efficient manufacturing inventory management … · 2020. 12. 16. · automating their global...
TRANSCRIPT
Exploring the shortfalls!INVENTORY MANAGEMENT
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EFFICIENT MANUFACTURING
EM - Interview
Sohinder Gill,CEO, Hero Electric & Director General, SMEV (p. 18)
Medical machining P. 24
Manufacturing data analytics P. 35
2021 - The new year for manufacturing resurrection or destruction? P. 20
VOL 12 | DECEMBER 2020 | ` 100
THE ALTERNATIVE TO TURNING
Machining complex contours using grinding instead of turning technology offers two decisive benefi ts: The grinding concept is up to three times faster, and the long service life of profi le grinding wheels ensures optimum availability.
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Maschinenfabrik GmbH
India Branch Office
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CUSTOMER SATISFACTION
With reliable manufacturing processes
VOL 10 | OCT 2019 | ` 100
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EFFICIENT MANUFACTURING
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EM - Interview
Petr Novotny,Managing Director Scania Commercial Vehicles India (p. 30)
FOCUS Cutting Tools P. 38
SPECIAL FEATURE Industrial Maintenance P. 54
3EM | D e c 2020
The year 2020 has been full of surprises that no one has ever asked for. The whole world just spoke about the pandemic crisis, lockdowns, disrupted businesses, safety issues, social distancing norms, in the past ten months. As we approach the year-end, the world now seems to be little more positive and optimistic about the next year.
Amidst this scenario, we are happy to present you the last edition of this year, again packed with lots of informative and interesting contents attuned to the current circumstances. The Cover Story talks on exploring the shortfalls in inventory management. Effective inventory management systems now go beyond the management of merely recording in-stock inventory. They also offer valuable time-saving automation that can streamline business processes. Check out the Cover Story to learn about the best practices to ensure an efficiently managed inventory system.
COVID-19 is having a direct and indirect impact on the design and manufacture of medical devices, equipment, and implants. Medical manufacturers are being tasked with ramping up production to help address the pandemic, and at the same time remain flexible enough to respond to market changes. The Industry Focus section in this issue delves into how the medical machining industry responded & contributed in the fight against the pandemic.
In the Viewpoint feature, industry leaders and experts share their views on the learnings from the year 2020, strategies used for adaptability, growth strategies for the next year and plans to overcome the hurdles left behind by 2020. Everyone is of the opinion that the manufacturing business would be now more resilient, agile, spread-out, flexible and local, and automation/digitalisation would be the need of the hour.
Hope you will find this edition interesting and useful. Keep your fingers crossed that 2021 will be back to normal!
Shekhar Jitkar Publisher & Chief [email protected]
ED ITOR IAL
EDITORIAL ADVISORY BOARD
Raghavendra RaoCEO, Kaizen Hansei LLP
Dr N RavichandranFormer Executive Director,Lucas-TVSChief Mentor,UCAL Fuel Systems
Dr Ravi M DamodaranChief Technology Officer, Greaves Cotton
Dr P N RaoProfessor of Manufacturing Technology, Department of Technology, University of Northern Iowa, USA
Ramesh T KMD & CEO, Micromatic Machine Tools
Dr K Subramanian President, STIMS Institute, USA Training Advisor, IMTMA
Vineet SethManaging Director,Mastercam India
Sonali KulkarniPresident & CEO,Fanuc India
Dr Wilfried AulburManaging Partner,Roland Berger Pvt Ltd
Satish GodboleVice President, Motion Control Div,Siemens Ltd
Overseas Partner:
China, Taiwan, Hong Kong & South-East Asia
“As we approach the year-end, the world now seems to be little more positive and optimistic about the next year”
Back to normal!
