free PISTON Compressor

BOGE FLEXPET

0.23 to 43.70

5.30 to 51.40

.125 to 6.20

.156 to 1.30

1.55 to 17.9

8 to 1545

187 to 1815

4.5 to 219

6 to 45

54 to 634

8 to 13

8 to 10

8 to 40

8 to 40

40

BarM3/Min CFM

BOGE India , No. 216, Third Link Street, Industrial Estate, Nehru Nagar, Kottivakkam, Chennai - 600 096, [email protected]* www.boge.in

Chennai Mr. F C Jayakaran : +91 9600041656 : fc .jayakaran@boge .com / Chennai Mr. Muthu Ganesan : +91 9003172111 : [email protected]

Hyderabad Mr.W.Narendra : +91 9704770930 : w. [email protected] / Mumbai Mr. Hasan Hasware : +91 9840956161 : [email protected]

Delhi Mr. Deepesh Upadhyay : +91 9818556732 : [email protected]

BOGE AIR. THE AIR TO WORK.


Pressure RangeSr No Discription

Capacity

1

2

3

4

5

Lubricated SCREW Compressor

Oil Free SCREW Compressor

Lubricated PISTON Compressor

Oil Free PISTON Compressor

BOGE FLEXPET

0.23 to 43.70

5.30 to 51.40

.125 to 6.20

.156 to 1.30

1.55 to 17.9

8 to 1545

187 to 1815

4.5 to 219

6 to 45

54 to 634

8 to 13

8 to 10

8 to 40

8 to 40

40

BarM3/Min CFM

BOGE India , No. 216, Third Link Street, Industrial Estate, Nehru Nagar, Kottivakkam, Chennai - 600 096, [email protected]* www.boge.in

Chennai Mr. F C Jayakaran : +91 9600041656 : fc .jayakaran@boge .com / Chennai Mr. Muthu Ganesan : +91 9003172111 : [email protected]

Hyderabad Mr.W.Narendra : +91 9704770930 : w. [email protected] / Mumbai Mr. Hasan Hasware : +91 9840956161 : [email protected]

Delhi Mr. Deepesh Upadhyay : +91 9818556732 : [email protected]

BOGE AIR. THE AIR TO WORK.



… than comparable products. The power consumption of the new base unit PNOZ m B0 is

a minimal 0.8 W with 20 safe inputs and 4 safe semiconductor outputs (PL e, SIL CL 3) and

a width of just 45 mm. Rely on 10 years of innovation from the market leader in safe control

technology! Count on the configurable control systems, the worldwide safety standard for all

machine types. The simple, graphics configuration tool saves engineering costs because you

can create your safety circuit simply and intuitively on the PC. Visit us at the Hannover Messe,

Hall 9, Stand D17.

The new control system PNOZmulti 2 with up to 80% less energy consumption …

Pilz India Pvt. LtdOffice NO 102 & 202, Delite Square, Near Aranyeshwar Temple, Sahakar Nagar NO 1, Pune - 411009Telephone: +91 (0) 20 24213994/95, Fax +91 (0) 20 24213996, Web: www.pilz.in, Email: [email protected]

Further information about the PNOZmulti Configurator: www.pilz.com + Web code: web10522

1AD_PNOZmulti_2_222x285_EN_IND_2015_03.indd 1 23.03.15 12:07


VINTECH AIR CONTROL ENGINEERS AND CONSULTANTS “Sai Raghavendra”, 207, Dr.Radhakrishna Salai, Ramakrishna Nagar, Valasaravakkam, Chennai - 600087

Phone Nos: 044-2486 6221, 044-2486 6821, 044-6563 1221 Fax: 044-2486 6321 E-mail: [email protected] | [email protected]


Hari Shanker [email protected]

foreword

Dear Readers,

Though India lost in ICC World cup 2015, the enthusiasm among the Indians to seal the ‘mauka’ in winning it amazed me. We, Indians, though, were not so aware or interested to know minute detail about Nehwal who reached to World No. 1 position in Badminton, were so much interested to bully down Kohli’s image with his girl friend Anoushka for not using the ‘mauka’ properly. And we talk about Make in India!

When PM Narendra Modi announced “Come, make in India”, like every single Indian, the speech made my adrenaline run faster! But slowly, many questions have been arisen in the industry about its effectiveness. While many talk of it positively, some feel it as a showcase where promises are made but never kept. My question is where the manufacturing industry of India is heading to? While Modi is visiting different foreign countries to invest in India, how much is this becoming fruitful? Moreover why to appeal foriegn companies to invest when India has so large SMEs and young taents which can excel with proper enhanced quality and infrastructure? Whenever I talk to some industry leaders, they tell about the lack of skilled manpower though there are numerous engineering colleges from which every year lakhs of students get graduated. Why cannot we bridge this mismatch? The simple answer is we do not intend to. Another personal experience I want to share with my readers. A consultancy firm which provides solution to the manufacturing industry has been contacted through our editorial team and to our surprise, we are learnt that they don’t think SMEs can be a sector where they can be interested in and simply responded telling they don’t want to ‘dabble’ in the SMEs. This is the typical Indian mentality though I accept there are exceptions.

However, through MART, we always strive hard to give right information to the industry, thereby supporting Indian Manufacturing Industry and the SMEs in main. In April 2015 edition we are talking about mechatronics and lean- the two mostly used technologies in manufacturing. IMTEX, India’s biggest manufacturing show happened last January and in this issue we tried to give you a rough picture of how much did we seal the ‘mauka’ of doing business here till then. With the regular columns and the technical articles we are aiming to deliver knowledge with the right value. What more we want is the direct involvement of our readers to give feedbacks and suggestions on what newer ways can we serve more as Media support to the industry?

We are open to change and grab the opportunity to improve ourselves. Please come out with your suggestions.

]Till then Happy Reading!

“Mauka”, Fruitful!


Saravjit Singh Manoj Kabre P S SatishA S Shetty LD Bhakre Siji Nair Sandeep HingneJ R Mahajan

Editorial Advisory Board

MediaMart Infotech313, Dorikal Byelane, Jheel Avenue, Dum Dum Road,

Kolkata - 700 041, India. Tel: +91 33 2560 4052 Mob: +91 9038000711 Email: [email protected]

Visit www.martupdate.com

Digital Edition at

Saravjit Singh Manoj Kabre P S SatishA S Shetty LD Bhakre Siji Nair Sandeep HingneJ R Mahajan

Volume 11 Issue 10 April 2015

Annual Subscription `1200

Member INS

Editorial Advisory Board

MediaMart Infotech313, Dorikal Byelane, Jheel Avenue, Dum Dum Road

Kolkata - 700 074, India. Tel: +91 33 2560 4052 Mob: +91 9038000711 Email: [email protected]

Visit www.martupdate.com

Digital Edition at

Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Orange Printers Private Limited, Plot No: 53, IDA Veli, Titanium Post, Thiruvananthapuram- 695021 and Published from”Tharangam”, TC 37/2029, Kodunganoor Post. Vattiyoorkavu, Thiruvanthapuram- 695013. Industrial Business Mart is a monthly journal published from Thiruvananthapuram. Views and opinions expressed in the journal are not necessarily those of the Publishers. RNI No: KARENG/2004/13614

Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © All Rights Reserved

LEAN MANUFACTURING24

10INNOVATIONS

24 Superior Quality is Inbuilt in Lean Manufacturing

28 The accountability of Lean Manufacturing in the Indian SME’s

38 Big Data Analytics and IoT’s impact on Mechatronics

44 Rise with Mechatronics

46 Grabbing opportunities not fully yet explored’’

MECHATRONICS 38


Advertisement General Manager Priya Kundu +91 98301 22946 [email protected] Marketing Monalisa Chakraborty +91 9038 003210

Madhurima Bhattacharjee +91 9038888277 Madonna Kabir Khan +91 9038002340

Bangalore Sumithra Krishnaswamy +91 9845388869

Chennai Subramaniam V +91 93827 48296 Delhi C R Sathyanunni +91 9910727307 Mumbai K Ravindranath +919820417240

Managing Editor Hari Shanker [email protected]

Associate Editor Hiya Chakrabarti hiya@ martinfotech.in Editorial Assistant Riti Banerjee [email protected] Rajiv Saini [email protected] Creative Assistant Sayan Chowdhury Amitava Sinha Roy Anjelika Das [email protected] Circulation Devjeet Biswas Akash Tiwari

Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Orange Printers Private Limited, Plot No: 53, IDA Veli, Titanium Post, Thiruvananthapuram- 695021 and Published from”Tharangam”, TC 37/2029, Kodunganoor Post. Vattiyoorkavu, Thiruvanthapuram- 695013. Industrial Business Mart is a monthly journal published from Thiruvananthapuram. Views and opinions expressed in the journal are not necessarily those of the Publishers. RNI No: KARENG/2004/13614

Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © All Rights Reserved

Columns

48

CONTENTS

ON FACE

CASE STUDYY Srinivas Reddy Founder & Managing Director, Bevcon Wayors Pvt Ltd

54

58 Managing your High Potentials

62 Follow Process approach 66 How social media can help ?

70 Bring loving Energy to whatever you do

72 Choice is Yours

76 FAIR MART

86 MART UPDATE

97 THE LAST LEAF

24 Superior Quality is Inbuilt in Lean Manufacturing

28 The accountability of Lean Manufacturing in the Indian SME’s

38 Big Data Analytics and IoT’s impact on Mechatronics

44 Rise with Mechatronics

46 Grabbing opportunities not fully yet explored’’

Feature articles84


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“To be able to always achieve faster accelerations and speeds in aisle travels, igus has developed an energy chain supply system completely made of plastic. This is characterised by low weight and moreover, easy installation. Visitors to the igus stand at the Hanover Fair in Hall 17 can experience this innovation and more “motion plastics”.

Antony Kurian Managing Director, igus India

igus presents its new GLSL-P, a lightweight and affordable guide system, which consists entirely of plastic and is designed for hanging energy chain applications.

igus has advanced its guidelok slimline system once again and now presents the new GLSL-P, which is entirely made of plastic. The guide system for hanging energy chain applications does not require an enclosed channel trough or other elaborate, expensive enclosures and holds the energy chain system as in aisle travels on the railway. Instead, lightweight plastic segments are mounted only

every two metres, which saves up to 80 percent trough costs and also weight compared to the previous metal option. Therefore, even faster speeds and accelerations can be achieved. Another advantage of the plastic novelty is that vibrations are absorbed better. “The lightweight guide rails made of fibreglass can easily be plugged into the plastic segments of GLSP-P, hence, implementing the installation

completely without tools, leading to a reduction in costs yet again,” explains Christian Strauch, industry manager for materials handling at igus.

Secure hold for energy chain system

Two automatically actuated compensators in the segments of the guidelok slimline P fix the e-chain and ensure a quiet, smooth run. If the chain moves in the radius through the segment,

igus Presents a New Energy Supply System

the compensator is activated and fixes the energy chain. The innovative locking levers are complemented by open guide rails made of reinforced plastic between the segments, which allows for more dynamics.

For further details write to Harish Bhooshan, Product Manager, E-ChainSystems® & ReadyChains®, igus (India) Private Limited Tel: +91-80-45127809 Email: [email protected] Website: www.igus.in

guidelok slimline P for less weight and more dynamics saves up to 80 percent of the cost



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PRODUCT MART

The configurable contacts of the base unit for PNOZmulti 2 provides users with smaller applications, the opportunity to download data to operational control systems, without immediately having to invest in a fieldbus module.

The new product range PNOZmulti 2

Pilz has launched a new product range with PNOZmulti 2.The housing width of the new base unit is just 45 mm.There are 20 safe inputs available, up to eight of which can be configured as standard outputs, plus 4 safe semiconductor outputs (each with PL e).With the new illuminated display, you can save time and costs during configuration and diagnostics and reduce the engineering work. Use of the PNOZmulti 2 is particularly economical from three or more safety functions. As with the PNOZmulti, the configurable control system achieves PL e / SIL CL 3. The base unit PNOZ

mB0 has an extremely reduced power consumption and so is particularly efficient, enabling the user to save up to 80 % of energy in comparison with similar products.

Modules for flexible application

The base unit in the product range PNOZmulti 2 can be expanded on the right-hand side with up to four input and output modules. As a result, the number of safety functions that can be implemented also rises considerably. So PNOZmulti 2 provides flexibility in terms of both the size and the individual requirements of an application.

The modular configurable control system PNOZmulti 2 can

be expanded to the right of the base unit with various input/output modules. There are modules with eight safe inputs and four safe semiconductor outputs, modules with 16 safe inputs and an input/output module with four safe inputs and four safe relay outputs. On the left hand side of the base unit, a range of communication modules provide the option for data exchange with diverse standard control systems.The serial RS232 or the TCP/IP interface, which also supports Modbus TCP, can be combined with one of the fieldbus modules PROFIBUS-DP or CANopen.

Open for all control systems

PNOZ multi2: The new generation PNOZmulti The future proof solution

The configurable contacts of the base unit for PNOZmulti 2 provides users with smaller applications, the opportunity to download data to operational control systems, without immediately having to invest in a fieldbus module. Use of the configurable contacts can be defined directly as the safe user program is created. As a result you can have up to 12 standard outputs, which forward the signal states of individual functions to the corresponding standard evaluation unit.This means that machine operators can select the operational control system that suits their individual needs and don’t need to worry about how safety is connected.

The new product range PNOZmulti 2

“Pilz launched PNOZmulti 10 years ago and the success story continues with PNOZ multi2. PNOZ multi 2 is a new generation PNOZ multi which is technically advanced and carries forward the simplicity and versatility of PNOZ multi. PNOZmulti2 conforms to the highest level of safety (PL e and SIL CL 3) and provides many additional benefits over PNOZmulti. As an open system, PNOZmulti 2 is flexible and can be used industry-wide. PNOZmulti2 is an optimum solution for improving safety and productivity of machinery and processes.”

Sanjay Kulkarni Managing Director, Pilz India Pvt Ltd



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Bonfiglioli fosters initiatives for sustainable energy use and for the exploitation of renewable energy sources. The ongoing worldwide process to improve electric motor efficiency is top prior-ity for the company, and as a leading firm in the renewable energy business, it is dedicated to making this transition for all its customers.

The release of the new energy-efficient BX/MX motors is a proof of Bonfiglioli´s commitment to environmental preservation.

The BX/MX motors fulfil several requirements and environmental norms. The motors meet standards of IE3 efficiency class, according to the international standard IEC 60034-30. The “X” of the

new BX/MX motors stands for “eXcellence” in efficiency since the IE3 is the top efficiency rating currently formalized by global standards.

In addition, to meeting IE3 standards, the BM/MX motors are also compliant to Ecodesign Requirements for Electric Motors (Regulation (EC) No 640/2009 - Commission Regulation (EC) No 640/2009

of 22 July 2009 implementing Directive 2005/32/EC) as set forth by the European Parliament and the Council with regard to Ecodesign requirements for electric motors. The BX/MX motors offer a highly efficient and cost-effective solution that has a lower environment impact. The motors provide protection degree up to IP65 as well as thermal protection (Bi-Metallic or Ptc). Furthermore, the motors

New IE3 Motors (7.5-22kW)

include incremental and absolute encoder availability and an anti-condensate drain. All these cutting-edge features make the BX/MX motors ideal for a diverse range of applications that require low energy consumption, particularly continuous duty actions.

For further details write to Rele Ameet at [email protected]

Bonfiglioli´s first step in its expanding and innovative IE3 product series

In addition to the micro-structuring, coating of the thin-film sensor and the required electronics and housing, STW develops product specific hardware for installation and connection.

The STW Group supplies robust thin-film sensors for accurate force and pressure measurement and complete transmitters with thin-film, ceramic or silicon sensors. STW offers the three most important diaphragm types for the pressure measurement technology.

STW pressure sensors are made entirely in one integrated factory hence the entire production process is quality controlled and their products thereby are sought after by OEMs for reliable repeatable performance around the world.

STW develops and manufactures customer specific sensors, complete measurement systems and a very cost-effective line of standard transmitters. In addition to the micro-structuring, coating of the thin-film sensor and the required electronics and housing, STW develops product specific hardware for installation and connection.

For applications in extreme conditions STW supplies thin-film sensors for pressure up to 3,000 bar and medium temperatures of up to 300°C. With the various sensor and transmitter product

lines STW offers the optional solution for your individual application.

Customized Development

As well as standard sensors and transmitters, STW develops customer specific models. The development service is not limited to pressure and load sensors. Development and production of a wide range of sensors is possible.

The displacement sensor FELIX, for example, is found in many applications, and for the off-

Sensors and Measurement Technology

highway industry a gyroscopic sensor for integration in a swing-damping system has been developed and produced. The know-how in the off-highway sector and the certification to ISO/TS 16949 guarantees development and production to the highest quality.

CAN AUTOMOTION Pvt Ltd is an authorized system integrator for www.sensor-technik.de Please contact www.canautomotion.co.in for more information on their products and services.

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PRODUCT MART

Molds from injection molding machines are subject to wear and tear and must be regularly maintained as a result. The regularity of inspection often depends on the experience values of individual employees or handwritten notes. However, these are not always accessible. Therefore, in many cases, maintenance and inspections are frequently carried out only if the produced components no longer meet the required standards or if the mold malfunctions. This results in unscheduled stoppages that waste plenty of time and money.

This is where Mold ID from Balluff comes in. It supports condition-based maintenance

and provides more transparency in mold handling.

By means of industrial RFID, Mold ID makes the use of injection molds traceable and ensures their optimal utilization. The best part: Mold ID is backed by an autonomous system that can be retrofitted anywhere and at any time on all machines, without the need for the manufacturer or intervention in the controller.

In addition to the mold identity, a rugged RFID data carrier at each mold stores the current shot count and various mold-specific process parameters in non-volatile memory without making contact. This data can be called up via a smartphone

or a mobile RFID reader at any time (for an audit, for example). An externally attached inductive or optical sensor, which is mounted at a suitable place on the machine, serves as the shot counter. Both not only ensure that assignment of the molds is unmistakable, but they also return the objective database for condition-based maintenance. This extends the service lives and improves reliability during operation, while also increasing the productivity of the systems and improving their efficiency.

The SmartLight provides direct feedback regarding the current status of the mold to the operators at the machine. The limit values for “Warning” or “Maintenance required” can

Transparency in Mold Handling

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be individually defined for each mold. The SmartLight displays the status so that it is visible from a great distance and, most importantly, unmistakable.

The best part: All Mold ID systems can be connected to the control level, an ERP system or an MES system via web services by means of LAN, Wi-Fi or Powerline. The result is access to the data and the processes from everywhere. As a result, Mold ID is a clear and practical example for how Industry 4.0 easily finds its way into production.

For further details visit www.balluff.co.in

Mold ID is backed by an autonomous system that can be retrofitted anywhere and at any time on all machines, without the need for the manufacturer or intervention in the controller.

Developed for grey cast irons and high-chrome iron, Seco’s new CBN600 PCBN insert grade provides high-volume, cost-effective rough machining performance.

As a universal rough-turning grade, CBN600 endures abrasive workpiece materials, heavy cutting forces and high levels of

thermal shock for varying depths of cut conditions. The grade encompasses nine standard products, and inserts are

available in round, rhombic and square styles. The new grade complements Seco’s existing CBN300 and CBN500 premium

New Seco PCBN grade delivers high-volume roughing performance

grades for similar materials.

For further details visit www.secotools.com/cbn600

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PRODUCT MART


© 2

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SCH

UNK

Gm

bH &

Co.

KG

www.gb.schunk.com/pgn-plus

PGN-plus, universal gripper from SCHUNK

The world’s first gripper with multi-tooth guidance

Meistermacher. Made in Germany.

Jens Lehmann, legendary German goalkeeper

The first pro goalkeeper with headed goal qualities

Rainer Scholl, Master – Gripping System Components

Jens Lehmann, German goalkeeper legend, SCHUNK brand ambassador since 2012 for precise gripping and safe holding.

German champion with Borussia Dortmund 2002

English champion with Arsenal London 2004


PRODUCT MART

STAHL CraneSystems ranks among the leading manufacturers of hoisting technology and crane components on an international level and is the global specialist as regards explosion-protected crane technology. The ASR 7 wire rope hoist has been especially developed for the load capacity range from 20 to 32 tonnes. It closes the gap between the field-proven wire rope hoist series SH and AS 7.