EM | D e c 2020
4 EM | D e c 2020
PRECISION MACHININGThe article elaborates on designing & executing automation for successful system implementation
SMART LOGISTICSBuilding up India’s logistics sector to the fullest
27
30
FOCUS GLOBAL MEDICAL MACHINING RESPONSE SET-UP FOR THE COVID-19 CRISIS
CONTENTSMARKET 08 NEWS
10 “Stress on new-age technologies to drive digital growth for the country”Interview with Aloke Palsikar, Senior Vice President, Engineering Services, Tech Mahindra
START-UP
11 “One should secure the data on the cloud servers”Interview with Rohan Singh Bais, Founder, Ziptrax CleanTech
VIEWPOINT
20 2021: The new year for manufacturing resurrection or disruption?The Viewpoint seeks to understand 2020 for manufacturing in a nutshell and the strategies for growth in 2021
OPINION
12 India reaching 450 GW in renewable energy by 2030With India’s target to achieve 450 GW of renewable energy by 2030, the option feature highlights how the country’s renewable energy sector has been accomplishing so far and the challenges ahead
COVER STORY
14 Inventory management: Exploring the shortfalls!The Cover Story explores the shortfalls in inventory management and some best practices companies can follow to ensure an efficiently managed inventory system
MANAGEMENT INTERVIEW
18 “There is still a lot to be done to make India a truly EV-friendly country”Sohinder Gill, CEO – Global Business, Hero Electric & Director General, Society of Manufacturers of Electric Vehicles (SMEV)
14COVER STORYINVENTORY MANAGEMENT: EXPLORING THE SHORTFALLS!
5EM | D e c 2020
A&D India – the leading industrial magazine in India, on Automation & Digitisation, that offers a three-dimensional perspective on technology, market and management aspects of automation
EM – the leading industrial magazine in India, on Efficient Manufacturing, that offers a three-dimensional perspective on technology, market and management aspects of manufacturing
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AUTOMATION & DRIVES
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AUTOMATION & DRIVES
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CULTIVATING GREEN PATCH IN BROWNFIELD
A practica
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to get
starte
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turing IIo
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In association with
FOCUS
A&D - Intervi
ew
Rebecca Liebert,
President &
CEO,
Honeywell
UOP
(p.30)
VIEWPOINTCollaborative
Robots P. 32
Power & Energy P. 4
0, 42
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IVES
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In association with
FOCUS
VIEWPOINT Sensors in
Automation P. 36
Automotive &
Machine Tools P. 42
A&D - Interview
Rolf Najork
President of Executive Board,
Bosch Rexroth AG (p.32)
A&D - Interview
Hans Bangert
Managing Director,
Bosch Rexroth India (p.32)
A&D - Interview
Marc Jarrault
Managing Director,
Lapp India (p.34)
SMART OPERATIONS
Recipe for success AUTOMATION & DIGITISATION
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VOL 11 OCT-NOV 2018 ` 100
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In association with
VIRTUAL COMMISSIONING
Scope in the Manufacturing Industry
AUTOMATION & DIGITISATION
A&D - Interview
Akilur Rahman,Chief Technology Officer,
ABB India (p.28)
FOCUS
VIEWPOINT Technology adoption in the Indian
automotive sector P. 30
Food & Beverage Processing P. 34
AUTO
MATIO
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DIG
ITISATION
Dec’18-Jan’19 I VO
LUME 11
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OT & IT COLLABORATIONUshering new business models
AUTOMATION & DIGITISATION
A&D - InterviewIndraneel Chitale,Partner – Chitale Group
(p.22)
FOCUSVIEWPOINT Collaborative approach for success P. 24
Aerospace & Defence P. 28
VOL 10 | DEC’18-JAN’19 | ` 100
GET AUTOMATED NOW!GET AUTOMATED NOW!
GET EFFICIENT NOW!GET EFFICIENT NOW!
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EM - Intervie
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Vijay Kalra
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Chief of
Manufac
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Mahindr
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EFFICIENT MANUFACTURING
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SPECIAL FEATURE Industrial M
aintenance P. 58
Cutting To
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Lean in automotive m
anufacturin
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EM - Interview
Viraj Kalyani,
Founder & Chairman
Kalyani Studio (p. 28)
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FOCUS Automotive Plastics P. 34
SPECIAL FEATURE Shopfloor Management P. 54
PRINCIPLES, APPLICATIONS AND DIRECTIONS
Sustainable Manufacturing
EFFICIENT MANUFACTURING
OPPORTUNITIES & CHALLENGESEV manufacturing in India...
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EM - Interview
Dr Nagahanumaiah,Director,CMTI (p. 28)
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FOCUS Defence Manufacturing P. 30
SPECIAL FEATURE Industrial Parts Cleaning P. 48
EFFICIENT MANUFACTURING
What drives the sector
MATERIAL HANDLING INDUSTRY IN INDIA
VOL 10 | MAY 2019 | ` 100
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EFFICIENT MANUFACTURINGwww.industr.com/en
EM - InterviewSanjay Chavre,Sr Development Officer, Dept
of Heavy Industry – Ministry
of Heavy Industries & Public
Enterprises, Govt of India (p. 30)
FOCUS Automotive Plastics P. 40
VIEWPOINT Industry Associations – Bringing the sector closer P. 32
FOCUS MEDICAL MACHINING
24 Global medical machining response set-up for the COVID-19 crisisThe article digs into how the medical machining industry has contributed in the fight against COVID-19
TECHNOLOGY PRECISION MACHINING
27 Designing & executing automation for integration of machining systemsThe article elaborates on designing & executing automation for successful system implementation
SMART LOGISTICS
30 Building up India’s logistics sector to the fullestThe article talks about how several traditional logistics companies have made investments in automating their global operations
SIMULATION
33 The expert advice for optimised simulationThe case study explores why two contract CNC programmers prefer the Vericut toolpath from CGTech that helps ease their business out
SPECIAL FEATURE MANUFACTURING DATA ANALYTICS
35 How convergence of data analytics & IoT drives Industry 4.0The article throws light on how data analytics, backed with real-time data from IoT devices, can help manufacturers in all aspects of their business
New Products 38 Hoist safety products for mining industry;
Square shoulder cutter; Metal binder jetting simulation; Solid carbide end mill
39 Spindle for CNCs; SP coupled pump-set fitted with IE4 motor; Parallel pole technology for milling applications
Columns03 Editorial 04 Contents 06 Guest Editorial40 Highlights – Next Issue40 Company Index
FOCUS The article digs into how the medical machining industry has contributed in the fight against COVID-19
24
6
GUEST | ED I TOR IA L
EM | D e c 2020
The past couple of years have witnessed a boost in digitalisation and automation. Industry 4.0 has enabled manufacturers to increase operational visibility, reduce costs, expedite production time and deliver exceptional customer support.
However, moving on from here, it’s time to turn our attention towards connected factories. While Industry 4.0 has been focused on using technology to optimise the means of production, now it’s all about connecting man and machine, i.e., a collaborative interface between humans and smart systems. The arrival of digitalisation has been accelerated by the onset of COVID-19. The pandemic also points out the need to switch to sustainability as manufacturers must continue to embrace change in order to stay ahead of competitors and win market share in an ever-evolving world.
Let me talk about the automotive industry carbon footprint. With growing concerns about climate change and environmental degradation, sustainability has become a strategic priority for automotive organisations. Governments, consumers and investors are now pushing automotive organisations to change their ways of working, culture and products. This will have far-reaching implications for the industry, which while making substantial progress still requires to step
CO
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& C
OM
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up its sustainability efforts. Sustainability is a strategic issue for the automotive industry and key to organisation purpose. The implementation of sustainability initiatives is fragmented and lacking on many fronts. Production of automobiles involves the heavy generation of waste and most of it ends in landfills. Sustainable manufacturing involves implementing maintenance, quality and production processes to reduce waste, improve recyclability and reuse of materials.