Thanks to the lower load capacity and in some cases lower classification, smaller motors and long-life ropes with smaller diameters can be used. The bottom hook block and rope return sheave have been adapted to the smaller diameter of the rope. The result is a price saving of around 25 % compared with comparably dimensioned AS 7 with double rail crab.

Depending on load capacity and application, the ASR 7 is available in three different FEM classifications. It can be used in combination with double rail crabs on double girder

overhead travelling cranes, or as stationary lifting or towing equipment. The new wire rope hoist is also available as ASRF 7 with frequency-controlled hoist motors for smooth hoisting and step-less speeds.

The accessories too are convincing:

For the first time on the AS 7 series, load measurement is at the rope anchorage as standard. This permits the lifting and lowering motions to be measured accurately and the load to be indicated on a display.

The advantages of ASR 7 wire

rope hoist are Standard hoist with excellent price-performance ratio, Reduced design for load capacities from 20,000 kg to 32,000 kg, Stationary design or double rail crabs for crane and systems building, Compact construction and short approach dimensions, Greater lifting height, Accurate load measurement, at rope anchorage as standard and Largely maintenance-free, low wear.

STAHL CraneSystems ranks among the leading manufacturers of hoisting technology and crane components on an international level and is the global specialist

ASR 7 wire rope hoist – The cost-effective standard hoist

as regards explosion-protected crane technology. STAHL CraneSystems occupies a strong market position thanks to its expertise on system solutions and engineering. If a standard product does not meet the customer’s requirements, our committed engineers and technicians organised in project teams will develop a suitable solution.

STAHL CraneSystems has always been open to new aspects, innovative and high-performing, without forgetting our social and ecological responsibilities.

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“All equipment that we make are extremely safe to handle. When compared to the previous generation cranes, our equipment are with high efficiency motors and also consumes lesser power for unit ton of load handling. As every challenge is a potential opportunity to innovate or learn! we are working towards price optimization as desired by Indian customers with increasing utility value .”

Anand Daynidhi Country-Head , STAHL CraneSystems



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GEO Map Control, a built-in component for GIS decision making, provides live interactive maps from popular mapping services such as Google and Microsoft. Maps are interactive and dynamic; supporting both off-line and on-line maps access. PcVue graphical objects (Symbols) may be used as markers including animations and display of real-time asset status and alarms. No scripting or programming is required to configure the Map Control.

PcVue’s communication driver pack, CIMWay, has been expanded to support SNMP

for monitoring and controlling devices on IP networks. This native capability not only allows PcVue applications to monitor the health of the network, but provides access to an ever increasing number of IED’s and other equipment with IP interfaces. Designed for optimization of large IP networks in mind, the PcVue SNMP solution capability supports the growing Internet of Industrial Things (IoIT).

Data Analysis for operator decision-making support is an increasing requirement in a modern SCADA application. PcVue 11.1 provides powerful

analysis, with a few clicks operators may move from real-time to analysis mode and back. The resulting visualization may be with dashboard KPI displays or the powerful new X-Y charting control for correlation and statistical analysis.

Enhancements to BACnet® Scheduling and new SMART Generators for BACnet® and TwinCAT® - Beckhoff for automated configuration are some of the many additional new features and improvements to PcVue Solutions with PcVue 11.1.

Other additions are worth to be noted: the implement of a new license utility, a unique tool

PcVue Scada 11.1

for license management, and

improved client drivers for

Energy management such as

DNP3, our DNV Kema certified

IEC 61850, IEC 60870-5-104, etc.

To preserve your SCADA

investment and ensure its

longevity, PcVue has been

maintaining backward

compatibility for 20 years. This

new version is compatible

with the latest technologies

(Windows 8.1, Microsoft SQL

Server 2014, etc.) including

virtual environments.

For more information visit

www.pcvuesolutions.com

Innovative features for monitoring and controlling distributed assets and IP networks

PcVue 11.1 is the latest release of PcVue SCADA solution created by ARC Informatique. It now features the monitoring of geographically distributed assets and IP network devices. The innovative design improves operator effectiveness with powerful data analysis tools and developer productivity with advanced automation of configuration.



PRODUCT MART

Red Lion Controls, the global experts in communication, monitoring and control for industrial automation and networking, announced the integration of FlexBus™ technology to itsPAX®2C proportional-inte-gral-derivative (PID) controller portfolio. By inserting field installable FlexCard™ modules, users can now populate PAX2C PID controllers in more than 150 configurations to monitor and control multiple application processes on a single display.

Red Lion Controls, the global experts in communication, monitoring and control for industrial automation and networking, announced the integration of FlexBus™ technology to itsPAX®2C proportional-integral-derivative (PID) controller portfolio. By inserting field installable FlexCard™ modules, users can now populate PAX2C PID controllers in more than 150 configurations to monitor and control multiple application processes on a single display.

Red Lion’sadvanced PAX2C

modular platform provides an easy upgrade path that enables integrators and panel builders to reduce inventory requirements while increasing application support. The solution is ideal for temperature, flow and pressure control in industries such as packaging, plastic welding, extrusion and food and beverage.

The new FlexCard modules include:

• Process Input/Remote SetpointCards:support input of

0/4 to 20 mA to enable cascade control loops where tighter control is required

• Heater Current Monitor Cards:provide heater current input and can signal when the heater or heater control devices have failed before damage occurs

Red Lion’s Crimson® programmed PAX2C PID controllers aredual-line displays that change color based on process status, alerting when a value is out of a specified range. With universal process

Red Lion Extends PAX®2C PID Control by Adding FlexBus™ Support

inputs and AC/DC power input, PAX2C controllers accept DC current, DC voltages, process signals, thermo couples and RTD inputs to provide an all-in-one platform that eases integration. Additional features include a large LCD display witheasy-to-read bar graphs, programmable annunciators, up to 16 alarms and a built-in USB programming port.

For more information about PAX2C PID controllers, including a full set of features and specifications, visit www.redlion.net/PAX2C.

New FlexCard™ Modules Enable Monitoring and Control of Multiple Applications on Single Display

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“The addition of FlexBusTM support to PAX2C will revolutionize the furnace manufacturers as this supports monitoring & control of multiple applications. This replaces usage of multiple panel meters, inventory and maintenance in terms of space, time & money.”

Naveen Kumar Mote General Manager, Red Lion Controls



LEAN MANUFACTURING

Saravjit Singh [email protected]

To sustain competitiveness, we must deliver more for less. Lean companies achieve this by continuously reducing waste in all areas. This enables optimized delivery of customer perceived value through highest quality, zero defect products and services.

“Lean is Quality at Source”.

Superior Quality is Inbuilt in Lean Manufacturing

Some time ago, I did an awareness programme on Lean Manufacturing for the top management team of an international manufacturer of agricultural equipment. I opened the programme by

asking, “What is Lean?”.

The very first answer I got was also the best, “Lean is absence of fat”. This idea is the simple and insightful essence of Lean Manufacturing.

Excess fat is undesirable. How do you get overweight? The extra calories you consume are stored for future use in special fat cells, called a dipose tissue. Habitually consuming too many calories is likely to lead to

obesity. This condition is liable to cause many health issues.

What excess fat is to a human being, waste of resources is to a company. Waste may be created, and accumulated,

Management(Including Finance, Accounting, Strategic Planning, Coordination

Figure1: Product Realization Process


anywhere within the company’s product realization process as shown in Figure 1. More the waste (muda) the costlier it is to produce products and services. At the same time, such products are likely to be of poorer quality and deliveries may be delayed.

A lean organization is agile. It adapts its self to effectively monitoring and meeting

customers’ ever changing needs and requirements. It does this by perpetually practicing continuous improvement to remove waste from all stages of the product realization process, not just in the manufacturing area. This practice of continuous improvement is called kaizen. The more waste is removed from all operations, the nearer the company is to zero defect

and excellence in quality. This way, the company becomes leaner day by day.

Removing waste at all its sources moves the company towards zero defects and so improves quality. In this context, Lean is Quality at the Source. Perfection is always beyond reach, but it is the strategic intent of a Lean company to become

better and better all the time and strive for zero defect in everything. The goal is to be right first time and every time in all that is done within the company and in every contact with its customers and other stakeholders.

Removing waste enables delivery of products and services by using fewer resources while improving it

Figure 2: Impact of Continuous Improvement

Figure 3: The Eight Lean Wastes


send customers’ perceived value. The outcome of this is as shown in Figure 2.

How does Lean view waste? “Waste is any activity or material that does not add value to the end customer”. Lean recognizes thatthere are eight types of wastes that exist in an organization. These wastes are shown in Figure 3.

The end-user is the final judge of quality. If he thinks quality is bad, he will not suggest repeat buy. To a user quality is value and worth of the product. A Lean company always measures the real value of its product from the point of view of the end customer. Lean quality is synonymous with end customer perceived value.

A Lean company usesall resources at its disposal to maximize the value delivered to the end customer through its products as well as at every customer contact and interaction point. There can be no presumption or guess work about what the customer sees

as being good value. Marketing uses the Customer Needs-Marketing interface as shown in Figure 1 to find out the expressed and latent needs of the customer. One way to find this is by intensely observing the product in actual use by the customers.

To a customer the product is a solution to his problem(s) and not an entity in isolation. He sees a product/service as being worth the price based on how effectively it solves his problem(s) i.e.,delivers perceived value (quality).

We can also say that quality is consistent conformance to end customer’s expectations. In this context, if the product/service delivers less than what the customer wants, he sees the product/service as being of poor quality. On the other hand, delivering more than what the customer wants is also poor quality! This is because the customerdoes not see any use value in the extra feature supplied. This is simply because he does not

intend to use this feature and consequently the feature is worthless.

For example, if the desired life of a farm tractor is 20 years, then all critical wear components should be designed to have a useful life of 20 years. In many makes of tractors, the life of the gear box assembly is 40 to 50 years. The customer usually gets charged for the extra robustness built into the gear box. Apparently, over design of the gearbox is a waste.The gear box outlasts the tractor and is usually in very good condition. However, this gearbox is now of no value to the customer. Over specified gearbox, which comes under over processing type of waste, does not add any extra value to the end customer. Conclusion: Neither under nor over deliver quality.

A company that progesses from Mass Manufacturing to Lean Manufacturing, moves from traditional Quality Controlto Lean Quality

Management in two steps. This is shown in Figure 3

In Lean Manufacturing, quality inspections are embedded within all processes, whether within Manufacturing or else where, as shown in Figure 1. Lean Manufacturing eliminates most quality inspectors.Instead, well trained, self-motivated, empowered process workers themselves self-inspect their own work after completion and then only pass on the defect free product to the next step in the process. The objective is not to offline or to ever pass on defective work to the next station.

Self-inspection by process workers requires detailed attention to design of eachactivity in the process based on what happens in each step and what all can go wrong. Where necessary, the process steps are then armed with reliable poka yoke devices to prevent defects from ever happening. Lean believes that it is not the people who make mistakes but that mistakes

Figure 3: Quality Control to Lean Quality


are inherent in the process. So whenever defects occur, kaizen is used to correct the process to prevent such a defect from recurring. Blame the process not the workman.

One of the highest costs of quality is a defective part or material that forces you to discard an entire batch; the farther along in the process this happens, the more pain and cost involved. As seen above, this eventuality is fully avoided in Lean Manufacturing.

Today, in high-speed automated production systems, smart sensors (poka yoke devices)are used to ensure defect free products. For instance, Servo Robot (see www.servorobot.com) offerssuch automated weld inspection solutions. On their website, this is what they says,

“ Welds produced at several meters per minute cannot be inspected efficiently by the human eye, which is why special laser-cameras have been designed to verify the geometric profile of the bead and identify defects. Laser vision systems have been found to be the most repeatable and reliable technique for the inspection of components made in high volume continuous production. A key point is that the laser vision inspection systems provide quantitative data which can be used to determine process capability, whereas other products on the market cannot.”

It is necessary that all suppliers of a Lean Manufacturer must also be Lean and be capable of delivering defect free material. Such material can then be deliveredjust-in-time directly to the line, without any inspection. Sona Koyo Steering Systems Ltdis one such outstanding Lean supplier. They deliver complete steering system

assemblies to MarutiSazuki, Toyota, Hyundai, Tata Motors, Mahindra & Mahindra and others. These steering systems are defect free and can be taken directly to the assembly line for fitment, without any inward inspection by the car companies.

Quality is a state of the mind. The essence of quality in a Lean Manufacturing company is the perpetuation of the right mindset by adherence to the following three principles by all workers and service providers:

1. We do not accept bad work

2. We do not do bad work

3. We do not pass on bad work

To sum up, Lean Manufacturing minimizes non value-added steps and removes any form of waste anywhere in the company. In doing so, it effectively eliminates quality problems from the system.When a company learns Lean methods and incorporates them into the shop floor, it will find that production becomes simpler, products become better and lead times become shorter.

Toyota invented lean seventy years ago – to cope with the shortages and the conditions after Japan lost World War II when was literally shattered. Today Toyota is still the best practitioner of Lean and the most valuable automobile company in the world. Toyota consistently strives to give its customers the best value products and services. This translates into the end customer getting what he really wants and at the right time and price. Within Toyota and its elite Tier I suppliers, there are no compromises, no fire fighting, no waste anywhere, and professionalism at its best.

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LEAN MANUFACTURING

The accountability of Lean Manufacturing in the Indian SME’s

With many manufacturers now undergoing a lean transformation, it becomes essential to discover exactly what part lean accounting has played in the changes made. Surprisingly, this is still an emerging concept and the reasons ranged from a lack of understanding to the barrier of company culture. Let us see what “lean” is and what is the current scenario in the application of this principle.

Panizzolo divided the lean practices into six areas which are process and equipment; manufacturing, planning and control; human resources; product design; supplier relationships; and customer relationships. This study confirms that, many firms seem to have difficulty in adopting lean tools that concern with external relationships with suppliers and customers even for high performance firms. Empirical results from this study also prove that lean tools in internal areas are adopted most widely in the firms, where the operation and management methods are more directly implemented.

The seven wastes identified in Lean Manufacturing are Over Production, Inventory, Transportation, Extra Processing, Defects/Rework, Unnecessary Motion, Unnecessary waiting.

India is emerging as a new manufacturing destination and many companies are seeking ways to increase the value of their products and services by eliminating unnecessary processes and wasteful practices from their production systems. The powerful lean manufacturing approach that has proved successful as an operations model in developed economies is now increasingly being recognised by the small- and medium-size enterprises (SMEs). The purpose of this article is to investigate the steps towards adoption of lean production in India and to examine benefit it has brought to some companies.

As per the Development Commissioner Micro, Small & Medium Enterprises Government of India, “The objectives of lean manufacturing scheme are to

increase the competitiveness of the MSME sector through the adoption of LM techniques with the objective of

• Reducing waste;

• Increasing productivity;

• Introducing innovative practices for improving overall competitiveness;

• Inculcating good management systems and

• Imbibing a culture of continuous improvement.

The Scheme will be implemented in clusters spread all over the country. Initially in the Pilot phase, it would be implemented in 100 mini clusters and depending on success achieved; it would be extended to more clusters in the future. A three tier structure has been proposed in the Scheme as follows.

• Mini cluster (MC) A Mini Cluster would be formed at the lowest local tier. The units desirous of taking advantage of the Scheme would incorporate a SPV for the purpose of engaging a LMC. The units would work with the assigned LMC to implement the specific LM techniques.

• National Monitoring and Implementing Unit (NMIU) The next higher level tier, National Monitoring and Implementing Unit (NMIU) will be responsible for facilitating implementation and monitoring of the Scheme. For the Pilot phase of 100 mini clusters, it is envisaged that NPC (National Productivity Council) will function as NMIU. LMCs and SPVs of Mini Clusters will report regularly to NMIU. NMIU would report to the Screening and Steering Committee (SSC).

• Screening and Steering

Riti Banerjee [email protected]


Committee at the highest level, SSC will provide overall direction to the Scheme and will be headed by the Development Commissioner(MSME), with representatives of the government departments concerned, industries associations, technical institutions, professional bodies and other stakeholders.”

Recently, Indian manufacturing companies have been

increasingly restructuring operations and implementing Lean. The companies range from Bharat Forge, Bajaj and Tata in the auto sector to Larsen & Toubro, and Godrej & Boyce in the specialist engineering space as well as Ballarpur Industries in paper, and others in the pharmaceutical and textile sectors. These practices help companies become globally competitive, especially in sectors such as auto and auto components. In addition,

India’s vast pool of scientific talent helps these companies locally design and procure some of the more expensive inputs. For example, TATA Group leveraged the country’s low-cost engineering skills to develop India’s first indigenously designed, developed and produced car – TATA Indica. The Indica’s V2 version received numerous quality awards and is now being sold in Europe and South Africa. Following this, the

Group developed the world’s most economical car – TATA Nano – for a price as low as USD2,200. Despite being relatively inexpensive, the car uses leading-edge materials such as composites and industrial adhesives.

By adopting lean manufacturing practices, Indian companies have been able to significantly cut down costs. For example, Sundaram-Clayton Limited, one of the country’s largest auto

Lean is a thinking process and can be applied in all walks of life. It’s main

focus is to remove wastes( fat) in the process. Wrong mail written with

mistakes (here waste is Defects) will take time to correct later. Lean principle to apply here is to do things right at first

time. Second principle I see application in day to day life is on continous

improvement. We should always strive to be better today than whom we were

yesterday. I see lot of things to learn from lean that can be applied daily.”

P S Satish Director, Saraswati Industrial Services

Reducing waste

Increasing Productivity

Introducing Innovative Practices

Good Management

System

Culture of Continuous

Improvement

The objectives of lean manufacturing scheme through the adoption of LM techniques with the above objective.

“Firstly, Lean gets us speed. Customers want speed in delivery. They demand

that the materials should keep moving. Lean helps us in achieving our end through speed. Secondly, we bring

quality by inspection. Though in our company, 80% of the products go through without line inspection, we

have this tendency of bringing quality by inspection. But quality does not

depend on inspection. Lean helps us in bringing about this change in culture.”

Dr T S Shivashankar Vice President-Operations, INDO-MIM


component manufacturers, has been able to reduce 2.5–5 per cent of costs and product prices by going lean. Through the adoption of lean manufacturing practices, the company significantly boosted employee productivity and was ranked by Lean Enterprise in the US as one of the leanest companies in the world. The world’s largest forging factory

is based in the industrial city of Pune, Maharashtra (Western India). The state-of-the-art factory belongs to Bharat Forge, which is rapidly placing India on the world map for manufacturing. It has embraced a strategy that includes heavy investment in technology, a scientifically skilled workforce, and aggressive overseas

The Seven Wastes

Over production

InventoryTransportation

Extra Processing

Defects/ Rework

Unnecessary Motion

Unnecessary Waiting

The seven wastes identified in Lean Manufacturing .

acquisitions. Also, the company recalibrated its business strategy and put an emphasis on streamlining operations to create a leaner and more cost efficient enterprise.

The move towards a lean manufacturing process resulted in significant gains for Bajaj Auto. The company’s workforce productivity rose 10

times The company was able to reduce the inventory for raw materials from one week to half a shift stock. The inventory for finished goods was cut down from one month to three days. The number of rejected items was reduced from 20,000 parts per million (PPM) to less than 2,000 PPM.

“Not having Accountability in SMEs is the most dangerous

waste as it is disguised. Industrial Engineering is the foundation for Lean

Manufacturing. Advanced Lean Planning & Scheduling

applications can bring accountability across functions

in SMEs, more importantly sustain them.”

Nikhil Joshi CEO, SNic India

In daily life, Lean Manufacturing is like shedding off excess weight and staying

in a healthy condition. Lean Manufacturing would need a

superior bottom line. In the present condition, Lean is like a boon: all the wastes are being cut and the best practices are

being followed.

Vrushal Phadnis Director, Losma India Pvt Ltd



following and taking sincere efforts to reduce all above wastes are gaining more advantage than those who are not.

The Indian SME’s are passing through a very critical stage as there is demand for work from all over the world but has to work in a stiff compilation and thin profit margin; I am talking in context of Engineering Export Industries. All over the world people are expecting a lot from the Indian Industries who are capable of doing the job but have many challenges such as

• Euro depreciation almost 27% in a year

• Stiff competition from Eastern Europe, Brazil and China.