While no single technology is likely to constitute a strategy for addressing challenges of production sustainability, the energy-saving and emission reduction strategy is a crucial measure for promoting the sustainability of the manufacturing industry towards clean and green transition. The approach of combining physical and digital technologies can be used as an enabler for closing the loop with cost-effective processing, robotic application and advanced material sorting. Connected
devices feed information back to design and engineering to improve product durability and performance. A cluster of technologies, like augmented workforce systems and cobotics in combination with digital traceability systems, can manage reverse logistics and help drive substantial value, boost a brand’s reputation and mitigate growing supply chain risks.
Need for a cyclic economy is felt now more than ever. The framework for the management of the reverse flow of materials in the automotive industry has started to make inroads. Legislations in this direction would greatly complement industry efforts as companies move forward along the path to sustainability by improving performance, reducing their resource footprint and minimising the negative environmental impact.
A paradigm shift in manufacturing is needed to jump the ‘S-curve’ and develop new business models. Collaboration and cooperation is the need of the hour to shift to ‘efficient manufacturing’ ways for a sustainable future and to leave blue skies for our children. I’d like to conclude with the quote, “If it can’t be reduced, reused, repaired, rebuilt, refurbished, refinished, resold, recycled or composted, then it should be restricted, redesigned or removed from production.” ☐
“COLLABORATION & COOPERATION IS NEED OF
THE HOUR TO SHIFT TO EFFICIENT MANUFACTURING”
Navid S Talib,MANUFACTURING OPERATION HEAD, HONDA CARS INDIA LIMITED
20 years ago, our retired Sales Manager Hans Niederhaeuser personally filled the central system at Tata Motors in Pune with Blasocut 4000 Strong. Thanks to our unique Bio-Concept, this coolant is incredibly stable and gentle to humans and the environment.
Test us. It‘s worth it.
blaser.com
Hans NiederhaeuserRetired Sales Manager Blaser Swisslube AG
“ 20 years of sump life. And still going strong.”
8 EM | D e c 2020
MARK E T | NEWS
Hindalco to invest on an extrusion plant at SilvassaHindalco Industries, an Aditya Birla group company, plans to invest ₹730 crore on a 34,000-tonne extrusion plant at Silvassa, Dadra and Nagar Haveli, India. The facility will cater to the fast-growing market for extruded aluminium products in the western and southern regions. The company aims to double its capacity from three lakh tonnes to over six lakh tonnes entailing investments worth ₹7,000 crore over the next few years. The new, fully automated plant includes three extrusion presses and will enable service to premium customers across construction, transport, electricals, consumer and industrial goods. Speaking about the current situation, Satish Pai, MD, Hindalco Industries, cited, “We are seeing a revival in the economy, with the demand picking up in the building & construction and automotive sectors. This has given us the confidence to move forward. Commercial production is expected to kick-off in two years in the new plant.” Aside from the proposed unit, the Group’s another company, UltraTech Cement, had recently announced an investment of ₹5,477 crore to expand its capacity by 12.8 mn tonnes per annum in the eastern, central and northern regions by the end of FY23.
MARK E T NEWS
KBL supplies firefighting pump sets to Atal Tunnel projectKirloskar Brothers (KBL) recently powered the ‘Atal Tunnel’ project with its firefighting pumping systems. The company has developed the ‘FR’, ‘FH’, ‘FF’ and ‘MSF’ series of pumps which are FM approved/UL listed and are exclusively used for firefighting applications. It also designs and manufactures fully-integrated packaged pumping solutions matched to the customer specifications and environmental requirements. These pumping systems are manufactured and exhaustively tested in compliance with stringent approval standards set by the agencies. Plus, the company has developed the KFE series of engine-driven pump sets for firefighting applications in buildings and industries. Each KFE pump set is factory-assembled and tested as per the National Building Code (NBC) and IS standards, so the user can rest assured that the pumps protecting precious lives and property meet all the fire requirements of India. All the fire pumps from the company comply with the highest quality standards. Various fire pump solutions provided by them include end suction pumps, split-case pumps, multi-stage multi-outlet pumps, vertical turbine pumps and pre-packaged pump houses.