As far as many foreign companies who are coming to India from Europe and USA are concerned, they also want parts at very competitive cost, as they have to show their principles and advantage of operation in India. These factors are forcing the Indian Industries to face more challenges.

How to take these challenges?

There is no control of any SME on raw material cost in India as cost is decided by a few big players with money power. Labour cost is also becoming beyond control as day by day working in manufacturing sector is becoming more and more difficult, compared to service in Industry and software, who are having easy working environment .

One has to think of 10% to 15% rise YOY to retain employees. Finance and Transportation are governed by government. What is left is control on Process Cost.

Process cost concept till 80’s in India was Machine Hr Rate X whatever time required as per entreprenuer’s wish. Entry of MARUTI SUZUKI changed this concept and SME’s in India were forced to think in different direction. Japanese Management Techniques become a key word with all big companies and started percolating to their big vendors first and slowly in small industries. Initially it was started forcefully. Subsequently it took momentum in industry when people saw the benefits in it.

Roots of lean are from 1911 in the “Principles of scientific management” of Fredric Winslow Taylor, who is the Father of Scientific Management. This becomes the basis of TOYOTO PRODUCTION SYSTEM(TPS) developed during 1948 to 1975.

Waste is an activity that consumes time, resources or space but does not add any value to product or service. On the contrary it adds cost to your product or service, which erode your profit without your knowledge, and you will understand at the end only when the things are already happened. Nobody will pay for your waste.

What are different types of wastes?

- Over Production - Inventory - Defects - Waiting - Transportation - Motion - Over Processing - Incorrect use of Staff

Organizations who are

Avinash Chabukswar Director, C-Tech Engineers Pvt Ltd

How to take Challenges? Lean Manufacturing in the Indian SME’s

LEAN MANUFACTURING


What are the hurdles in acceptance of lean manufacturing?

- Reluctance to allocate funds at initial stage of development

- Reluctance to implement due to human factor

- Lack of leadership for implementation

- No proper measurement system which can easily give an accountability of improvement

- Mediocre consultants in this area.

How to change this attitude is a big challenge to SME sector and this is the reason why very less percentage of SME’s are opting this.

What are the benefits of lean manufacturing?

- Significant improvement in organization performance.

- Positive change in OEE

- Improving Productivity

- Reduction in cost.

- Improvement in financial results.

- Can change moral of your employees.

- Inventory Control.

- Batch Production productivity improvement, which reduces response time.

- On time delivery.

- Improved Customer Satisfaction.

Conclusion

In growing demands, if you have to stay in competition with good margin, with flexibility of work, increasing OEE and increasing profit

margin, one has to implement LEAN, which eliminates:

- Waste in manufacturing process

- Waste created through over burden.

- Waste created thro unevenness in workload.

My strong opinion is that big companies should help their suppliers financially, to go for all these practices. This will make their life comfortable in future as a good supplier is always an asset to them. Nowadays, all big companies are putting more pressure on small companies to keep more inventory to deliver JIT but are reluctant to pay for that.

Keeping your vendors at financial stress beyond some point is also hazardous to them.

In implementation of LEAN, regular senior management visits on shop floor is essential to convey the importance and urgency of LEAN MANAGEMENT. Senior managers can quickly understand and guide what to look? where to look? and pick important things which are the basics of LEAN. They should design the simplest manufacturing system, think that there is always room for improvement, and continuously improve the current process with measurements of it. This they can achieve with proper understanding, listening to people who are doing things day in and day out and applying their brain to improve it. Most of the things are based on commonsense only.

*THIS IS THE KEY TO SUCCESS OF LEAN.*


LEAN MANUFACTURING

In the context of Lean manufacturing, Kaizen is understood to signify small, incremental, yet frequent improvements to a process on the Gemba (real place) while Lean philosophy states that instead of making large changes that may require significant amounts of investment and risk, the kaizen mindset aims to make process improvements without

1) Adding people to the process,

2) Adding space to the process, and

3) Without spending any money to implement the change (this last one is usually the hardest for the companies to follow).

It is often said that Kaizen is a mindset, while Lean is a goal

or a state one would like to achieve. The basic difference between Kaizen, Lean & Six Sigma is given below, but to debate and/or compare all three is a ‘muda’. This isn’t a “fight between Lean, Six Sigma or Kaizen” — it’s a fight between knowledge and ignorance.

However the basic difference is that;

1. Lean: A systematic approach to identify waste, focus activities on eliminating it, and maximize (or make available) resources to satisfy other requirements.

2. Six Sigma: Focuses on the value added elements of a process by reducing variation, and therefore defects, from the process. It is a strategy that increases efficiency by statistical process control.

3. Kaizen: Focuses on reduction & elimination of waste (Muda), variation (Mura) & strain/burden (Muri)

Looking Back

Steeping back into the history of Kaizen a bit, the root of Kaizen can be traced back to World War II. After WW-II, to help restore Japan, American occupation forces brought in American experts to help with the rebuilding of Japanese industry while The Civil Communications Section (CCS) developed a Management Training Program that taught statistical control methods as part of the overall material. The Economic and Scientific Section (ESS) group was also tasked with improving Japanese management skills and Edgar McVoy was instrumental in bringing Lowell Mellen to

Lean manufacturing involves never ending efforts to reduce ‘Muda’ (Japanese for waste) or non-value adding activities in design manufacturing distribution, and customer service processes. The goal of Lean manufacturing is the reduction of lead-time from “order to cash” through the elimination of waste from all business processes.

When people or organizations think of lean manufacturing they normally think that it began with Toyota & some go as far back as Ford and his production lines for the Model T ford, but depending on how you define lean, it has a very long history. Lean manufacturing was popularized by the book “The Machine That Changed the World” by Womack and Jones in 1990. It is often also called as lean production. However if you search through the publications and internet you will find a myriad of differing definitions for Lean, partly because it’s application is different for each and every company. Although developed mainly within manufacturing, Lean is equally applicable within office environment or within service industries.

Divyakumar M Soneji Head - Marketing, Kaizen Institute India

Lean Manufacturing: It’s Now or Never


Japan to properly install the Training Within Industry (TWI) programs in 1951.

Prior to the arrival of Mellen in 1951, the ESS group had a training film to introduce the three TWI “J” programs (Job Instruction, Job Methods and Job Relations)---the film was titled “Improvement in 4 Steps” (Kaizen eno Yon Dankai). Thereby, “Kaizen” was introduced to Japan. It was the Japanese who first saw the sense in the Kaizen philosophy and the Western world came to know about the concept only when Masaaki Imai, a Japanese, reintroduced it in 1986 in his book, ‘Kaizen: The Key to Japan’s Competitive Success’. Today Masaaki Imai is known as “Father” of Kaizen worldwide.

Kaizen: The Concept

Kaizen, according to Masaaki Imai, is the basic philosophical concept underlying the best Japanese management. Kaizen is the umbrella concept that covers most of the uniquely Japanese management practices that have helped Japanese companies start from zero in the 1950s to become world class competitors in the 1980s. It is a philosophy, a way of life, and is focused

on continually improving organizational processes. Top Management support and standardized work play an important part in this concept. In a Kaizen organization, employees are actively sustaining standards and management is continually improving the standards.

The true meaning of Kaizen

“Kaizen: The Key To Japan’s Competitive Success” talks more about Kaizen concept. It has more than 100 examples in actions and 15 corporate case studies. The book was an immediate global success and that is when the ‘Kaizen’ concept became popular. In the meantime, it had sold well over 300,000 copies and it was translated into 16 languages. Today, organizations and companies all over the world use the ‘Kaizen’ philosophy to improve the productivity, speed, quality and profit at minimal costs, time and effort to achieve the desired results. Masaaki Imai’s organization KICG (Kaizen Institute Consulting Group) supports organizations of all sizes in Europe, Asia-Pacific, Africa, the Middle East and South America & in industries and offers broad consultancy, training, certification (via Kaizen College), and benchmarking services.


LEAN MANUFACTURING

Waste of Time in Comparing & Criticizing the Improvement Methodology

innovative manner while every innovation had been preceded by many small improvements. Potter’s wheel must have been a point of invention in the history… to solve problem of storage, leading to development of wheels to solve transportation problem revolutionizing the world economy today. Similarly all major improvement initiatives had helped and contributed to new way of thinking.

What is Lean? Determining the vital few business problems that we need to solve today, current state, to create a better tomorrow, future state, using the science of improvement which is the PDCA cycle, creating better value for customers and the organization through relentless identification and elimination of waste in whatever we do. Value is created by a series of

steps that must be conducted properly in a proper sequence, standardized work… that is followed consistently and improved to better levels by identifying and eliminating the waste.

What Lean organizations strive to do? Solve customer problems, by providing what customers want, when they want, where they want, cost effectively. Cost reduction is the wrong end of the telescope; value maximization by solving problems is the real customer desire.

What is Lean Management? To ensure that every step is valuable – as judged by customers, capable – a good result every time, available –ready whenever needed, adequate – just enough capacity, flexible – able to switch quickly at low cost from

one product or service to the next. Let’s go deeper into each of them.

Is the step valuable? Will the customer be equally happy with the product or services if the step is left out? For example, is there any rework? In Lean we call it a waste and eliminate it, this has been the hall mark of TQM. Lean also strives to remove many other wastes like moving product from one disconnected batch process to the other by changing the current design of the process.

Is the process capable? Can it be performed consistently with in specification giving least number out of defectives over a long period of time? This the halls mark of Six Sigma, TQM, TPM and lean as well. However the philosophy of doing this differs. Most approaches

The most common question people had asked me in last few years is: How does Lean Management compares with TQM, Six Sigma, TOC, TPM etc.? Though I did answer this question, whenever it was asked to me, but I was not so satisfied with my own answers, so would have been the questioners… though they had always been kind enough to accept my answer. So I thought of reflecting on this deeper.

This reflection is certainly influenced by Jim Womack, the greatest of lean sensei and the famous author of the book “The Machine that Changed the World” published in 1990 triggering the “Lean Thinking” across the world and challenging mass production concepts championed by Frederic W Taylor 100 years back. Jim’s chapter on “Misunderstanding” in his latest expanded 2nd Edition of “Gemba Walks”, published by Lean Management Institute of India in 2014, has been also a great guide during this reflection... Jim Womack is the keynoter in our Lean Summit 2015, scheduled to be held on 9 & 10 December, in India.

Going back to the history of mankind there is no doubt that we had always been in the quest of solving problems to make our life better in an

Dhirendra Kumar Dubey Chief Executive Officer, Lean Management Institute of India


pursue the philosophy of collecting large set of past data and analyzing the same through sophisticated tools understood by few experts. Lean philosophy is GenchiGenbutsu - go to the source and find the facts (Gemba), decide slowly by consensus, considering all options, implement rapidly (Nemawashi).

Is the step available? Can it be performed whenever it is needed? Is it subject to breakdowns and variable cycle times making your process un-predictable? Is there high changeover time creating a loss in productivity? How to raise the machine utilization to the higher levels ever increasing the Overall Equipment Effectiveness (OEE)? This is the hall mark of TPM. Lean strives to eliminate breakdown and changeover times and works towards consistent cycle times to ensure that machine and equipment are available when needed but must not be run when not needed. Do you want your car, being your high capital investment item,

to run round the clock for high utilization? No! Do you want your car to start and run without any problem with best fuel efficiency, whenever you need? Yes!

Is the step adequate? Is there capacity to perform it exactly when the value stream requires, or is there a bottleneck? This has been the hall mark of TOC. Lean thinkers try to avoid it by adding production capacity in small increments maintaining flexibility with addition of people when needed and engaging them in major improvements when they are not needed. Organizations implementing TOC in India tend to add layers of warehouses where as lean is to eliminate warehouses in an innovative manner. Lessons of large capacities can be very well learned from China of today.

Is the step flexible? Can we shift over quickly from one product to other? Can it changeover without compromising capability, availability, and adequacy? Flexibility is the key lean

philosophy that responds rapidly to the changing customer desires.

Is there a flow? If all the steps in your value streams are valuable, capable, available, adequate and flexible, you have done a great job. What improvement method you have used does not matter. What remains now? The perfect linkage among the steps is missing as per lean thinking. Does the product flow from one step to the next without waiting or delay? This is what was championed by Henry Ford in 1914 by creating flow not only on the assembly line but also in the component fabrication in the “Highland Park”. Unfortunately he found it hard to sustain in the ever changing world demanding variable volumes and variety of products.

Is the product flowing at the pull of the next downstream step? This is the central point of lean. A perfect value stream is that product flows to the customer at the demand of the customer exactly: What is needed? When it is needed?

How much is needed? Where it is needed?

“None of us, of course, has created a perfect value stream. Probably we never will. We can surely get rid of energy spent on comparing and criticizing improvement methods and start pursuing the perfect value stream”

The core thinking across all improvement methods is the management cycle of PDCA(Plan-Do-Check-Act) cycle which can be rotated again and again to solve any and every problem that we face in the world. The lean thinking is that you can rotate the PDCA better if you grasping the situation well. You can enhance your learning by rotating PDCA multiple times while solving any problem as in this way you will encounter the check more number of times which is a knowledge creating point within the PDCA cycle.

Last but not the least PDCA is not Plan-Do-Check-Abandon, which is often the case.

For further detail, please visit www.leaninstitute.in

System

Efficiency

People

Development

Machine

Management

Technology

Research

Solution

Investment

Develop

Idea

Condition InnovationManufacturing

ProcessDesign

QualityMaterial


MECHATRONICS

The classical knowledge of the engineering field to the journey upto virtual transformation i.e the modern approach to this field has expanded the horizons of this field. Today it conforms to derive a solution by production of ‘SMART MACHINES’. Thus we can see that the machine v/s the man bridge is redefining itself and making the world a better computing place.

Big Data Analytics and IoT’s impact on Mechatronics

Rajesh Angadi [email protected]

Mechatronics is a synergistic combination of precision engineering, electronic control and mechanical systems. It is the science that exists at the interface among the other five disciplines:

1) Mechanics 2) Electronics 3) informatics 4) Automation 5) Robotics

It is one of the most dynamically developing fields of technology and science. The word ‘mechatronics’ appeared for the first time in Japan in 1969.

Mechatronics relates to Mechanics + Electronics + Computing Engineering.

Mechatronics - the genesis

The term mechatronics was introduced to the technical

terminology by the Japanese company Yaskawa Elektric Corporation (a company founded in 1915), since 1971 it has been protected as a trade name. Mechatronics, in the initial period, was understood to be applicable in the design and construction activities involving the inclusion of electronic components and systems to the functional structure of various precision mechanisms. In 1982, Yaskawa Elektric Co. resigned from the patent protection of its trademark and from now on we can all use this term.

Today it means mechatronics engineering activities including designing, testing and operation of machinery and equipment, in which there is a high level of functional integration of mechanical systems with electronics and computer

control. Mechatronics is an interdisciplinary field, combining in a synergistic manner, the classical knowledge of mechanical engineering, hydraulics, pneumatics, electronics, optics and computer science. The aim of mechatronics is to improve the functionality of technical systems and the creation of new concepts of machinery and equipment with built-in ‘artificial intelligence’. In various literature sources, several definitions of mechatronics can be found, almost all of them put the emphasis on the functional integration of mechanical actuators with electronics and computer control.

Mechatronics includes engineering environment of automation and robotics, where the ‘mechanical’ way of solving the design was not

adequate to the expectations and opportunities that provide other areas of technology, particularly electronics, optoelectronics, materials engineering, especially computer science engineering.

Mechatronics engineering may be regarded as a modern approach to automation techniques for the broadly defined needs of engineering and education. It can be assumed that mechatronics is an interdisciplinary field of science and technology, dealing with general problems of mechanics, electronics and informatics. However, it contains too many related mechatronic areas that form the foundation of mechatronics and cover many well-known disciplines such as electrical engineering, power electronics, digital technology, microprocessor technology,


and other techniques. Mechatronics engineering provides an opportunity, not only for humanization of machines, but also changes the mindset and the approach to technological issues and most importantly teaches new technologies and ways of acquiring knowledge and skills.

The most important feature of mechatronic devices is the ability to process and communicate information accurately in form of different types of signals (mechanical, electrical, hydraulic, pneumatic, optical, chemical, biological), with high level of automation of these devices. The basic assumption for the design of mechatronic devices is the acquisition by the device itself which is responsible for the lower levels of the process (task) to allow the user to focus on higher-order functions. Mechatronic device structure can be considered

at two levels: abstract, consisting of the conjunction of partial functions of the main function device and the specific plane, consisting of the combined structural parts and assemblies, which are natural carriers of various functions involved. The integration of mechatronic device structure is a result of links among ‘smart’ teams which communicate and cooperate. The linking mechanical structure, sensors, actuators and information processing occur as a result of mass flow of streams, of energy and information.

Why does company need Mechatronics?

As companies expand, their respective engineering disciplines find it increasingly tough to coordinate and work in perfect tandem. For instance, in the case of any malfunctioning or technical issue, the electrical

engineer, the mechanical engineer and the software specialist at the company keep passing on the blame and shifting accountability. The answer to this problem is the cross-disciplinary approach of mechatronics, which integrates the work of these engineers and facilitates technological innovation. The use of mechatronics maximizes throughput, reduces lead time, eliminates set up time, enables addition of features and enhances productivity. Leveraging on its increasing relevance, mechatronic engineering finds application across a number of industries such as aerospace, automotive, chemical processing, health care, manufacturing and mining. A number of automotive companies in India are using such integrated manufacturing techniques to enhance production. For instance, a German

automobile MNC plant near Pune extensively uses robots and conveyor belts to increase the effectiveness of routine tasks such as the testing of car frames and component dimensions.

The Indian Government is inviting private participation for developing smart cities using advanced technologies such as mechatronics. It targets creating 100 smart cities, as a part of the Budget 2014. However, systems integration comes with its own unique set of challenges. Companies planning to adopt this practice need to make a high upfront investment and ensure significant power availability. In addition, the methods may not always be economically justifiable for small-scale production. Companies will be required to adopt some best practices to extract the maximum value from their mechatronics investment.

- microelectronics - measurment technology - sensor technology - measuring systems

- systems theory - Informatization engineering - programming - artificial intelligence

- mechanical engineering - precision mechanics - technical mechanics - drive technology

Electronics Informatics

Mechanics

Mechatronics


Modeling Mechatronics

Companies are required to “model” mechatronics as a robust process, rather than considering it just a form of any other engineering. This will require the use of uniform terminology; graphical representation of product structures and architecture; standardized product documentations; identification of interdependencies among functions; effective collaboration; and pre-emption of resolutions to design issues. To make all of this possible, management will need to connect the ultimate project manager to the assembly through line design connecting mechanical, process technology, hardware, software and usability systems. Companies are recommended to use model-based system engineering (MBSE), which is a digital model for system engineering. It is based on software tools and modeling languages such as METUS and SysML. The model defines

correlations among system requirements, functions and structure. It thus facilitates the sharing of all cross-disciplinary information among various engineering disciplines in a convenient manner. A leading machinery and equipment building company recently shifted to this model from its traditional sequential approach.

Creating integrated teams and managing knowledge

The implementation of mechatronics solutions requires strong integration among the mechanical, electronic and software engineering teams that are working toward a common goal. This requires better coordination between specific-discipline teams through effective communication and clear ownership. More often than not, they bring with them natural silos of knowledge that they must overcome, in order to work together. In addition, it is a

good practice for companies to have in place a clear dispute settlement mechanism to help them reach a middle ground. It is very important to define mechatronic system boundaries and establish clarity on the desired end objective. For instance, the scope for designing and producing smartphones will be considerably different from that of creating an infotainment system in an automobile. While setting the scope, companies also need to incorporate market intelligence and any previous feedback from customers. Once the scope is set and the boundaries are defined, all of the involved teams should ideally set regular touch points to develop a common understanding and foster collaboration at all stages. One key factor for guaranteeing the success of mechatronics solutions is having system engineers understand what the customer wants and how his or her requirement fits into the

overall product design. Teams are required to be trained to understand how changes in the final product affect customer usage.

Managing iterations

One major limitation of systems engineering is the excessive debug iterations required for its verification. These debug cycles extend development times and push out schedules, having huge cost and time implications. This is because, end user requirements cannot be completely known and frozen early on in the process and they evolve additional time. As a result, the product often fails to meet customer expectations. Companies are, therefore, advised to have numerous checks in place with end users to ensure that that product is being developed as per their expectations.Rising customer expectation, increasing competition and escalating cost pressures are compelling companies to look for better ways of creating

There are two important features about Internet of Things (IoT’s): mobility & connectivity and the main purpose being to collect live information from anywhere at any time.



more appealing “intelligent” products.

Impact of Big Data Analytics and IoT’s on Mechatronics

Today’s competitive manufacturer knows that looking at individual features and functionality is no longer enough. We also need to focus on experience as well as product benefits. Focusing on experience, we would need to know what customers want to feel, to touch and to see, and how all of these affect their actions and emotions.To stay competitive, we would also need to use big data to discover customers’ preferences, even the ones that were not available before. Then we would need to be able to translate these insights, experiences, and preferences into product attributes, such as energy consumption, usability, capacity and performance.

Once we know what attributes we would want your smart Mechatronics appliance to have, we should be able to communicate these specifications to design teams simultaneously and automatically. This would mean that all of the different design teams for software, mechanical design, electronics and other areas would get the attributes that we need and

want at the same time.

We should be able to make trade-off decisions on how our design would be met by each of these design teams. This way, we can transition into a more competitive and high tech manufacturing company by helping to define processes using established systems’ engineering principles.

Internet of Things (IoT’s)

There are two important features about these products: mobility & connectivity. Its main purpose is to collect live information from anywhere at any time. This leads us to the second important element of IoT – data. When we have one device collecting information, the outcome of that process is called data. But when we have billions of connected devices that are collecting all different types of information for us, then it will become Big Data.

In my opinion, Big Data is the derived content of IoT. Its purpose is to be analyzed in order to better understand the behaviors of systems or consumers. Once companies can identify the patterns and interrelations among different behaviors, which seem to be random or disordered, they can anticipate events or activities that will occur in the near

future and build an offer to bring additional value to users. The best way to deliver such additional value is through services. Service is the third important element of IoT. It is also the most profitable and valuable part of the entire IoT value chain.

If product and data are about creating needs, services are usually designed to be the exact solution to satisfy those needs.

The good news is that we can take charge of mechatronic product development by using better processes and using technology to provide integration, traceability and visibility platforms.

How to achieve successful Mechatronics Product Development

1) Set the goal and make sure that everybody is aware of what these goals are, so that they all work towards it. To be effective in setting goals, we should consider what are needed to achieve that goal.

2) What we need is a way to consolidate the requirements, that are drilled down to actionable details. These requirements need to be version-controlled so that it could go through the entire product life-cycle, and become guideline for the product’s design and used for product validation.

3) Regarding Mechatronics requirements, we need to come up with a conceptual design. Getting the conceptual design right would help us to avoid expensive reworks and redesigns.

4) We need to validate our product with respect to functionality.

5) Design by discipline- If we have products’ requirements, we can have different parts of the product designed simultaneously. The challenge at this stage is that different disciplines usually mean different tools and different design lifecycles. However, parallel design efforts can help us to cut the ‘time to market’.

6) Revise when necessary. Always address errors and bugs in a timely manner, so that we can manage these changes as well.

All of these steps in a mechatronics collaboration platform can help us to make our smart products even more competitive.

References -

1) Mechanical + Electronic + Computing= Why does your company need Mechatronics- Advisory India Blog from EY

2) Google - material on Mechatronics.

The author Rajesh Angadi completed his BE, MBA, PMP and is Hadoop Certified. With 22 years of Information Technology experience he worked on projects for Unisys, Intel, Satyam, Microsoft, Ford, Hartford, Compaq, and Princeton. He is always fascinated by the latest technology coming up in the IT sector and striving to keep pace with it. Interests in Information Technologies research areas like Hadoop Ecosystem, Predictive Analysis, Telematics, Clinical research with Analysis.

The Indian Government is inviting private participation for developing smart cities using advanced technologies such as mechatronics. It targets creating 100 smart cities, as a part of the Budget 2014



MECHATRONICS

Rajiv Saini [email protected]

Rise with Mechatronics

Before we plunge and go into the depth, it must be remembered that mechatronics, is not a pie cake to be mistaken but a plethora of diverse fields which is affecting our sensorium on a day to day basis. To put it in a phrase..mechatronics is by the engineering, to the engineering and for the engineering..

To elaborate mechatronics it is a multi-faceted aspect of complex engineering clustered into different arenas and gives a new zenith to our horizon of our acknowledged conscience. The pool of mechatronics have many things in its kitty to offer; from opportunities to solutions in the engineering sector. And its catering to the maximum

number of the industrial sectors of engineering has made its appeal more wider than ever. It’s a system of technologies which integrates the mechanical and the electrical systems through control systems & information technology. It is another way of saying ‘’ intelligent mechanical systems’’.

There is no specific mechatronics industry sector so as to say rather it is an enabling approach to technology that is increasingly applied in a number of economic sectors from Biotechnology, life sciences and medicals, electronics and applied computer equipment; Telecommunication

& information services; Distribution , transportation & logistics; Heavy & special trade construction; Energy, mining & related support services; Petroleum refining and chemical; Transportation equipment; Production support & Industrial machinery; Agriculture, Forestry & Food; Aerospace, Homeland Security

Mechatronics enable the development of integrated systems for industrial applications & service robotics uses.


and Defense.

Say for example; achieving maximum efficiency in packaging robotic stuff are used as welders and painters in automotive industry.

So it can be said that any industry that have intelligent machines working for them in the manufacture, quality control, distribution etc. uses mechatronics. The most predominant being the industrial automation and process control applications. We can categorise them as foundation, intermediate and advanced to separate the spectrum for a better understanding. It is an engineering field which refer to mixed systems tight integrations i.e. mechanical aspect in coordination with all the other electrical or computer facets of a single unit of a finished product as well as the manufacturing/ maintaining unit. For e.g Toyota Prius Hybrid automobile optimizes gas mileage using mechatronics automation techniques. The number & type of systems that can be fairly considered mechatronics are

broad and span many industry sectors. It includes everything from household clothes dryer, ATMs , hard disk drives & even casino slot machines. The advantages of mechatronics go from hybrid control to complex handling of mechanical systems. These advantages include not only the ability to replace many mechanical systems with electronic systems, introducing greater reliability and flexibility into a system, but also the ability to monitor and change the operation of a system based on the information collected. E.g – Robotic welding line in an automobile assembly plant or mobile bomb detector & detonation units for police SWAT teams.

It has a prominent presence in - a) Alternative energy- Fuel cells converting energy sources such as the wind and combined heat and power as a means of energy generation and recycling. b) Automated consumer equipment- ATMs, coffee machines, printers, cash registers, vending machines etc. c) In safety systems such as anti- lock braking and steering, mechatronics

based systems provide faster response to critical environmental conditions than a human operator can provide. These are just to name a few from the long list of such sectors applying the concept of mechatronics. To further exemplify, aeroplanes and helicopters are the best examples of the use of mechatronics from the micro to the macro level of production, operation and successful maintenance. Other examples include elevators and escalators, mobile robots, packaging sector, manipulator arms, CNC production machines etc.

To become proficient in their jobs many fresh recruits or incumbent technicians gain competency in mechatronics through on-the-job experience or company training. E.g - Procter and Gamble train their engineers in mechatronics.

It is also the foundational manufacturing technology for micro to nano scale manufacturing (nanobionic motor). As a career it shows an upsurge in the job sector but the positions

are filled with designations of electromechanical, process technician & semi conductor technicians etc. And having a multi- craft skill pays in the long run. Mechatronics is thus a catalyst for integration of academic disciplines (knowledge mergers), the integration of applied skills with occupational practice (skill mergers) & the integration of distinct occupations (job mergers).

As mechatronics have become all pervasive, it has brought different nuances in our mindsets and made it mandatory for employees to work in technologically advanced environments thus contributing to the global scenario in an ergonomic manner promoting more fluidity and flexibility in manufacturing, designing, maintaining and handling etc. for high quality and profitability to leave a permanent mark on mankind.

A conference in Beijing, China on Sep 19-20 this year is the latest venue for more to know about Mecahtronics and its new offerings.

The ability & type of systems that can be fairly considered mechatronics are broad and spans many industry sectors.


MECHATRONICS

reducing operator dependency. Tier two and three suppliers are also started following the footsteps of big brothers and, suddenly there is a shortage of skill set......who can understand and diagnose automated machine problems single handedly!

Yes, the job title “mechatronic technician” or “mechatronic engineer “is not widely available; There is not a mechatronic technician standard as such widely accepted in India. Students who graduate from mechanical or electronics courses fill positions such as electromechanical technician, process technician. In order to maintain competency, most technicians have had to acquire mechatronic skills through On-the-job training.

Employers see significant

value in people with formal mechatronic training. Mechatronics training can decrease the cost and time needed to train technicians in the required skills and it minimizes the risk of hiring employees who do not have the ability or desire for multidisciplinary training. The need for technicians broadly and holistically trained in mechatronics appears to be widespread.

Mechatronics requires an evolution from unskilled to skilled labor in many industry and manufacturing environments. In fact, some argue that the demand for technicians trained and skilled in these new areas of electronic control is in excess of the demand for basic mechanical skills This trend toward multi-craft represents

an opportunity; however, if we fail to act, India risks missing a great economic and technological wave which is transforming the nature of work from unskilled to skilled labor and technology education from what was once considered trade and vocational to highly advanced career and technology education.

You must have got a big question in your mind, what is Mechatronic?

Mechatronic is the synergistic integration of mechanics, electronics, and information processing into a production process. This evolutionary development in industrial design and manufacturing also brings new goals and challenges that need to be addressed for the effective use of the technology in many

The word ‘mechatronics’ and its impact is largely present in our day to day life and affecting our conscious at many levels of our psyche. The foremost example is when we see development in many of the sectors by ‘machines’ running on electricity or just computing devices, that are not just nut and the bolt but our smart companions which have enabled us to relate with the progress of the mankind in a seen or an unseen manner.

MECHATRONIC....MULTI-CRAFT DICIPLINE

PARI from Pune is setting up an Automation Training Institute.......

Mercedes is poised to set up Mechatronic Training centre.......

TACT is opening up yet another training centre in Indore.....

IIT Chennai is planning long term work shop for Mechatronics......

Every now and then you will get similar headlines in the news papers. This will further increase. Indian Industry is already established as a manufacturing hub worldwide in many sectors. And most of them have started following the latest trends in automations and mechatronic for improving the productivity, quality, consistency by

Ravi Mahadeokar Managing Director, Summit Engineers and Consultants

‘’Grabbing opportunities not fully yet explored’’


new products and systems in the future. Mechatronic is in fact the combination of enabling technologies brought together to reduce complexity through the adaptation of interdisciplinary techniques in production! In recent years, mechatronic has gained much significance due to high demand on system performance – clearly this is an opportunity not yet fully exploited by the large engineering talent pool in India.

The massive adoption of electronics in automobiles is predicted to have a substantial impact on the design and manufacture of the subsystems going forward. These innovations are not only triggering increase in complexity but they are

also becoming a major cost driver. This cost control will be achieved from better integration of the individual systems (mechanical and electronics) in product development and from making smarter decisions earlier in the development phase. Examples are anti braking systems, electronic steering systems, chassis technology, power train.

Mechatronics is becoming predominant in industrial automation and process control applications. Examples are; a vision-guided robotic manipulator that has capability to pick and place harness loops; an artificial intelligence and fuzzy logic-based comprehensive motor testing technique for reducing total testing cycle time, predictive

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E-122, Ansa Industrial Estate, 1st Floor, Sakivihar Road, Sakinaka, Andheri East, Mumbai-400 072Tel.: 022-2847 0806 / 6692 3987 l Tel / Fax.: 022-2847 0705 E-mail : [email protected] / [email protected]

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analysis and remote diagnostics of electrical machines; remote monitoring software package which connects to electrical equipment (such as generator) that is equipped with embedded controllers. With this tool, users can monitor multiple systems from a single PC and they can check site status or servicing personnel to remotely diagnose via SMS alert, phone line or Ethernet connection

Mechatronics is being adopted increasingly in consumer appliances such as washing machines, dryers, refrigerators, micro ovens!!

As mechatronic products and processes have become more pervasive, Industry refers to this multidisciplinary as “multi-craft.”

• High levels of integration

• Increased functionality and better design

• More use of software instead of mechanical function

• Assumes responsibility of process and with little interference of operations

• Uses artificial intelligent and intelligent process control

• High reliability and safety

• Improved and less expensive

Now the time has come to experiment on this multi- crafting for the youngsters if they want to prove their utility in today’s competitive manufacturing sector. So why to wait for the on job training, go and grab the option......


ON FACE

Y Srinivas Reddy Founder & Managing Director, Bevcon Wayors Pvt Ltd

A first generation entrepreneur, Associate member of “American Management Association”, awarded with numerous prestigious awards, recognitions like “Most promising Entrepreneurship” by Asia Pacific Entrepreneurship 2014, “SME 100 award” by India SME Forum & Bank of India, Mr. Y.S Reddy has come a long way in his journey of more than 2 decades. Starting at the young age of 25 Mr. Reddy has multiple roles now such as ‘IBeam Foundation’ promoter ( a non profit organization to uplift the underprivileged children) initiated in 2011 to running BEVCON as its founder and MD at present.

“People and product innovation is a continuous process”


teaches life lessons to live strongly and powerfully.

Bevcon talks about innovation and focuses more on R&D, as stated by the company, how is the ergonomic aspect handled, additionally which kind of innovations find place in your company?

Bevcon strongly believes in Innovation. It is life line for organization sustainable growth and gives immense confidence to the customer in terms of solution which is most cost effective and

reliable. Innovation is most crucial in three areas i.e. People - processes - products. We continuously strive for innovation all these three domains for every project we do, source of innovation is the “challenges of the project”.

Our technical innovation is driven by specially formed In-house research and development group called Technology Development Group develops new products for the various material handling needs. The core focus of the department is

BEVCON offers customised solutions to its clients and customers who opt for a specific solution in MHE sector Bevcon Wayors is one of the leading industrial leaders in Bulk- Material handling systems. From Crushing, Screening, Pneumatics, Conveying, Dust Extraction, Special Conveying equipment to custom design, manu-facturing, installation, and servicing of bulk material handling it strives to cover all. Also it is one of leading 17 companies in India on the top in terms of 100 crore or more turnover. Mr. Reddy takes us for a boule-vard into his insight of BEVCON.

Being in the backbone of the Indian economy for more than two decades, what were the biggest hurdles that Bevcon faced to accommodate in this long journey?

As said by Mr. Charles Darwin‘it is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change. In reality the growth mantra for Bevcon for last two decades is the same, every change brings challenge, and we consider every hurdle as teacher which

development of new products, validation of products and cost effective solutions to customer critical applications. The group consist “subject matter specialists” from various domains working collectively to get the ultimate results.

Undoubtedly Bevcon made a difference to Indian material handling industry by contributing innovative concepts, solutions and producing new generation material handling products.

People and process innovation

800 TPH Radial Coal Stacker for 70,000 Tons Stockpile Capacity At IMFA.


is continuous process. Organization spends lot of resources in development of people and process across the organization to enhance operational efficiency for example; on people development we carry out leadership training of the senior management team by international agency and ‘self-managing’ concept coaching to junior management team by specialist coaches to empower the team to perform the tasks and improve work life balance to strengthen their hard and soft skills apart from learning and development group in the HR department continuously conducts various knowledge enhancement programs. All the processes are time to time validated to get connect to the current realities taking into consideration of people feed backs and review of its outcomes.

Being in the 100-200 crore

league, what are the next generation concepts visualized to achieve the target of 300 crore as hoped by the company in the next 3-4 years?

We have clearly defined vision, mission and organisation structure in place to reach our ambitious goals of growth. We are expecting to achieve turnover of 300 in this FY and 500 cr top line mark in next 3 years’ time by adding value to the Industry, Customers, Stakeholders as well as the society.

Material handling sector is back bone for infrastructure growth. In current FY we expect major business opportunities going to emerge in this segment which will last at least for next 5 years minimum. As part of our future business strategy we have clearly adopted concept of backward integration by way of setting up 3rd unit for state-of-the-art Idler & Pulley

manufacturing plant and its going to be reality in current FY which will strengthen the organization back bone of manufacturing strengths and will create business opportunity for exports. Similarly various infrastructure upgradation plans are under implementation to meet the future business expectations and growth. Technological up gradation is mandatory to survive in the present competitive world. We at Bevcon strongly believe innovation is future, hence we continuously strive new technology additions to fuel the growth.

Having offices in major industrial cities like Delhi, Mumbai etc. does it want to expand considering the target set up?

The teams, places and processes are well defined keeping in next 3 years growth

into consideration hence we don’t foresee any expansions at this moment other than the defined.

In the context of ‘MAKE IN INDIA’ SMEs will be playing a major role; what is your take on ‘Make in India’ regarding MHE as a sector?

“Make in India” is very good concept and highly patriotic to develop the nation and enhance growth. We required concepts of this nature in the current dynamic business environment. We strongly believe in self-realisation which is one of the critical growth factor for Bevcon in last two decades.

Government giving more thrust to MSME sector will radically propels growth in manufacturing sector more in specific MHE sector. This concept will bring less dependency on the imports and entertains the technology

1400TPH Limestone Handling System with Sandwich Belt Conveyor for (In-Pit Crushig & Conveying)



collaborations and as well as collaborators putting the manufacturing units in India which is the need of the hour to grow rapidly.

Your company doesn’t sell products, it offers specialized solutions to complex bulk MH needs; how do you gauge the custom made solution to be given accordingly?

Bevcon Wayors has two business verticals projects and products to serve the client needs. These two verticals are driven by respective business heads with specialized dedicated teams.

We are not just a manufacturing company; we create path breaking solutions to tackle different problems. Bevcon provides concept to commissioning solutions by extensive study of every costume made application and drives to logical solution by creating win-win situation

to client in all aspects. The

strength of the Bevcon lies

with strong manufacturing

bases in Hyderabad and

Raipur in which most of the

critical equipment’s are In-

house manufactured which

ensures confidence, reliability

of product developed and

more than that we have total

control on the subject from

Engineering to Execution which

is key to success of any project

/product.

We always ensure following

aspects for every sale goes

through which will create a

goodwill and confidence to our

customers.

- Equipments are reliable and

efficient in operation

- Best in quality -manufactured

under in house ISO certified

manufacturing units

- Cost effective

- Best in service

- Innovative features in the

product

- Low maintenance/low down time

- Low wear costs

- Lowest product life cycle cost

- Technology transfer from collaborations

- Customized product development to meet the client’s needs

How well does your company respond to a grievance (if there arises any)?

Yes we believe that our strong after sales services team as organization keeps us an edge-above our competition. For making our services more readily available and geographically close, we have established full-fledged regional sales and service offices in cities like Pune, Jamshedpur, Bhubaneswar, Kolkata, New Delhi, Vadodara and Raipur to meet the

customer expectations in

shortest possible time.

To enhance knowledge levels

and to connect people easily

all our regional offices are

totally networked with video

conferencing facilities and

got connected with HO which

makes communication levels

and training classes so effective

and result oriented.

Could you elaborate about

your company goals,

competencies, product

innovations and satisfactory

collaborations?

Bevcon Wayors is two decades

old organization, one of the

leading Material Handling

Equipments manufacturing

firm based in Hyderabad

with pan India presence.

We provides concept to

commissioning solutions and

execute Turnkey/ EPC projects

for all material handling

applications of power sector

and establish ourselves as a

Overland Troughed Belt Conveyor


reliable Brand in Bulk Material

Handling industry.

Our product basket range

covers almost all equipment

and as well turnkey project

solutions to all material

handling applications to meet

the expectations of client

needs.

We have two clear business

verticals in the organization

they are Projects & Products.

Bulk Material Handling

Projects and Material Handling

Equipments.

We are the only company

in India to have all kinds of

Crushers, Screens, Feeders

& Sizers with in-house

manufacturing facility. We

have executed more than 1500

captive/ co-gen power projects

across India.

Besides its strong In-house

technical engineering

strengths, Bevcon has

technology partnership with

many reputed companies

located in USA, Europe and

Asia to bring best technologies

to India with most cost

optimized manner and in the

end our customers will have

winning edge in their processes

and business.