President, STIMS Institute, receives the 2020 Merchant Medal from ASMEAmerican Society of Mechanical Engineers (ASME) held its 2020 Awards Ceremony on November 16, 2020 to recognise outstanding achievement of several professionals in the engineering community. This online celebration included the award of the prestigious Merchant Medal for Manufacturing offered jointly by Society of Manufacturing Engineering (SME) and ASME, which was presented to Dr Krishnamoorthy (Subbu) Subramanian, President, STIMS
Institute, USA. The M Eugene Merchant Manufacturing Medal was established in 1986 by ASME and SME to honour an individual who has played a significant role in improving the productivity and efficiency of the manufacturing operation. Accepting the award, Dr Subramanian said, “In the field of Manufacturing, there are countless physical processes like grinding, machining, etc. They grow their roots through research; become visible through industrial use and yield fruits measured as commercial results. The Merchant medal is an honour that recognises the contribution to this combination of efforts and outcome in manufacturing. I am genuinely honoured & humbled to receive this recognition and the award”.
9EM | D e c 2020
NEWS | MARKET
Thales opens office in NoidaThales recently opened its corporate office in Noida and is slated to play a pivotal role in the upcoming defence industrial corridor in the state. Inaugurating the new office virtually, Siddharth Nath Singh, MSME & Export Promotion Minister, Uttar Pradesh, put across, “The company has tied up with MKU Kanpur to produce night-vision radars for the Indian military and has been manufacturing advanced devices for Rafale fighter jets. Thales, which is working with Indian firms, such as HAL, BHEL, L&T, will contribute to digital identity & security business and support UP in developing technologies & promote local skill development.” He went on, “The company’s technology transfer to indigenous companies would fulfil PM Narendra Modi’s dream and the Chief Minister’s efforts to make India Atmanirbhar in defence manufacturing.” Discussing the future projects of the company, Emmanuel de Roquefeuil, Country Head, Thales India, divulged, “We are excited about the opportunity to manufacture devices, like radar, electronics voice system & cockpit display system and power generation system for air convoys like Rafale.”
Siemens organises Digital Enterprise SPS DialogSiemens recently hosted the virtual ‘Digital Enterprise SPS Dialog’ to present new products, services and solutions for the Digital Enterprise portfolio, where speakers from the discrete and process industry shared their expertise on latest innovations and solutions to the customers. The key message of the event was how the future technologies can already be used today and why now is the time to start with one’s digital transformation.
In the keynote speech, Cedrik Neike, Member of the Managing Board, Siemens AG & CEO – Digital Industries, Siemens AG, discussed how the industry needs more flexibility to react to the ever-changing market requirements. Cedrik emphasised on open & intensive cooperation in the ecosystems and automation & digitalisation, combined with cutting-edge technologies to use data more intelligently that will be helpful to overcome the pandemic crisis & achieve the demands for sustainable production.
Moving further, experts like, Achim Peltz, CEO Motion Control Siemens Digital Industries, Siemens AG, spoke on ‘Industrial Edge for motion control: From data to action’ while Raymond Kok, CEO MindSphere, Siemens Digital Industries Software, spread awareness on ‘MindSphere - Industrial IoT as a service’. Similarly, Stefan Handel, Planning Distributed Control Systems, Evonik Operations GmbH, spoke on ‘SIMATIC PCS neo – Completely web-based process control system for global collaboration’.
In combination with the existing hardware and software products, Industrial Edge V1.0 open platform provides users with a ready-to-use seamless solution. There are also additions to the hardware for the Industrial Edge portfolio. The Simatic IPC227G industrial PC, with the latest processor technology, is available as a Nanobox and panel PC. The company has extended its Analyze MyDrives MindSphere app to include an edge version. Also, the MindSphere-based service app has had an intelligent update. The Sinamics G115D is a new distributed drive system, which has been developed specifically for use in horizontal conveyor systems.
With the Simatic Robot Library for the Simatic robot integrator, the company presents a new universal Robot Library for the Totally Integrated Automation (TIA) portal. In future, users will be able to program most of the robots available on the market in the TIA portal using the Simatic Robot Library, regardless of the manufacturer and make use of the standard operating concepts based on the Simatic Robot Integrator & Simatic HMI. The newly presented Cloud Connect products offer continuous data access via all interfaces and standards as the basis for current and future IIoT applications.
NEWS MARKET
Rolls-Royce & Infosys announce strategic partnership for aerospace engineering in IndiaRolls-Royce and Infosys recently signed a strategic partnership for sourcing engineering and R&D services for Rolls-Royce’s civil aerospace business. As part of the overall partnership, Rolls-Royce will transition a significant part of its engineering centre capabilities for civil aerospace in Bengaluru, India, to Infosys while Infosys will provide a full range of high-end engineering and R&D services integrated with advanced digital service to Rolls-Royce. Speaking about the partnership, Kishore Jayaraman, President - India & South Asia, Rolls-Royce, asserted, “We look forward to building on this strategic partnership to secure the full range of our engineering capabilities here while ensuring future growth potential for our engineering talent. We are committed to India and are positive about the long-term prospects in this market.” Taking the talks further, Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, avowed, “We have had a long & fruitful association with Rolls-Royce and are looking forward to supporting the company in addressing the civil aerospace industry challenges. We are confident that this excellent talent will be a great addition to Infosys’ deep experience in turbomachinery.”
10 EM | D e c 2020
MARK E T I N TER V I EW
With the shift in services towards digital transformation across business verticals, it has now
become imperative to drive growth through next-generation digital tools and offerings. I aim to
connect the dots across the chain – understanding the market demand & trends and facilitate our
experts & digital architects to develop innovative solutions for customers, prospects, sales and
account teams. A key element is to explore growth opportunities through other initiatives, including
strategic alliances/partnerships, mergers & acquisitions, etc, which will not only bring in the
capability but also expands our access and reach into new customer, accounts and geographies.
You are currently leading the growth & strategic initiatives for the engineering service business unit globally, at Tech Mahindra. Can you elaborate on what exactly you aim to achieve with this?
“Stress on new-age technologies to drive digital growth for the country”
Tech Mahindra’s convergent, digital, design experiences, innovation platforms and reusable assets connect across several technologies
to deliver tangible business value and experiences. In this interview with Anvita Pillai, Aloke Palsikar, Senior Vice President – Engineering
Services, Tech Mahindra, talks about his goals for the company, top five must-have technologies for manufacturing and more. Excerpts…
With manufacturing industries making the much-needed tactical shift to digitalisation, what according to you are going to be the top five technologies that the manufacturing industry should adopt? Why?
According to a recent IDC survey, around 50% of the manufacturers have invested
in technology to close the gaps in digital transformation. In my view, some of the key
technologies which are already making an impact towards digitalisation are – sensors &
Internet of Things (IoT), digital twin, AI/ML & data analytics, 5G, cybersecurity and AR/VR.
Can you brief us about your project/wing TechMNxt? How does it help your customer better than your existing services?
Powered by disruptive technologies, non-linear growth, collaborative disruption with new-age
partners and futurising together towards a purposeful brand, TechMNxt is our holistic approach
to be future-forward. Our 3-4-3 strategy focuses on three megatrends, four tech bets and
three outcomes. This is implemented across all the industries that we operate in.
Your company, this year, launched a dedicated Google Cloud COE. How is it going to help leverage technologies, enhance customer experience and bring growth?