Necessity is the mother of

Invention” said by Plato. In

the current dynamic world

“Innovation” plays very crucial

role, business sustainability

totally depends on how

technological innovations

are taking place within the

organizations to meet day

to challenges of competitive

environment. All the current

technological innovations

are 100% syncing with current

market demands since we

are always aligned to market

forces and expectations.

What is the contribution of

Bevcon to MHE in terms of

long term solutions (regarding

new and efficient products) &

its current position as one of

the leading bug in MHE?

Bevcon is competent in

meeting all most all material

handling needs of power,

cement steel & mining

industry apart from supplying

of conventional material

handling equipments. Bevcon

is in a position to provide

cost effective solutions to the

industry with series of new

generation material handling

equipments. We are having

end to end solutions from

engineering to execution of

various material handling

equipments like - conveyors,

screens, crushers, feeders, bag

filters, pneumatic conveying

systems, new generation /

innovative equipments like

sandwich belt conveyor, pipe

conveyor and overland/cross

country conveyors, stackers

and reclaimers etc.

What is your take on the future aspect regarding the

sustainability of SMEs etc. below 100 crore margin and above 100 crore mark?

We strongly believe any organization’s sustainability lies in people-process and performance as long as there is all-round growth taking place we don’t find any difference between 100 crore above or below business.

Lastly your advice on budding engineers who take a shift to other diverse fields/ areas?

I strongly feel every sector has opportunity to grow the budding engineers to possess skills of Ability- Agility and Adoptability to survive current dynamic business environment.

The powerful motivator in life isn’t money...

• It’s opportunity to learn • Grow in responsibilities, • Contribute to others and • Be recognized for achievements

Overland Pipe Conveyor for handling 3190TPH Limestone with 1.4KM Conveying length from Mine

to Process Plant at Shree Cement


CASE STUDY

Packing/Labeling Line where shipping labels and packing lists are applied.

Generally, many technology companies have outsourced manufacturing. But Dell is expanding its own manufacturing facilities worldwide to realize the benefits of its supply chain management system and “Dell Direct Model” sales strategy. Dell built an infrastructure which enables the company

to quickly produce computer systems based on the latest technology at high unit production rates. There are three U.S. manufacturing facilities, including Texas and Tennessee, and four others, located in Ireland, Malaysia, China, and Brazil. Each facility operates with less than four days inventory. These

strategies enable Dell to produce each computer system at a competitive price.

WS-1 has a total floor space of about 70,000sq.m (750,000sq.ft) and a building footprint of about 50,000sq.m (500,000sq.ft). Dell’s site investment is more than 100 million dollar. The site builds desktop

Expands worldwide facilities, providing customers with high value products.

Dell Inc. has 40 overseas subsidiaries/affiliates. 65,000 employees, and is providing sales, service, and support required for customers in more than 170 areas throughout the world.

Daifuku implements Dell’s largest desktop computer manufacturing plant Structured a Material Handling System to allow quick Ship after Production.

In less than 20 years since the startup, company Dell Inc. (headquartered in Round Rock, Texas, USA) became the leading company in the computer industry. Dell opened the Winston-Salem, North Carolina Plant (WS-1) in October 2005. Dell is proud of its capacity producing a computer every 2.5 to 5 seconds. The WS-1 mission is to serve the demands of the Eastern US population which accounts up to 65% of the national total as well as to further improve customer services and to increase market share. Dell chose Daifuku as its solution partner. Daifuku’s scope was consulting, system design, implementation and after sales support.

Mini Load AS/RS to buffer about 3,000 system cases in 6 twin shuttle S/R machines


Induction Sorter sorts completed products which are transported from the build, test and boxing area, to either direct-ship or stage multiple unit orders in the AS/RS Buffer.

A shipping label is automatically printed and applied to every product carton, while packing list is applied to one case of each

order in a manual station.

computer models “OptiPlex” and “Dimension”, specifically to customer requirements at the rate of 15,000 to 20,000 computers a day.

The WS-1 production layout enables computers to be thoroughly tested (“burned in”) after its components and software are installed. Rapid build and test translates into shorter delivery time for high quality products, a key part

of Dell’s objective for a great Customer Experience.

MH system achieves quick ship after production.

After build, test and boxing, computer systems are transported from manufacturing to shipping area. Products ready for direct docks to customers are sorted By Daifuku’s jet surfing sorter to the pack list/ labeling area,

where a shipping label and a packing list are applied to the carton. Product cartons are then automatically merged with peripherals from the Speaker, Printer, Applicator, Monitor (SPAMs) picking line. Systems and SPAMs are automatically merged and sorted to their dock destination by the high-speed case shipping sorter.

Customer orders of multiple

systems are temporarily stored in a Daifuku’s fine stocker AS/RS, retrieved when all of systems for the order are ready to be shipped, and follows the same flow to the dock destination.

Dell plans to increase the variety of products and production capacity, expanding the material handling system as well in the future.

Parcel Sorter: Case shipping products are sorted by shipping destination


MATERIAL HANDLING

and reinforced rubber belts

• Modular structure-modular plastic belts are easier to repair and therefore have less risk of unscheduled downtime in case of damage

• No tracking issues, common with reinforced rubber belting

• Belt strength and thickness increase belt life compared to other modular plastic belting

INTRALOX SERIES 10000

The Series 10000 is their strongest, most durable belt, allowing longer and narrower leak tests for modular plastic belting. The belt’s high performance wear resistant material and thickness extends belt life beyond those of competitive modular plastic

belts, and the Non-Skid Perforated design increases worker safety and reduces water carryover.

Intralox believes that the wrong belt choice can be costly. With over 40 years of experience, Intralox offers the best technical recommendations and service. ntralox also guarantees belt performance in all applications approved by an Intralox account manager, sales engineer, or customer service representative-or the customers get their money back, unconditionally. Moreover, custom guarantees for belt life, wear, and productivity are also available.

Sumit Nevatia, President, comments,

“Modular plastic belting provides an alternative way to convey automobiles, automotive parts and the operators, which eliminates frequent, time consuming and expensive replacement and repair of chain & belt. The modular plastic belt conveyors do not require any lubrication, are easy to install, require smaller pits and little or no maintenance. Modular plastic belting is ideal for water & leak test applications. With the increasing focus on the reduction of down time and workers safety and comfort, we see a good prospect in the Indian automotive sector for the modular plastic belting from Intralox.”

For Further details visit www.vinar.co.in

Intralox calls themselves the best conveyance technology for automotive plant leak/shower test.

At Intralox, they understand that choosing the right conveyance technology is critical in reducing costs and avoiding downtime for automotive manufacturing. Our innovative, modular plastic belting options will reduce the total cost of ownership of the Leak/Shower Test line.

Benefits of Using Intralox Modular Plastic Belting in Leak/Shower Tests.

• No rusting and corrosion-virtually maintenance free

• Easy installation due to shallow pit requirements compared to steel slat chains

Intralox Modular Plastic Belting

The Series 10000 is their strongest, most durable belt, allowing longer and narrower leak tests for modular plastic belting. The belt’s high performance wear resistant material and thickness extends belt life beyond those of competitive modular plastic belts, and the Non-Skid Perforated design increases worker safety and reduces water carryover.

With the increasing focus on the reduction of down time and workers safety and comfort, we see a good prospect in the Indian automotive sector for the modular plastic belting from Intralox.


I N D I A

The engineering behind additive manufacturing and 3D printing.

R E G I S T E R T O D AY ! A P R I L 2 0 - 2 1 , 2 0 1 5

H Y A T T R E G E N C Y, W E I K F I E L D I T P A R K , N A G A R R O A D , P U N E 4 1 1 0 1 4

AM3D India is where prominent minds and industry leaders from around the world discuss and learn best practices, trends, and new technologies in additive manufacturing and 3D printing.

AM3D India will have two full days of technical tracks and sessions covering the technological advancements in following fields

• 3D Printing Materials• Medical & Health Care• Aerospace• Automotive• Consumer Goods & Retail• Education, Research & Development

CONFERENCE CHAIRS: Mukesh Agarwala, Ph.D., Managing Director, 3D Product Development (Chair, AM3D-India)

Nidhi Shah, Manager Sales – India, Voxeljet AG (Co-Chair, AM3D-India)

KEYNOTE SPEAKER: Prabhjot Singh, Ph.D., GE Global Research, will be speaking on the “Industrialization Challenges in Additive Manufacturing.” Prabhjot Singh is the manager of the Additive Manufacturing Lab at GE Global Research in Niskayuna, NY. His background is in additive manufacturing (AM) process development and the computational aspects of AM process planning.

Organized by ASME (The American Society of Mechanical Engineers), a not-for-profit professional organization that enables collaboration, knowledge sharing and skill development across all engineering disciplines, while promoting the vital role of the engineer in society. ASME codes and standards, publications, conferences, continuing education and professional development programs provide a foundation for advancing technical knowledge and a safer world.

VoxeljetAG

go.asme.org/am3dindiaThe American Society of Mechanical Engineers (ASME)

KEYNOTE SPONSOR


Managing your High Potentials

Understanding the nuts and bolts of identifying high potentials & their readiness to take up future leadership positions can put an organisation on a fast track. However, one of the most critical factors is the definition of High Potentials or Hi-Po which is more often than not confused with high performers.

Are you creating the right conditions that make this engagement possible?

Pavan Sriram [email protected]

TALENT MANAGEMENT

Many forward thinking organizations are developing succession plans and systems to identify ‘high-potentials’ (existing employees who may have what it takes to move into future leadership roles) within their organization. What is

generally observed is the fact that performance management is clearly missing a clear definition of high potentials. There is thus, an urgent need to calibrate a common definition of high potentials.

In fact, most of the Fortune-100 companies, on an average, accord “high potential” status to less than one quarter of their leadership population. This size allows organizations to access enough forerunners

to cultivate a strong pipeline of leaders for the future, and at the same time, remains small enough to allow them to focus their efforts appropriately. They formally identify their high potentials through a

Aspiration

Ability Engagement

Who is your high potential employee ?

The High Potential Employee


balance of assessments, such as 360-degree feedback and leadership style inventories, as well as performance ratings, and nominations. These comprehensive methods provide leading organizations with a robust view of the individual’s capabilities, cultural fit, drive, and relationships within the organization. Beyond this, they also use additional channels, customized by level, to assess potential.

In our experience, we encountered a few organizations using truly systematic methods to identify their high potentials; most rely on less objective assessments, such as performance appraisals and manager recommendations. The risk in this mode of talent management is that the process feels more like a popularity contest, allowing the pipeline to potentially be filled with the wrong talent, while top talent gets pushed or

walks out of the door.

The process of identifying high potentials is an advanced talent development process, wherein people who are in the organization for the last 3 years, have a good track record, have the potential factors, and have an orientation towards development, are nominated. The barrier comes as they move up the ladder; one needs to look at complexity, visibility, span of control, change – these changes are exponential. They need to be conceptual. There has to be a clear understanding of the criterion and conversation. A good track record performance is the basic followed by leadership, value and culture. Identification of a high potential is similar to a good interview for a critical role.

All that being said, the question at hand is: how do we move from commitment to action and build an inclusive

leadershipofthe 21st century and – most importantly at

this juncture – whereshould we start?Having identified the so

High potentials aren’t just high achievers. They are driven to succeed


called high potentials, the next critical step is to make crucial development and deployment decisions.

As organizations build strategies to develop key talent, it’s important to focus on elements that have been shown to affect company performance. From our experience of having designed and executed high potential leadership program, there are five steps to take into consideration:

a) Define successful outcomes for high potential development programs: Using formal measurement tools to gauge the effectiveness of leadership development efforts can have a positive correlation to performance. Determine what the development program should accomplish and the measures that will indicate success. High-performance organizations report using a variety of such measures.

b) Choose talent purposefully

and assess: More than two-thirds (67%) of high-performance organizations use assessments to screen participants for high potential development programs. Consider the transparency of the process; it should allow organizations to clarify what kind of business skills and behaviours it values. When employees understand the criteria for high potential designation, they can channel their efforts to achieve it.

c) Excel at coaching: Coaching is a critical tool that two-thirds of high-performance organizations use to hone specific skills in high-potential talent or to help them reach full potential more quickly. However, coaching itself can be difficult to master.

Organisations should ensure that leaders have sufficient opportunities to practice coaching skills via experiential training, such as role-playing. These sessions can help leaders sharpen their listening, probing and feedback skills so

they can effectively coach the high-potential employees they manage.

d) Expose high-potential employees to a broad business foundation: It’s not enough for employees to excel in their chosen fields. High-potential employees must develop broad business understanding as well. In fact, three times as many high-performance organizations as lower performers credit a broad business curriculum as a major success factor in their high potential development programs.

e) Focus on visibility and challenge to develop high-potential employees: A willingness to provide high-profile stretch assignments to employees identified as high potentials is a critical factor. Managers should be encouraged to step outside their silos and collaborate to identify challenging projects that aren’t being addressed, and then match high-potential talent to those projects.

Align HiPo and senior leader expectations for compelling HiPo career paths

Companies also should ensure that high-potential employees have an opportunity to present the results of those projects to the senior leadership team, or even the board of directors. This serves two purposes: it helps the high-potential employee get top-level exposure and it provides an opportunity for the executive team and board to begin developing relationships with those in the talent pipeline.

I look forward to hear from you at [email protected] on how you are developing your future leaders more thoroughly and quickly than your competitors can activate thereby identifying ideal participants, offering the right developmental opportunities and determining success measures.

Pavan Sriram is the Founder and CEO of ITTIGE Learning, a performance-based training company that works with c-level executives to improve learning outcomes.



P S Satish [email protected]

Follow Process approach

As a continuation of last article, we will discuss on few more points to manage SME’s better in India.

40. Follow Process approach

I am sure all of us in the Industries are using the word process regularly. Typically in MSMEs, as I have seen, application of word “process” is restricted to manufacturing processes like turning, milling and grinding and very limited to business processes. This article tries to explain what “process” is, different dimensions of “process”, benefits of following “process” and some tips on optimizing “process”.

What is Process?

In basic definition,

process is nothing but set of interdependent activities which converts input into output using resources. Process is there in everything we do but we may not realize it. For example writing this article is a process. Here inputs are thinking and relevant references & set of activities are writing down, reviewing, editing and finally, output is an article ready for publication. Resources used are time, laptop and Microsoft Word software.

The steps involved are same, whether it is a manufacturing process or a business process. In a company there are series of processes linked to each other. The output of one process is input for the next process. Looking at whole processes with focus on input and output is called process approach. For success of company,

all processes have to be integrated.

One of the principles a company adopting “TS16949 Standard” should follow is process approach in everything that they do. In our companies, though various processes are written down in their manuals and processes, to what extent it is actually followed to bring benefit to the company is questionable.

Recently, in one of my trainings on Kaizen, a participant raised a question. His question was that his company is doing lot of Kaizen activities for many years but they are not able to find any visible results. He wanted to know why. After couple of questions from my side, I found out that they look at some improvements of one task

somewhere in the company and implement. Though this approach is good, it takes long time to see results. I suggested to look at a Process as a whole for the Kaizen activities, for quicker and better results.

In six Sigma, each process is defined with SIPOC diagram. Suppliers, Inputs, Process, Output and Customers are listed to check whether the requirements of the process are met or not.

Benefits of Process approach

o Greater effectiveness when activities and resources are managed as a process

o Improvement of cost effectiveness

o More Customer focused

o Helps to meet business

MANUFACTURING EXCELLENCE

Managing a SME in India - Part 28

All processes in the company can be interlinked. Following process approach, we can aim at better customer satisfaction, improvement of productivity, elimination of wastes and better accountability in the organization. Let us go beyond procedures and try to look at everything as a process.

Follow Process approach


need to be made robust. This exercise is also called process design.

- Step 3 : Process Change

Here improvement actions are initiated and implemented to optimize the process. Results are monitored after improvements.

While the above steps are followed, it is suggested to ask following questions either to find a current situation or to identify improvement measures –

Q1: Is process defined clearly?

There should be some defined document on the process to be followed. It could be a procedure or

work instructions. Following process keeping steps in mind will not work to improve further, difficult to standardize and to horizontally deploy. Wherever possible, pictures or

objectives better

o Better visibility of activities

Steps in Improving the Process

There are three steps suggested for improvement of the process and to follow cycle of PDCA (Plan-Do-Check-Act) –

- Step 1 : Process mapping

This is nothing but capturing photo of the existing process. Without questioning anything, current link of inputs, outputs and activities are mapped. Representing process using flow diagram is better for further analysis. Look at measurements and attributes of the current process.

- Step 2 : Process Analysis

In this step, analyze all elements like results, resources, competency of people in executing process etc. to identify weak areas, bottlenecks and areas that

sketches can be used to explain the process better.

Q2: Is enough resources provided?

For good performance of the process, enough resources have to be provided. The management has to be supportive in understanding the requirement of resources and to provide in time. Many tools may have to be provided. Management review meetings should address resource issues as a point.

Q3: Is adequate training given?

Good training or orientation on how to perform a process is one of basic pre-requisite for a good process performance. Having procedure or work instruction may not be enough. Also think of possible variation of process results with new persons joining the company.

Q4: Is there enough support from other departments or

functions?

There are many processes where support from other departments or functions are required. Without clarity on types of support from others and their readiness to support, process will not meet its objective. For example, marketing process will not go well without support from engineering.

RASIC (Responsibility – Authority – Support – Information – Control) definition for each task within the process will help in defining the role of each.

Q5 : Is there a plan to improve the process?

Continuous improvement or Kaizen should focus on improvement of existing processes.

Questioning the current process and drive to make it robust should be part of

Understandability

Visibility

Reliability

Supportability

Acceptability

Robustness Maintainability Sustainability

Rapidity

Some attributes that we need to look at while designing the process.


routine. The process has to be standardized and kept as a basis for further improvements.

Q6 : How is process performance measured?

Nothing can be improved if there is no way of measurement. Process is no exception.

Find appropriate metrics suited for the process. The measurement can be qualitative or quantitative. Better to include lag as well as lead measures.

Q7 : Is there a process owner?

There should be someone who takes ownership to monitor the process and to drive for improvements. It is important because typically many functions or people are involved in the process and each fellow may think that others will take care.

Let us look at an example of handling enquiry from Customers as a process to answer above questions –

1. Define a procedure with various steps involved from the point of receipt of enquiry till offer or a proposal is submitted

indicating responsibilities and documents/records used and typical lead time for each activity.

2. Ensure there are enough resources like computer, calculator and any related guidelines & references, phone, email facility, ERP, software to handle enquiry better and faster.

3. Make sure that each person is trained on how to analyse the drawings of a customer, method of arriving at the cost, importance of enquiries etc.

4. Though marketing is the primary responsibility for submitting the offer, they cannot work out all details of enquiry. They need support from engineering, production, costing, finance and purchase to work out a feasibility or proposal

5. How to improve the current process? Is customer happy with the response? How is the quality of offer? How many offers got converted to business? These basic questions will drive improvements.

6. Some measures to see the performance of the process

can be on response time for enquiries, conversion rate to business, potential volume of business from enquiries etc. Service levels for response time can also be fixed

7. Marketing person is the process owner for this. He should monitor and drive improvements

While designing the process, we need to look at some attributes:

- Understandability: To what extent the process is explicitly defined and is it easy for the people to follow? Using pictures and sketches helps

- Visibility: Can progress of process be seen externally to know at any point of time to what extent process is completed?

- Reliability: Is process defined to avoid mistakes?

- Supportability: To what extent the process is supported with necessary resources and tools to make it better and faster?

- Acceptability: Is defined process acceptable to all involved?

- Robustness: Can process

manage to continue with minor problems?

- Maintainability: Is it easy to maintain the defined process?

- Rapidity: How fast process happens?

- Sustainability: Is process defined can be sustained for long time?

As explained, all processes in the company can be interlinked. Following process approach, we can aim at better customer satisfaction, improvement of productivity, elimination of wastes and better accountability in the organization. Let us go beyond procedures and try to look at everything as a process.

I will continue the series of article in the next issue. Please send your inputs,remarks,suggestions to P S Satish, Mentor and Capability Developer, M/s Saraswati Industrial Services, Q 103, MantriParadise Apartments,Bannerghatta Road, Bangalore-560076. Do visit www.satishps.com. Have a good day.

1. Process Mapping

2. Process Analysis

3. Process ChangeThe three steps for improvement of the process and to follow cycle of PDCA (Plan-Do-Check-Act).



SOCIAL MEDIA

Varun Kant Singh [email protected]

How social media can help

In a global economy driven by increasingly empowered consumers, small and medium-sized enterprises (SMEs) are challenged to find new ways to stand out from the competition, create tighter bonds with their customers, and enhance the growth of their business. Many SMEs have realized the importance of Social Media in gaining a competitive advantage. Advertising on Social Media is a good idea for SMEs to promote themselves amongst the potential customers.

Nowadays social media has reached everywhere. People are connected with each other through Social Media sites like Facebook, Twitter, LinkedIn and Google Plus etc. It makes a long chain in which people connect with each other and

share their views and activities.

Apart from this, Social Media is also a good platform for advertisement and promotions, since nowadays billions of people are using Social Media, so it also has a broad reach like television

and newspapers. Hence advertising on Social Media is also a good idea for SMEs to promote themselves amongst the potential customers.

Many SMEs have realized the importance of Social Media

in gaining a competitive advantage – Out of the SME senior executives surveyed, 40 percent of respondents are widely using social media technologies today. 31 percent stated that Social Media has helped drive better customer

“Small and Medium sized Enterprises”?

One can create groups or pages on social media sites and share the information about their products so that the followers will get all current status about your products and services.


service. Additionally, 25 percent cited improved product and service development with Social Media.

In a global economy driven by increasingly empowered consumers, small and medium-sized enterprises (SMEs) are challenged to find new ways to stand out from the competition, create tighter bonds with their customers, and enhance the growth of their business. Technological innovation has been a key source in maintaining a competitive advantage for SMEs. Although expectations and emphasis for particular technologies varies depending on industry and geography, the overall trend is clear: social media is helping SMEs collaborate more, get closer to their customers, and in turn, grow their businesses. In a recent SAP Global SME study with Oxford Economics, 2,300 SME senior executives across 23 countries were asked about strategic initiatives that were most important to them in driving business growth. Of the respondents, 39 percent

cited strengthening customer relationships, a combined 63 percent cited domestic and global expansion, and 49 percent noted expanding product and service offerings. Not only must SMEs work on getting closer to existing customers and meeting their ever-changing demands, but they must also look for ways to increase their market share and attract new customers within both domestic and new geographical markets.

Here is why. Personal involvement, engagement, and connection are among some of the most important reasons consumers choose smaller businesses over larger brands. For SMEs, knowing how to capitalize on this for their growth initiatives is crucial. Social analytics and collaboration tools can help SMEs use social media to participate and reap rewards from engaging with employees and customers more dynamically; learning how to craft a better brand, quickly responding to changes in customer preference and

making sure their social media has a positive impact on business. Outlined below are five ways social media is helping SMEs do exactly that.

Here are 5 ways, social media can be a used as good platform for SMEs in promoting and advertising the business.

1. Get it kickstarted and Expanding Reach:

There is an inconvenient truth associated with social media. You can follow the advice of every “guru” or “ninja” (some social media experts really do use this term) but if you only have a handful of followers, your wonderful content and messages are unlikely to have much impact.

So for this you have to go through creating a Community/Page/Group, as on social media all sites give facility of creating communities and groups, in which you can provide all necessary information regarding your products and services, and then you can promote your group pages between your social media

friends and followers, as if they follow your page or like your page, all the information which you update on your group or page will appear in their updates, so they will get all current status about your products and services. Yes initially your updates only appear for your followers and friends, but you can expand your reach by paid services, as all social media networking sites also provide this facility of expanding reach between their other users also, who are not following you. Your Page/Group will appear as your own News Paper, through which you can publish what you wish.

2. Maximizing ROI on marketing and advertising: After engaging with their target audience, SMEs can use social media to promote their products and services in a more personal way. A picture is worth a thousand words, and having the ability to upload images, from an event or videos of product demos, for example, can bring SME offerings to life in a way that words alone cannot. And really

A picture is worth a thousand words, and having the ability to upload images, from an event or videos of product demos can bring SME offerings to life in a way that words alone cannot.


it takes less time, less cost and reaches to more people.

3. Managing brand reputation and identifying opportunity. Statistics show that consumers largely base their purchasing decisions on the reviews, commentary and recommendations of people inside (and even outside) of their circles. By using online reputation management tools, SMEs can monitor for mentions of their brands, products and services, and promptly engage in those active conversations. Engaging with consumers in this way can help negate negative commentary, uncover unmet customer needs, and potentially help convert prospects into customers.

Also we have to keep in mind that it is a platform where we can promote our Brand/Services/Products, so we also have to provide our contact details, and other useful links on our page so that customer

can contact us regarding any query or complaint regarding our products and services. We have to keep in mind that our social media page will represent us on social media sites, and it will also help to build a perception between followers about our services and response regarding their feedback, even new followers will make their mind after your feedback to your followers.

4. Be expert and small

Never be concerned by mega brands having millions of followers while you only have a handful. By researching people who have influence in your business sector and who are interested in what you do, the universal truth is that 1,000 engaged users are worth more to you than 10,000 who have simply liked a big brand to enter a competition.

“Don’t try to compete with big brands, because if you

concentrate too much on the competition, you’ll never get anything done,” advises Iona St Joseph, social media account manager at A Social Media Agency.

“If someone is already dominating your sector on certain social networks, you just need to find another way to stand out. They might be first to break news on their giant corporate blog, but by updating your accounts and blog in a friendly, humorous way, you’ll begin to stand out as a more personable business that people can engage with.

5. Treat it with respect

Do not leave social media solely to the intern or young person in the office who “gets” the internet.

All accounts should be set up under the SME owner’s name and email so a member of staff leaving can no longer remotely

post and does not take passwords with them.

Similarly, all marketing messages should be approved by senior members of staff, and all interaction online should be handled responsibly and professionally, no matter how strong the temptation may be to tell a third party they are acting inappropriately.

The author Varun Kant Singh, with 7+ years of Online Marketing strategy & consulting experience is a Digital Marketing Expert with Pune based Deven InfoTech Pvt Ltd an IT firm providing end to end Digital Marketing services including Search Engine Marketing, Social Media Marketing and Internet Marketing.

He delivered Digital Marketing Strategy for multiple online-only businesses and also developed over 100 Online Marketing Plans and managed 300 web projects. Connect to him through his LinkedIn Profile: in.linkedin.com/in/varunkantsingh

Never be concerned by mega brands having millions of followers while you only have a handful.

By using online reputation management tools, SMEs can monitor for mentions of their brands, products and services, and promptly engage in those active conversations.



Bring loving Energy to whatever you do

In this third series of articles on spirituality for SME’s let us discuss about another simple principle which gives great results. It is about bringing your loving energy into whatever you do. Don’t work for joy, instead work out of joy. Learn the many ways to be happy.

ENTREPRENEUR SPIRITUALITY

A S Shetty

If you enjoy doing any job you will be free of any stress in both your body and mind. Body and mind are interconnected. A stressful body affects the mind, and vice versa. If the mind is stressed it will affect the body also. Learn to focus on happy incidents in life and remember less of unhappy incidents. Don’t confuse material things as being equal to happiness.

You should not think problem is equal to unhappiness. It is the way you are looking at the problem that causes unhappiness. Try to convert problems into challenges and challenges into opportunities. A difficult task becomes challenging when you have a good attitude. A pessimist sees difficulty in an opportunity and an optimist sees opportunity in a difficulty. For a lot of people action is a burden. They want to postpone action. If you enjoy anything you are doing you won’t postpone doing it. You have to bring that quality of love into whatever you are doing.

Whatever you are doing start doing out of love. Our biggest problem seems to be that we are quick to identify ways to become dejected and are too slow to register the abundance

of opportunities for happiness. In one of the magazines I recently read about Albert Einstein’s secret to learning. It was mentioned that he revealed this secret in his letter to his eleven year old son Hans Albert. He wrote “I am pleased that you find joy with the piano. This and carpentry are in my opinion for your age, the best pursuits, better even than school. Because these are things which fit a young person such as you very well. Mainly play the things on the piano which please you, even if the teacher does not assign those. This is the way to learn the most, that when you are doing something with such enjoyment that you don’t notice that the time passes. I am sometimes so wrapped up in my work that I forget about the noon meal ……….

Don’t work for joy, instead work out of joy. Do each task with full loving concentration, as if you have nothing else to do. As you get completely absorbed in it, you will experience a beautiful fullness within you. The most modern language in the world is also the language of love. Speak lovingly, act lovingly, and work lovingly. Throw yourself

wholeheartedly, lovingly and sincerely into every activity that you take on. Wholeheartedness dispels drudgery, enriches your inner life, and enlarges your inner vision. You feel deep fulfillment and become majestic and calm.

In life, you can’t always get what you like. Therefore, you have to learn to like what you get. Love what you do. Creativity means loving, enjoying, celebrating your work. Don’t hanker after recognition. If you enjoy the work, it itself is a great reward. Osho says; change the frame of your mind. Always rely on just a happy frame of mind. Let it become one of the fundamental rules of your life. Even if you come across a negative, find something positive in it. Then you start turning each opportunity into a challenge for growth.

Osho says, Heaven is here- - you just have to know how to live it. It is only a question of changing your perspective, your approach towards life. Get more into your body. Make your senses more alive. See more lovingly, smell more lovingly. Let your senses function more and more.

Then suddenly you will see the energy that was moving too much in the head is now well dispersed in the body. Life should be a passion, a vibrating passion, a pulsating passion, a tremendous energy. Whatever you do should not be dull; otherwise don’t do it. Whatever you are doing, do it so completely, so unhurriedly, so patiently that the mind is saturated and becomes content.

The author A S Shetty, with vast industrial experience of more than 28 years is a mechanical engineering graduate from IIT BHU and a Post Graduate in Welding Technology from Germany. He is one of the leading experts in Rollforming Technology in India. Apart from steering the growth of his company Sedvik Industries Pvt Ltd, he is also helping companies to promote Rollforming Technology as a consultant. In this new series on SME Entrepreneur Spirituality Article series, he is penning down his experiences and you can reach him at [email protected]

Spirituality for SME’s- 3



Reena Jabran [email protected]

The Choice Is Yours - Part VII

One always has a choice to choose his/her Behaviour in this World. The Behaviour is what makes the Person you want to be. The Choice is Yours.

The Choice is Yours - a series of 12 articles based on Behavioural Science and its impact on Managing Self and Others. These articles bring in all that you want to know about Human Behaviour and its Impact on an Individual’s Personal and Professional life.

Turning the Seventh Leaf...

I am always inspired by the river Ganges - Her birth starts as a small trickle at Gomukh. The very minute she is born, she knows her destination – The ocean. She gathers smaller streams, hops and dances around small pebbles and stones, going around bigger rocks, all the while clearly focused on her goal. As she proceeds, she becomes strong to manoeuvre the huge rocks and handles the challenges gracefully. She flexes herself wherever necessary and thus gathers momentum to become a force. Now, she can cut mountains and gracefully continue her journey. Once she is a force, she is Unstoppable. She reaches her destination, celebrating the journey.’

How can I be unstoppable ?

There is a beautiful song from the bollywood movie Iqbal, ‘Tere wo rafthar ho, rohe be tu na rukhe... haasil kar yesha shikar, parvat ke be nazhare oote’ [meaning- let your speed be so, that no one can stop you.... till you achieve that peak when the mountains also lift their eyes’.

This is the story of the successful people around the world. This is their journey - Facing the challenges, never letting go their destination from sight. They never gave up, no matter what. They become unstoppable.

What is their strategy, I wondered. Action taken out of inspiration, living every moment in the here and now?

It is better to learn from the Wise, get their experience and make it yours, than to reinvent

the wheel. So I decided to ask someone for the Secret of Success

Many a time when I took a walk in the park nearby, I would see a man with a white beard, sitting on a bench under a tree, enjoying the gentle breeze. He always had a smile on his lips. He usually had his eyes closed and there was a sense of serenity around him. Today, I decided to approach him and ask him how he could sit celebrating his life, when all around there was chaos and turmoil.

I interrupted his state of existence by a clearance of my throat right on his face. I greeted him and apologizing for my impertinence, went right to the question I wanted to ask, ‘Sir, are you really

happy and contented or are you posing it? I am sorry to ask such a question, please do not get angry with me. When all are having a stressed out life, and you seem to be enjoying yours’.

He looked at me and calmly answered as though he anticipated this question. He said, “My name is Major Mark and I am 85 years old, retired from the army. After college I joined the forces, moved up the ranks, got married to the girl I loved though there was a lot of challenges as she was from another background, begot three children, got them married, have great grand children. Today I am here, my wife is no more – an irreversible loss, my children are happy with their lives. I have designed

BEHAVIOUR MANAGMENT


my life the way I want. I am now enjoying every moment of my life and waiting for the day I meet my creator and my beloved wife.”

I looked at him as though I am looking at a fairy tale story where it ends, ’they lived happily thereafter’. I asked him once again, “do you feel happy and contented at the end of the day – truly!”

Not getting annoyed at my persistent question, he said, ‘I had chosen my profession at a very young age and decided to serve the country. I believed that this is what I wanted. I married an army officer’s daughter and she willingly gave me the support. We no doubt had our differences, at the same time we made it a harmonious existence. I served at the border and also at different parts of India. Some places were challenging for me and my family. As a family we learnt to handle the challenges

and entertain each other. I enjoyed my professional life and could balance both work and career. I passed my department examinations to climb the professional ladder and enhanced my capabilities and skills. I developed my leadership qualities and had a team to manage. It helped me to chisel my personality as I had to handle people. Even though it was a challenge, I was excited and manoeuvred it with confidence and self belief’. He laughed and said, “I love what I do and also get paid for it! What more can I ask for? Now, for the past twenty five years I have been teaching children everyday who are financially deprived to develop a strong will and help them to handle their challenges they face. I am contented and happy’. He leaned back and closed his eyes as though he was enjoying thinking of the fantastic life he had lived. Leaving him to reveal in this

thoughts, I saluted him [now with due reverence] and started my walk.

Half way through his talk, I realised that in my previous article of the magazine, I had left a quizzical note where the title of the picture was made gibberish. It was deliberate as was the picture. Sometimes, our lives are confusing and people like Major Mark would give the clarity we need. The Meta-Logical levels. So wonderful was his alignment of his self-identity, his beliefs and values, his capabilities and skills, behaviour and the environment that he chiselled for himself – A wonderful designed life. All the quadrants were aligned in a straight line. WOW – Inspired and fulfilling life.

As I was walking I asked myself what would be his driving force. And what came into my mind was amazing. He had the courage, the commitment and the

conviction.

The 3 C’s : Courage, Commitment, Conviction

Courage : Have the courage of a lion. It is said, “it is better to live one day as a lion than a sheep for a thousand years”. The greatest obstacle in our life is Fear. Fear of Failure, fear of Unknown, fear of Rejection, fear of Pain, fear of not being acknowledged or given Importance and fear of not being Loved. If we need to handle fear there are two things we need to do. One is to feel complete in oneself and have tremendous Self Belief, and the other is to face our fear. There is a presupposition in NLP [Neuro Linguistic Programming] which says – there are no failures, only outcome and results. Every experience that one goes through has some outcome to convey and every experience is definitely a learning curve.

Once the destination is fixed we need to find the blocks which stop us from achieving what we want. To make it easier to understand, we should take a

look at the Logical levels called the Meta Logical Levels.


Commitment : Have the commitment of the birds. Whatever be the climate, when the morning sun is in the horizon, the birds have to leave their nests to go in search of the food for their little ones. There is not a day when they stop working. They do it out of love, out of a commitment and celebrate their actions. There is not a day when they relax and take a day off. At the same time, man decides to talk big and when not committed only becomes yet another day dreamer. Some wait for things to happen. We all know that we are the ones who make things happen. As someone said, ‘Winners take the extra effort even when it hurts’. Once when a word is given especially to oneself, no matter what ‘Keep it Up’.

Conviction : Have the conviction of a toddler taking the first step. All of us

when we were young have gone through this beautiful learning experience. We were convinced we can walk and decided to keep working on it no matter what till we confidently ran around. The confidence we had in ourselves did not deplete with experience. When we fell, we only took the courage to get up and walk. We have this great resource within us – Fanatic Persistence. In time when we grow up, we forget and start to lose our self belief, our conviction. Everything seems to be difficult and not achievable.

When all the three C’s come together, remember that we are on our path to become an unstoppable force.

I was getting myself clear about the Meta-logical Levels which starts from an Identity to the Environment we belong. This was applicable to those

who had a strong identity already in them. They all knew what they wanted - like Major Mark. Well, what about those who were given a particular environment and they need to formulate their Self Identity. Their environment takes priority. How do they perform and be successful? I was wondering.....

All of a sudden I bumped into my childhood friend Sarah, who was incidentally walking in the opposite path. She shouted out to me, “Hi Reena, How are you? Long time, No see” I stopped and looked at her with a blank look and suddenly gave her a big smile. I was excited... I know now what to pen for my next article. The Eight one.......... Giving her a hug and telling her that we could meet up for coffee the coming week I hurried back to my cosy den to sit with my eyes closed – just like the wise man. Ha.... what

a life......

The author Reena Jabran is a student of Psychology and today she is a coach and mentor in the Technology called Neuro Linguistic Programming [NLP] which she believes originates from Neuro-science. She heads the organization called ‘Jayakartha’ who are enablers of Personal and Organizational Excellence through Behavioural and Attitudinal changes. She has coached more than 600 students from all over the world in NLP, and more than 25,000 participants has attended her seminars in the past 14 years. She is accredited to an International body to issue Practitioner and Master Practitioner Certificates. Her corporate trainings has its core in this technology. You can access her at www.jayakartha.com She loves writing and reflects the technology in her works.

Once the destination is fixed we need to find the blocks which stop us from achieving what we want. To make it easier to understand, we should take a



FAIR MART

IMTEX 2015: Manufacturing Way Ahead

Indian Machine Tool Manufacturer’s Association(IMTMA) organizes the prestigious IMTEX and Tooltech exhibitions, where both Indian and overseas manufacturers showcase their metalworking machines, equipment and tools. The IMTEX Metal Cutting Show

is held every odd year while IMTEX Forming is held every even years. IMTEX 2015, South East Asia’s largest exhibition, held over a period of seven days, had 1022 exhibitors displaying over 1000 ‘live’ machines from 24 countries. The machine tool expo spread over five halls in an area of

48,000 sq.mts. was visited by 89,000 industry professionals.

Mr L Krishnan, President IMTMA, said that IMTEX is one of the major events to cater to the manufacturing sector of the country and has motivated the entire manufacturing industry so much so that even during

the recession, it helped the Industry leaders to connect to the customers. He also added that IMTEX 2015 is a great enabler of ‘Make In India’ and in turn will provide a thrust to the Indian economy. IMTEX is the crucial exhibition to propel Indian Manufacturing towards productivity and quality and

As expected, IMTEX 2015 started with great vigour. 2013 version was immensely successful and this year, with the economy soaring heights, India’s biggest Manufacturing Trade Show opened up huge responses to the SME’s and leaders of our Engineering Industry.

“IMTEX provided us an opportunity to publicize the

fact that Grind Master exports more than 50% of its produce and we compete with German

and Japanese Companies in China. Grind Master has a unique ability to develop flexible, compact and cost

effective models demanded by value sensitive Indian and

Asian customers. “

Mohini Kelkar Managing Director, Grind Master Machines Pvt Ltd

“We had a notable count of visitors to our stall & we are greatly

encouraged by their overwhelming interest in

our products. Apart from the orders concluded

at the event, we have received several firm

enquiries that we expect to convert to orders in the

coming months.”

Hidenobu Iwao General Manager

India & ASEAN Brother International (India) Pvt. Ltd.

Riti Banerjee [email protected]


to make Indian manufactured products globally acceptable.

IMTEX 2015 mirrored the positive sentiments of the industry as was evident from the number of visitors, the number of enquiries and the volume of orders received. Exhibitors expressed that IMTEX and Tooltech 2015 enabled them to have an in-depth understanding of the prevailing requirements in the market. The exhibitions have paved way for direct interaction and product demonstration and growth of a healthy understanding between the visitors and the exhibitors.

Mr C P Rangachar, Managing Director, Yuken India Limited, said, “Mega IMTEX-2015 is an ‘International Haat’ –for Equipment and Technology & a meeting place for everyone connected with Manufacturing. We received excellent response to our new offerings”

Mohini Kelkar says, “IMTEX 2015 offered an excellent platform for displaying latest technologies.We had 2 new products launches namely - Gear Tooth Chamfering and Deburring machine and Crank Shaft Dynamic Balancing Machine. Both these machines were very much appreciated.It is important to create our

Brand Image particularly for Auto OEMs who are setting up new plants in India. IMTEX provides such an opportunity as it is considered to be the most important Machine Tool Exhibition which is visited by all the decision makers.IMTEX provided us an opportunity to publicize the fact that Grind Master exports more than 50% of its produce and we compete with German and Japanese Companies in China. Grind Master has a unique ability to develop flexible, compact and cost effective models demanded by value sensitive Indian and Asian customers.”

Mr Hideobu Iwao,

General Manager, Brother International, observes, “IMTEX 2015 has been an astounding success for us while measured against our objective of launching Brother’s latest SPEEDIO - Compact Machining Center series in India. The Compact Machining Center design concept, first introduced by Brother under the brand name ‘SPEEDIO’, is a radical departure from the type of machines popularly known as Drill-Tap Center within the machine tool fraternity. We displayed 3 new SPEEDIO models at the event – MX1, RX1 & SX1 along with a Video and Graphic display of our largest model the S1000X1.

“Mega IMTEX-2015 is an ‘International

Haat’ –for Equipment and Technology &

a meeting place for everyone connected with

Manufacturing.”

C P Rangachar Managing Director, Yuken India Limited

“Walter had a successful IMTEX 2015 exhibition at Bangalore. The innovative

product display and the virtual Tiger show had

attracted more than 1000 customers to our stall”

S Ravishankar Managing Director, Walter India

Grind Master’s SCT3

Grind Master’s Gear Chamfering and Deburring Machine SCT3 was launched on 26th January, at the hands of Mr.Ceglia Teodoro, Samputensili Division Director. This machine is built by Grind Master in Technical Collaboration with Samputensili, Italy. SAMP Gear Chamfering-Deburring is a reliable system used in manufacturing of Spur and Helical Gears, well recognized for its generation of Consistent Chamfering results with Patented Tooling. The SCT-3 Machine, launched at Imtex 2015, is the first machine built under this agreement. The machine uses ORIGINAL SAMP Technology to create accurate chamfering Results. The machine uses Grind Master NANOFINISH Control system and User Friendly Touch HMI Interface.

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“Following up on the recent “Make in India” campaign,

IMTEX was the right platform for the industry to come together

and discuss, explore, and put in to action, plans towards

nurturing manufacturing growth in the country – and to a large

extent this was successful. There was positivity all around, and

the footfall was as usual - high and becoming of an exhibition

such as IMTEX.”

Vineet Seth Director- South Asia and Middle East Delcam

“I, being a woman entrepreneur in a male dominated mechanical industry where gender

biases are aplenty, find IMTEX to be a great

opportunity and platform to interact and build

rapport with the existing as well as potential

customers.”

Darshana Tikle Product Design and Sales Manager, Tisa Enterprises

We had a notable count of visitors to our stall & we are greatly encouraged by their overwhelming interest in our products. Apart from the orders concluded at the event, we have received several firm enquiries that we expect to convert to orders in the coming months. We have received a head start at the IMTEX 2015 & hope to continue with

the same momentum in the coming year.”

S Ravishankar, Managing Director of Walter India, comments, “An exhibition is always a good indication regarding the market situation. It can be a reflection of the current economy, but at the same time it can also be the initiator for new developments and trends within the

market. An exhibition is an important show/ event and can be a turning point in a reviving economy as it initiates investments and establishes confidence among important decision makers. By participating at IMTEX 2015 all exhibitors, especially global players are proving that they are committed to the Indian economy and want

to expand their businesses.Participating in this exhibition is a great opportunity to show new and existing customers what Walter has to offer and to establish our latest innovations. Each IMTEX we try to give customers a short, compact overview of our complete product range and at the same time we try to focus on some specific products

Yuken’s YUpacks

Yuken India Limited, a part of global hydraulic major Yuken Kogyo Co. Ltd, Japan. Launched YUpacks Yuken Standard Power Packs, that are catalogue pick products covering various hydraulic applications. Customers can virtually build their own system using standard catalogue components. Consequently YUpacks are low cost, compact, one week delivery, with low prices and extended warranty.

Compact Koolkat Power Packs for Machine Tools, is a R & D innovation offering 60% space saving & efficient heat dissipation using a specially designed fan. Air oil cooler is not needed, and it is effective in reducing cost and maintenance.

Brother’s SPEEDIO Series model SX1

Launched at IMTEX 2015, Brother’s latest SPEEDIO Series model SX1 is a table traverse type Compact Machining Center. The SXI comes in 4 sizes ranging from 300 to 1000 (mm) X-Stroke

& typically Y400 (500 for S1000X1) & Z300 (mm). 4 Spindle Speed options are available: 10000, 10000 - High Torque, 16000 & 27000 (rpm). The maximum rapid traverse is 56m/min @2.2g acceleration. The tool-to-tool is a quick 0.8 sec with Chip-Chip at a mere 1.4 sec.

21 Tool Magazine, Coolant Thru Spindle, High Column & 200 block look-ahead options provide for greater flexibility in machining.

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we think are suitable for our customer’s dynamic demands. Walter had a successful IMTEX 2015 exhibition at Bangalore. The innovative product display and the virtual Tiger show had attracted more than 1000 customers to our stall.”

Mr Vineet Seth, Delcam’s Director for South Asia and Middle East said “Following up on the recent “Make in India” campaign, IMTEX was the right platform for the industry to come together and discuss, explore, and put in to action,plans towards nurturing manufacturing growth in the country – and to a large extent this was successful. There was positivity all around, and the footfall was as usual - high and becoming of an exhibition

such as IMTEX. We were able to meet up with our industry partners and customers during the show, and we expect to carry forward our discussions& engagement plans during the event, to the year ahead. Some very neat things were done this year at IMTEX, one was the introduction of the QR code scan for booth visitors – which captured contact information and the other was the continued virtual exhibition arena with MapMyShow, where visitors could book appointments via the online portal.”

Darshana Tikle, Product Design and Sales Manager, Tisa Enterprises, comments, “We, Tisa Enterprises from Bangalore, have been

participating at IMTEX since 26 years displaying our range of Clamps, Clamping Elements, Clamping Devices, Screw Jacks and Clamping Kits. IMTEX 2015 led credence to the “Make in India” campaign and we were happy to see the Machine Tool industry vying to buy from Indian manufacturers. IMTEX has also been the only exhibition to see participation from all the facets of the Machine Tool Industry and to showcase the best and latest technology from around the world and for being so meticulously organised.

The response from IMTEX 2015 has been very positive and we are glad to have converted majority of the enquiries received into orders.

Our quality was also well appreciated by customers from India as well as from abroad. We believe that “Clamps are to Machines as Buttons are to a Shirt!” No matter how expensive the shirt, it is rendered useless without the buttons. We were able to convey this to our customers, many of who were unaware of how important good quality clamping is to improve the life of their machines.

I, being a woman entrepreneur in a male dominated mechanical industry where gender biases are aplenty, find IMTEX to be a great opportunity and platform to interact and build rapport with the existing as well as potential customers”.

Walter’s DC170 solid carbide drills

Walter India’s new range of DC170 solid carbide drills represent a new icon of drilling on the market in terms of both performance and design. This new range of DC170 drills is the jewel of Walter’s Development department and will be instrumental to set up a benchmark in drilling.

The M4000 range is making high performance universal. Whether it is a shoulder milling cutter, a high-feed milling cutter or a chamfer milling cutter – the system indexable inserts can be used in all tools within the M4000 range. Walter uses these tools to show that high-performance tool systems are already being manufactured with 100 per cent CO2 compensation.

Delcam’s PowerMILL, PowerSHAPE, FeatureCAM

Delcam India launched the latest versions of the company’s increasingly popular software PowerMILL, PowerSHAPE (including ToolMaker and Electrode), and FeatureCAM. A host of

additions in the 2015 versions of these products, were demonstrated, including improvements to the Vortex high-efficiency area-clearance strategy, improved collision checking to also cover near misses, and more efficient raster finishing in PowerMILL; improvements in direct modelling, surface modelling and reverse engineering, plus support for data from CreaformHandySCAN

handheld scanners in PowerSHAPE Pro; and a range of enhancements in three-axis milling, two-axis and five-axis drilling, turning and turn-mill, and wire EDM in FeatureCAM.

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The not so encouraging steps of the govt. has made the T&D industry to progress slowly but there is more to it. The budgetary support of 25,354 crore this FY 15 has fueled the initiative for support. India’s northeast being one of the richest geographical units of the country & one of the main reasons for having ‘KONNECT’ to be held at Guwahati, its expected that the RAPDRP targets would go a long way in the direction of its completion thus promoting the trend of being benefited eventually.

T&D industry is in what phase as per the Indian scenario?? Is there going to be any major change in terms of this industry?

The state of Indian power sector has not been very encouraging for last few years. Although much has not changed on ground, there have been developments which bode promise in future.

T&D infrastructure in India assumes utmost importance given the scenario in which the distribution of energy resources consumption centres is extremely unbalanced. India has a three-tier transmission and distribution sector, consisting of the inter-regional grid, state grid and distribution networks. As a rule of thumb, for every rupee invested in power generation, a rupee should be invested in the

Transmission and Distribution (T&D) sector. However, historically there has been an under investment in T&D sector resulting in the transmission system lagging the generation capacity addition. Emergence of power market and power sector reforms after Electricity Act 2003 has further added to the challenge in the operation of the T&D network.

The Government recently cleared three major schemes for strengthening the country’s power transmission and distribution (T&D) network including 100 per cent metering and underground cabling. An integrated Power Development Scheme was also given approval. It is an investment of Rs. 32,612 crore, including budgetary support from the Centre of Rs. 25,354 crore over the implementation period. This scheme would also

look at completion of targets under RAPDRP (Restructured Accelerated Power Development and Reforms Programme) for the 12th and 13th five year plans, by carrying forward the approved outlay for the latter to this one.

Things seem to be changing for the better. This is reflected both in figures published by the Government as well as larger number of tenders being floated by different utilities. It is expected that this trend will continue for at least a couple of years and as a result industry will be benefited.

Innovation always finds place in the market, what is your take on the kind of innovation which is always welcome by both the ends in this sector? (govt. and the investors)

In order to meet the increasing power demand and address

right-of-way (RoW) issue, higher voltage technology is being adopted for developing transmission infrastructure. PGCIL has tried to be an early adopter of new technologies and is moving towards higher voltage transmission systems. It is currently focused on introducing 1,200 kV A/C voltage in the country. In May 2012, PGCIL in collaboration with 35 local and global manufacturers established 1,200 kV ultra high voltages A/C test station at Bina (Madhya Pradesh) for the development of 1,200kV equipment at large scale. In HVDC segment, it is implementing world’s longest ±800 kV, 6,000 MW Bi-pole multi terminal link of 2,000 km. It will connect Biswanath Chariyali in the north-eastern region which is rich in hydro resources; to the Agra in northern region which is a power deficit region.

Harish Agarwal Managing Director, Supreme & Company Pvt Ltd

Connect with ‘’Konnect’’ to get connected

I CONNECT FEATURE


Extensive use of Gas Insulated Switchgear substations, SCADA, Compact Tower Design, Phasor Measurement Units, and Wide Area Measurement System etc is being done.

In the distribution segment, implementation of Supervisory Control and Data Acquisition System (SCADA), Geographical Information System (GIS), Automatic Meter Reading (AMR), Smart Metering, High Voltage Distribution System (HVDS), Prepaid Metering, 24*7 Customer Care, DT Metering etc. are under progress.

KONNECT...what kind of domestic industry and foreign ‘connect’ can be expected this year as approval for utility and infrastructure is kind of a

long process as per the govt. procedures?

The Northeast of India is endowed with huge untapped natural resources and is rich biodiversity. It is acknowledged as the eastern gateway of India’s Look-East Policy. It shares the international boundaries of India with China, Bangladesh, Bhutan, Nepal and Myanmar. Generously endowed with vast stretches of fertile land, rich expanse of forests and substantive mineral and hydrocarbon deposits, India’s northeast is potentially one of the richest geographical units of the country. The present economic policy framework for the Northeast region is based on

its political economy and a cultural approach, adjusted with a regional planning model. It is implemented mainly through the Planning Commission and the Northeast Council. Despite huge financial investments, this has failed to produce desired results. With Myanmar becoming a member of the Association of South East Asian Nations (ASEAN), a common market of 500 million consumers is at the doorstep of the Northeast.

What future aspects of T&D industry the summit wants to highlight this year?

The Indian electrical equipment industry was valued at over Rs. 1.31 lakh crores

in 2013-14, with generation equipment sector at 18% of the total industry and the transmission & distribution (T&D) equipment sector 82%. The T&D industry is 9.92% of the manufacturing sector in terms of value and 1.39% of the GDP. It also provides direct and indirect employment to 15 lakh people and over 50 lakh across the entire value chain. The industry exported USD 5 billion worth of electrical equipment in 2013-14. The industry has a diversified, mature and strong manufacturing base with robust supply chain, fully equipped to meet domestic demand and any capacity addition.


FEATURE ARTICLE

Until today, industrial

facilities have largely followed

a simple concept, a concept

that is all about automation

tasks that are performed by

automation devices. These

devices need to be connected

to a central controller. That’s

it - nothing more is necessary

for this undoubtedly

extremely powerful concept.

The network is merely the

vehicle for the industrial

Ethernet fieldbus, or –

stated in even more trivial

terms – just the connecting

line. From the perspective

of automation, this is

completely understandable

and sufficient.

Industry 4.0, however, entails

new demands on network

technology, and by extension

on connection technology

– production in Industry 4.0

needs to be more effective,

more flexible and more

powerful. Control functions

shift from a central controller

over to the system itself. This

entails a radical conceptual

change in the structure of

production facilities: a strictly

hierarchical system gives way

to a decentralized one. Plans

and systems are constructed

in modular form, while

control tasks are relocated

in the system itself. The

network becomes the crucial

component.

What does Industry 4.0 mean

for the field level?

For something that

admittedly sounds so

simple and logical, the

implementation is dependent

on a number of conditions,

among which the integration

of Cyber-Physical Systems

(CPS) with the material world

of production holds center

stage.

Industry 4.0 is characterized

by the integration of CPS

(Cyber-Physical Systems)

into IT applications. This

integration should be as

flexible as possible, meaning

that the rigid arrangement

employed in conventional

production is broken up. This

results in two areas that need

to be melded.

The initial implementations

(e.g. the smartfactory KL)

Connected Industry

revealed that the crucial

interface lies between the

autonomous system modules.

These may be of conventional

design, i.e. with central

controller and decentralized

I/O, however they can also be

constructed from CPS. In any

case, what distinguishes them

is that the modules perform

a completely self-contained

service on the real object in

the production process. The

set-up of the modules can still

be performed conventionally

without compromising the

advantages of Industry 4.0.

Modules at a production

facility need to be able

to be integrated into the

production process at

different locations in an

extremely easy fashion –

Industry 4.0’s use of Cyber-Physical Systems has radically altered the face of industrial production. Still, Industry 4.0 will only become a reality when the cyber world and physical world are connected. This is as much a mission as it is a vision.

Andreas Huhmann [email protected]


and above all quickly. And

different modules must

be able to be deployed at

these sites. These two key

requirements mean that

cabling takes on a different

character. Deployment at

varying locations becomes

basic setup, while its use with

various modules means it

constitutes a basic service.

Cabling is transformed into an

infrastructure.

What will infrastructure

look like in Industry 4.0

manufacturing?

Smart Factory infrastructure

is currently in the definition

phase. Ethernet will be

used both for IT as well as

automation. In addition,

office buildings will

employ application-neutral

cabling according to ISO/

IEC 11801, the standard

provides specifications for

setting up passive network

infrastructure.

If one applies this view to a

production plant, this will

entail integrating different

modules into the network.

In addition, all the lifelines

that supply industry need

to be considered, i.e.

communications, 400 Volt

power, compressed air,

auxiliary power and other

signals. Consequently, the

required connections are

numerous, which means that

simple plug-and-produce

will only become possible

when the connections are

integrated in one interface,

i.e. in one connector. Thanks

to its modular construction,

Han-Modular® can make

all lifelines available. The

standardization of the

module interface means

that a decisive step has

already been taken. Still,

Industry4.0, entails new demands on network technology, and by extension onconnection technology – production in Industry 4.0 needs

to be more effective,more flexible and more powerful. Control functions shift from a centralcontroller over to the system itself.

infrastructure development

requires more than just

this. In the case of industrial

production, the module

interface must be capable

of offering a wide variety

of functions in order to

ensure simple and – above

all – more secure operation.

In addition to the module

connector interface, this

includes management

with respect to diagnosis,

identification of modules,

energy measurement and

energy switching, protection

for power (400 Volts) as

well as safety and real time

communication. These

functions can be ensured

by using active network

components.

HARTING is intensively driving

the development of these

Industry 4.0 infrastructure

components forward. By

way of example, HARTING’s

smart Power Network Unit brings together the topic of the administration of communications and power. This infrastructure component supports industry typical topologies via line and ring, thereby enabling infrastructure to be put in place which facilitates the flexible use of different production modules.

In brief:

- Rigid arrangement employed in conventional production is broken up.

- Cabling now becomes part of the infrastructure.

- HARTING is intensively driving the development of Industry 4.0 infrastructure components forward.

The author Andreas Huhmann is Strategy Consultant Connectivity & Networks, HARTING Technology Group.


MART UPDATE

For more than 15 years, Pepperl+Fuchs has been offering exactly the right connection technology for your automation solution. Whether in the field of mechanical engineering, welding, material handling, mobile applications, or in the process industry—we supply connection technology tailored perfectly to your application.

M8 and M12 round plug connectors, as well as valve connector cordsets, multichannel junction blocks, and Y splitters, are standard components in the automation sector. With over 500 employees, Pepperl+Fuchs has been producing connection technology in all conceivable variations to

the highest quality standards for more than 15 years. In our Competence Center in Hungary, Pepperl+Fuchs houses the entire injection molding technology arm of the corporate group, producing customer-specific solutions and ready-made plugs too in highly competitive conditions.

With perfectly connected global logistics, all connectivity products are produced at the site in Hungary in LEAN optimized processes. Gold-plated and gas-tight crimped contact pins ensure the highest vibration resistance and durability of products. The automated 100% inline functional check and the use of high-quality materials and

lines from renowned German and European manufacturers guarantee the familiar quality of Pepperl+Fuchs. With our distribution centers in Mannheim, Singapore, and the United States, we stock a wide range of connectors for customers worldwide, delivered quickly and dependably, within Europe for instance in just 48 hours. We produce and

Always the Right Connection

deliver non-stock variants within two weeks. With our wide range of connectivity products, Pepperl+Fuchs offers connection technology for many applications. Pepperl+Fuchs provides reliable sensors and connection technology from a single source—genuine added value for your supply chain.

www.pepperl-fuchs.com

Green Sand Reclamation – Fata & Rhino set up test plants

With a vision put up last year– Rhino & FATA have synergised to bring the sand reclamation in green sand and chemically bonded sand foundries. Based on the data shared by several eminent and progressive foundries in India looking to find solutions to the sand reclamation, as well as those in Mexico and similar world market, FATA set up a pilot plant to test the sand received from various foundries to give the actual analysis on the expected results.

With more than 32 years of experience, and a strong database, quickly they have gone ahead with the installation and tested sand from few of the Mexican foundries. In order to continue with the vision set forward by

FATA, Rhino has taken the first step and built the first stage Green Sand Scrubber and Rhino Machines displayed the same at the IFEX.

The first plant for Thermal Sand Reclamation has also been put into execution for a renowned user in Northern India with the “Make in India” goal. While the Green Sand Scrubber is a 100% “Make in India” effort under Fata License, the first thermal regeneration plant also constitutes 50% production in India. Once again Rhino has shown that technology if well harnessed and embraced can be made amenable to not only top corporates but also small and medium businesses.

Rhino & Fata have now planned to work out Combination

Modules to suit the smaller size of Indian foundries, as well as the logistic limitations of our expansive country. Working closely with foundries and return of investment, the year 2015 ahead is the Year for Green Sand Reclamation, and Rhino has taken the lead to deliver the same. The formal agreement for the License

Transfer permitting nearly 100% production of the Smaller plants in India with an additional possibility of exporting to the principle organisation was exchanged at the IFEX 2015 between CEO of FATA – Mr Martin Wright & Managing Director of Rhino – Mr Manish Kothari.



MART UPDATE

Highly dynamic at 50 years of age

A simulator showcasing dynamic drive performance will be a centerpiece of this year’s NORD DRIVESYSTEMS presentation at the industrial fair in Hanover. Systems consisting of an asynchronous motor, a helical bevel gearbox, and an SK 200E series decentralized frequency inverter demonstrate high precision and superior agility in complex motion sequences. Solutions based on such intelligent drive configurations enable cost-efficient servo-level applications. Integrating a PLC, the inverters demonstrate their support for drive-related

functions according to IEC 61131. They are also suited for safety applications and feature sophisticated functions such as synchronization, coordinated multi-axis operation, and flying shear. In a dedicated intra-logistics model, versatile mechatronic drive units will carry out positioning tasks such as contact-free and gap-free accumulation and seamless transfer of transported goods between horizontal conveyors and hoists.

Energy efficiency remains another focus for the drive supplier. In addition to

motors of all current and upcoming efficiency classes up to IE4, NORD presents complete configurations suitable for system efficiency certification (“IES”) according to the latest Ecodesign standard EN 50598. Hannover Messe visitors will be able to learn more about the holistic classification of entire “Power Drive Systems” (PDS) based on specific losses at eight load

points instead of energy efficiency percentiles. As an additional exhibition highlight, aluminum drives with nsd tupH anti-corrosion treatment will be shown alongside cast-iron units with a conventional paint finish. The nsd tupH treatment gives the housings a smooth and enduring surface. Even scratches and other minor damage to the surface do not impair the systems’ lasting resilience against corrosion.

The company will also promote large industrial gear units – only NORD manufactures them with a one-piece gear case for torques up to 242,000 Nm. The construction allows for compact designs with high radial and axial load capacities even for heavy-duty units. New large parallel shaft gear units are among the latest additions to a comprehensive portfolio of gears that draws on half a century of expertise: the first

NORD gears were assembled exactly 50 years ago in April of 1965, when the company had just been founded and had only three employees. Today, NORD employs well over 3,000 people around the world. While the global headquarters remain in Bargteheide near Hamburg, the full-scale provider of drive technology has long been operating on an international scale. The NORD DRIVESYSTEMS Group currently has subsidiaries in 36 countries, one of which is India, the 2015 Hannover Messe partner country. NORD India staff will be present at the stand throughout the week to provide comprehensive information about NORD’s activities on the subcontinent and the assembly facilities in Pune.

NORD DRIVESYSTEMS celebrates anniversary at Hannover Messe 2015

Highly dynamic, coordinated drives with built-in intelligence manage complex handling assignments

The nsd tupH anti-corrosion surface treatment ensures drive systems meet demanding hygiene requirements

and endure in harsh environments

Kennametal World’s Most Ethical Companies for 4th Consecutive Year

Kennametal Inc. announced that the company has been named for the fourth consecutive year among the Worldâ€™s Most Ethical CompaniesÂ® by the Ethisphere Institute, a global leader in defining and advancing the standards of ethical business practices. The Worldâ€™s Most Ethical

Companies designation recognizes organizations that lead in the standards and practices of ethical business conduct by cultivating a culture of ethics and transparency at every level, and performing to the highest standards. Kennametal is one of only four companies in the machine tools and accessories category

honored by the Ethisphere Institute this year. Highlights of Kennametalâ€™s recognition this year include:

-World-class ethics and compliance programs with universal employee engagement;

-Best-practice corporate

governance;

-In-depth risk management across the supply chain;

-Consistent support for STEM education and communities by the Kennametal Foundation, with record contributions and volunteerism by Kennametal employees.



“Stratasys is a leading player in the 3D printing space and

through its innovative technologies and solutions I look forward

to expanding its reach across various businesses in the industry in India. 3D printing technology

is revolutionizing our world and I expect it to continue transforming the future; I believe Stratasys can

enable users in the Indian market to embrace this revolution.”

Rajiv Bajaj General Manager, Stratasys India

Rajiv Bajaj appointed as General Manager for Stratasys India, opens new office in Bangalore

Stratasys Asia Pacific, a subsidiary of Stratasys Ltd. (NASDAQ: SSYS), a global leader of 3D printing and additive manufacturing solutions, announced the appointment of Rajiv Bajaj as General Manager, India. Stratasys is also proud to announce the opening of its new office in Bangalore, planned for April, providing local support to the growing demand we note in the region for 3D printing solution. These arrangements signify Stratasys’ commitment to the region, offering accessible 3D printing

solutions to the market.

Mr. Bajaj brings more than 18 years of CAD/CAM/PLM solution sales expertise and product management experience to his new role, overseeing the operation of Stratasys’ business in India.

The new Stratasys India office is located in Ulsoor, Bangalore. Equipped with the latest technologies and 3D printing solutions, the Demo Centre facility will showcase the full product portfolio ranging from desktop 3D printers

to advanced 3D production systems, as well as a matrix of

specially engineered 3D printing materials.

At the Integrated Systems Europe conference in Amsterdam this week SandvikCoromant won the first prize in the catagory “Most Innovated Corporate Facility”. This award is shared with our partner Visuell Design for the IT and Audio-visual solutions in our new SandvikCoromantCenter in Sandviken.

The Jurys motivation:

“The Judges were particularly impressed with customer feedback for integrator Visuell Design’s work at the SandvikCoromantCenter in Sweden, which is a newly built center about the future of manufacturing. The benefits from using presentation and collaboration technologies

to engage SandvikCoromant’s staff and customers were plain to see in this project that makes extensive use of CrestronDigitalMedia infrastructure. The integrator showed great skill in listening to the needs of its client and delivering appropriate and well-thought solutions.”

Sandvik Coromant

Sandvik Coromant is a global leading supplier of cutting tools, tooling solutions and know-how to the metal working industry. With extensive investments in research and development we create unique innovations and set new productivity standards together with our customers.

Sandvik Coromant wins prize for “Most Innovated Corporate Facility”

These include the world’s major automotive, aerospace and energy industries. Sandvik Coromant has 8000 employees and is represented in 130 countries. We are part of the business area Sandvik Machining Solutions within the global industrial group Sandvik.

www.sandvik.coromant.com

Showroom: Audio-visual solutions in our new SandvikCoromant Center in Sandviken“I feel great pride that we have

won this award with our partner Visuell Design for our innovative AV and IT solutions in our SandvikCoromantCenter. This award is recognition for our work and commitment to putting our customers and visitors first. This work and what we received the award for is just one part of our global commitment in leading and developing our industry and digitally always being available for our customers when they need us”.

BjörnRoodzant Vice President marketing and communications Sandvik Coromant


Gleason launches new manufacturing facility in India

Gleason Corporation announces that it has broken ground for a new manufacturing facility in the Bengaluru Aerospace Park Industrial Area located in Bangalore, India to accommodate Gleason’s expanding product offerings and capabilities in India. Gleason has long had a presence in the Indian market, first through representatives and then through Gleason Works (India) Private Limited, established in 1995. Gleason Works India has machine and cutting tool manufacturing operations in Bangalore, a cutting tools service center in Chennai, and sales & service offices in Delhi, Jamshedpur, Mumbai and Pune.

The Bengalaru Aerospace Park is a prestigious location and home to many prominent companies serving the aerospace industry. The Gleason facility will produce a wide range of products and services for aerospace customers as well as markets including automotive, heavy truck, construction, agricultural equipment, energy and others. Phase 1 of the new Gleason Works India facility is planned for completion in the second half of 2016, and includes 50,000 square feet (4,650 SQM) of space for manufacturing, sales, service and administration. The facility will continue the manufacture of Gleason Genesis® Gear

Hobbing machines, gear cutting tools, work holding equipment, and aftermarket products and services, and will provide the space needed

for continued expansion for other products.

For further details visit www.gleason.com

“We continue our belief that the Indian market offers significant near-term and long-term growth opportunities, and we are pleased and excited to take the next step to position Gleason to better serve the Indian market”

John J. Perrotti President & CEO Gleason Corporation


Hypertherm, a U.S. based manufacturer of plasma, laser, and waterjet cutting systems, today announced a new Centricut® brand quick change torch for use with ESAB® plasma cutting systems. The torch, which incorporates proprietary Hypertherm technology, is designed to replace ESAB PT-36, PT-600 and PT-19XLS torches.

It will perform as well as the original ESAB single piece torch design, while increasing productivity. The two-piece quick-change design allows operators to change out consumables up to three times faster or, through the use of multiple torch heads, load consumables for the next job while cutting the current job.

In addition, operators can experience a lower overall operating cost by using

Centricut brand consumables with either the new quick change torch or their current ESAB single piece torch. In field-testing, cut quality and consumable life from the Centricut brand consumables were consistently equal to the OEM while costing 20 to 30 percent less.

The performance is due in part to Hypertherm’s patented SilverLine®electrode and CoolFlow™ nozzle technologies. SilverLine technology features a hybrid copper / silver weld joint that delivers performance equal to a solid silver electrode for a fraction of the cost.

Advanced cooling features reduce the operating temperature of the electrode maximizing the hafnium pit depth and slowing its wear rate to extend electrode life.

CoolFlow technology improves cooling to help maintain the size and shape of the nozzle orifice for longer life.

Centricut brand products, like all Hypertherm products, are designed with critical-to-function tolerances and are precision manufactured by advanced machinists to deliver the best quality product every time.

Hypertherm’s Centricut brand engineers and manufactures advanced plasma and laser cutting consumables. Its product line includes consumables that deliver increased value to people who own most any non-Hypertherm cutting system including systems by ESAB, Kjellberg, Kaliburn, and Trumpf. All Centricut brand products are engineered and manufactured to exacting standards and incorporate the latest technological advances that help

Hypertherm introduces new Centricut brand quick change torch for ESAB cutting systems.

to reduce operating costs, while delivering increased cut speed and quality. Centricut products include free technical support and come with same-day shipping.

Zenith offers complete Fastening Solutions

Zenith Industrial Products have developed Hex Socket & Slotted type Grub screws, Knurled cup point, Flat, Cone, Dog, Tapper Dog, Oval point & Plain cup point type. MM size 4 to 36 mm dia., BSW, BSF, UNC, UNF 1/8 to 1.1/2” dia., BA size 4 to 0 BA, No. size 6 to 12 no. NC/NF threads.It can be supplied as per IS, BS, DIN, ISO, ASTM standards or as per party’s samples or

drawings. Hex Socket En - 8, 8.8gr, En - 19, 10.9gr, Brass, SS 304 - 316 &410. Slotted Grub Sc. 2 to 24 mm dia., M.S., En - 8, Brass, SS 304-316 qualities.

Slotted or Hex Socket type, M.S., En - 8, Brass, SS 304 & 316, 5 to 16 mm diameter.

APPLICATIONS:- These items are used at Engineering Industries, Machine Tools,

Automobiles, Hydraulic, Pneumatic, Textiles, Electricals & Electronics, etc. and such other various Industries.

For more information, contact [email protected]



Energy Saving IP- 66 Certified LED Street Light

Pyrotech offers a complete range of Energy Saving IP-66 Certified LED Super Mini Street Light with optimum thermal management & highly efficient constant current driver having short circuit & open circuit protection in die-cast aluminum housing. With these lights

you can save upto 80% power. The power factor is >0.9 The housing is weather-proof (IP66).

For further details write to Ms. Himani Nalwaya, Pyrotech Electronics Pvt Ltd, [email protected] Mob. 09352506417 0294-3264181

Mitang’s team of professional design engineers is able to create and manufacture universal joints to fill almost any and every application, including different types: Universal Joints Single, Needle Bearing Universal Joints, Standard Extensible Universal Joints, Stainless Steel Universal Joint, Universal Ball Joints and Single Universal Ball Joints.

The applications of these joints are in Medical Equipments, Metalworking Machinery, Military Applications, Printing Processes, Packaging Systems,Bottle Capping Systems, Conveying Systems, Steering Applications, Shift Linkage Applications, Woodworking Machinery, Agricultural Machinery, Drilling and Tapping Machinery, Machine

Tool Applicationsand Aerospace Applications.

For further details write to Perfect Transmissions, 8A, ‘Anand Chayya’, Garden Lane, LBS Marg, Ghatkopar West, Mumbai – 400 086 Telefax: +91 22 27834664 Email: perfecttransmissions@ gmail.com

Mitang Universal Joints from Perfect Transmissions

Frost & Sullivan launches the 12th Edition of India Manufacturing Excellence Awards

Frost & Sullivan announces the launch of its 12th Edition of India Manufacturing Excellence Awards (IMEA). Frost & Sullivan’s India Manufacturing Excellence Awards has been one of the largest and most sought after on-site assessment and awards program, recognizing and benchmarking industries across all sectors and categories.

The awards assessment process brings out the consonance of Strategic Goals toward Business Growth, their derivative Organizational Objectives toward Enhanced Competitiveness and the facility’s Operational Performance toward Manufacturing Effectiveness. This robust and time-tested process is based on the Global Excellence Model, which captures the facility’s operational performance across 12 parameters and business results (on financial and non-financial goals) across three

parameters thereby capturing and showcasing synergy across all processes.

The best facility in each industry sector shall be presented with the “Future Ready Factory of the Year” award followed by the 1st Runner-up award. The facility that has proven to be the best across all industry verticals shall be presented with “The Indian Manufacturer of the Year” award. In addition, the super achievers this year shall also be recognized at the GROWTH, INNOVATION & LEADERSHIP banquet, a flagship event of Frost & Sullivan.

This year Frost & Sullivan presents an exclusive opportunity for senior level executives to be a part of the world’s foremost member-driven, global business leadership network – The Manufacturing Leadership

Council (MLC). Besides engaging with and being a part of global thought leaders and sharing opinions, the MLC provides international plant visits, interactive collaboration zones with industry peers and premium access to Executive Insight Webinars Research. Each member shall be provided a delegate pass for

the Manufacturing Leadership Summit and Awards ceremony held in the USA. Members shall also be given an executive pass for the Sustainability & Manufacturing Summit and Awards Banquets of GMEA & IMEA 2015.

For more details, contact [email protected]

With the Government of India taking significant steps to boost the country’s industrial sector, companies are eyeing and preparing themselves for opportunities that the next big revolution is expected to bring. The “Make in INDIA” program is both exciting and challenging and forward-looking companies are expected to make the most out it. IMEA has been a pragmatic approach toward identifying opportunities for improvement within the organization.

Raghavendra Rao Senior Vice President Frost & Sullivan


Tangential cutters are new face of heavy milling

A new range of tangential face milling cutters and inserts for heavy roughing has been launched by Dormer Pramet. An important addition to Pramet brand’s wide assortment of milling products for heavy machining, the tangential mounting of the new robust double-sided inserts ensures rigid clamping. This results in good impact strength and cost efficient machining due to both high feed and cutting depth capabilities.

For use on Pramet’s S60LN15C cutter, with a 60° approach angle, the tangential inserts LNEX are suitable for face milling of cast iron and steel in heavy machining conditions.

To support the new range of cutters, Pramet has developed the M and KR chipbreakers.

M has a positive geometry for standard work-pieces and promotes low cutting forces. Chipbreaker KR has a more negative geometry for hard work-pieces and is the first-choice for heavy cutting conditions.

The inserts have been produced using the new grades M5326, M8326 and M8346, which were developed specially for heavy milling to offer additional durability.

Pramet launched the grades in November 2014,

Meanwhile, Pramet now has a complete range of ADMX16 inserts for productive 90° shoulder milling. From 1 April, it is adding five new radii (0.4mm - 5.0mm) and a new ADEX insert with HF geometry for high feed machining.

ADMX16 offers a universal solution for machining steel, stainless steel, cast iron, copper and aluminium.

The inserts’ highly positive geometry allows low cutting forces for durability and reliability. Its optimised shape ensures ADMX16 provides a smoother operation and successful chip evacuation, leading to a quality machined surface finish.

Dormer Pramet’s introduction of the milling ranges form part of a wider product launch on 1 April 2015 – the first combined unveiling since Dormer and Pramet merged last year.

An overview of all the new Pramet ranges is included in the latest new product brochure, which is available to order from your local Dormer Pramet sales office.

For more details visit www.dormerpramet.com

Dormer Pramet’s new tangential milling cutters

Hand Operated Impact Press

Revolvi Riveting machine

Applications Riveting Marking Embossing

Punching Staking Assembly Riveting etc

Gala No 6, Punjani Industrial Estate, Khopat, Pokhrann Road No.1, Thane - 400601 Tel:- 022 32444073/ 25479447 Mob: +91 9029023231 Email: [email protected] Web: www.hammerknock.com

Rack and Pinion Press

www.martupdate.com96 April 2015www.martupdate.com96 November 2014www.martupdate.com96 February 2015


Dear Readers,

We are living in a world where products are made, consumed and disposed of or recycled faster than any other time in history. With the onward march of globalisation, it no longer matters where something is manufactured - not from a consumer point of view at least. But when it comes to companies or countries, manufacturing competitiveness and being ahead of the technology curve matter more than ever. The extent and sophistication of tech usage differentiates a progressive, profit-making organisation from one that may soon fade into oblivion.

At the heart of this growing use of technology lie the necessities of competition and scarcity of resources. Not only are companies driven to produce more with less but, simultaneously, make things better and bring them to market faster than ever. Customers now demand new, high-quality products and customised offerings at ever shorter time intervals - and firms that cannot meet those demands are headed for extinction. Some of the initiatives that are being taken up by Indian manufacturing community are: Manufacturing Execution System (MES), Product Lifecycle Management (PLM), Industrial Automation, Integrated Drive Systems, and Comprehensive Energy Management. (Courtesy: Business Standard)

Chinese handset maker Gionee plans to set up a manufacturing facility in India with an investment of Rs 300 crore in the next three years. Mr. Arvind Vohra, their India CEO & MD said this plant will cater mainly to domestic demand as well as to markets in SAARC and Nigeria. They sold 4 million phones in India last year and are expected to double their sales this year. Globally, they sold about 28 million devices. Other handset makers like Karbonn and Xiaomi are also looking at setting up manufacturing units in India as the government tries to woo these firms with sops for local manufacturing. (Courtesy : ET)

BSNL has announced that it will be investing Rs. 7000 cr. in setting up integrated 3G, 4G Wi-Fi hotspots across the country, enabling seamless transition between 3G and 4G, over the next 3 years, in collaboration with QuadGen Wireless.

On the green energy front in automotive sector, Amara Raja Batteries has commissioned a four-wheeler automotive battery plant in Chittoor district in Andhra Pradesh with an installed capacity of 2.25 million units per annum. This takes the total annual capacity of four-wheeler automotive battery plant to 8.25 million units.

Meanwhile, Vehicle telematics, which is the integrated use of mobile communication, vehicle monitoring systems and location technol-ogy, has emerged to be one of the fastest-growing sectors in India. This is mainly driven by the increase in the number of accidents, rising vehicle thefts, security issues while travelling and the demand for navigation services. The growth of telematics in the auto sector is in four types of service areas - safety, information, navigation and remote diagnostics. As per the latest technology trend, an Internet of Things-enabled ‘connected car’ turns the vehicle itself into a hub for an entire ecosystem of connected services that offers consumers a wealth of benefits, including enhanced safety and security, a richer user experience and a new suite of M2M product offerings. An innova-tive example of telematics in India is in the state of Kerala. The ‘She-Taxi’ service has been launched in collaboration with Maruti Suzuki Ltd and Kerala State Women’s Development Corporation to help women reach their destinations safely. (Courtesy: ET Auto)

We need your input on any industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about a better tomorrow.

Till then, Happy Technology!

Manoj Kabre Member, Editorial Advisory Board

THE LAST LEAF


SC & SE Series

Center Height from 180 mm - 500 mmBetween Center from 750 mm - 5000 mmSpindle Bore from 42 mm - 310 mm

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