The Google Cloud COE will provide enterprises with a full spectrum of cloud services,
which will include consulting, assessment, migration, optimisation and support services, for
enterprises looking to optimise their workloads on the cloud. As a Google Cloud Partner, we
are well equipped with necessary expertise, tools, processes and strategies to support every
stage of the cloud adoption journey.
What do you think about the adoption levels of digitalisation technologies in the Indian manufacturing industry? How ready are Indian factories for this change, especially the MSMEs?
The Indian manufacturing industry is currently behind the curve in driving widespread
digitalisation. However, as Indian manufacturers shift from only ‘value manufacturing’ to ‘volume
manufacturing’, there is no other alternative but to adopt the digitalisation roadmap. Industry
sectors, such as automotive & hi-tech, have fast-tracked digital adoption but they are, however,
restricted at the MNC level. Others, including metals & process manufacturing companies and
most MSME’s, are still at the nascent stage in their digital transformation journey. I believe there
is an urgent need to stress upon the role and the importance of manufacturing ecosystem in the
penetration of new-age technologies to drive digital growth for the country.
11EM | D e c 2020
INTERV I EW START-UP
Ziptrax Battery Intelligence is a cloud-based real-time monitoring and predictive analytics
SaaS, developed for EV & ESS batteries and works with both new and used batteries. The
company’s AI tech is the tool used for battery monitoring, lifecycle management, sorting &
re-grouping as well as for auditing & buy back options.
Can you tell us a bit about the AI tool that Ziptrax has developed, segregating the usable Li-ion cells from the damaged ones?
“One should secure the data on the cloud servers”Ziptrax CleanTech is a start-up that develops advanced tech for Li-ion battery recycling, second life and circular-loop
manufacturing. In this interview with Juili Eklahare, Rohan Singh Bais, Founder, Ziptrax CleanTech, discusses the ethical issues
when it comes to AI, the company’s plan to build a pilot facility that will recycle 1200 tonnes of Li-ion battery materials annually and its
plan for the following year. Excerpts…
Your company gives Li-ion batteries a second life by recycling them. Doesn’t that too become waste after a point after its second life is over? What is your insight on the e-waste created then?
By giving lithium-ion battery packs a life extension or second life, we have been able to offset
GHG emissions for the same amount of battery production, which would have been released
into the atmosphere had new batteries been produced. Retiring EV & ESS batteries around
80% State of Health (SoH) means the battery still has the potential for re-utilisation for at
least two to five years (depending on the condition). After the second or third use, the battery
reaches the end-of-life condition (dead scrap) and we have a closed-loop process to recycle
them for battery materials, like cobalt, lithium, nickel, graphite, etc.
Ziptrax was one of the participants in the Responsible AI for Social Empowerment (RAISE 2020) summit. What are the biggest ethical issues when it comes to AI? How can they be worked on?
Proprietary data security and decision-making by AI-tech is the biggest ethical issue while
considering safety & security of battery assets. To overcome these ethical issues, one
should secure the data on the cloud servers as well as the data stored on the battery packs,
which can lead to prevention of any data theft and hacking into battery systems.
Your company is looking at building a pilot facility that will recycle 1200 tonnes of Li-ion battery materials annually. Can you tell us your strategy to go about this? By when do you see your start-up achieving this target?
We have developed a two-stage direct + hydrometallurgy recycling process and stage one pilot
(300 MTA) is currently operational. For the stage two pilot facility, we are actively fundraising $0.5
million this financial year and are in discussion with multiple strategic partners to further integrate
with global battery materials supply chains. We expect to start stage three pilot (Li-ion cathode
production) by 2022 with further investments planned for commercial scale production as well.
Ziptrax is new to the EV sector, having been found just four years ago. What is your action-plan for it as we enter the next year?
Our vision is to develop the circular economy for Li-ion batteries, the mainstream energy
storage option over the past decade and continue their rise in the next 10 years into
applications, such as electric vehicles, consumer electronics and Battery Energy Storage
Systems (BESS). We will set-up & operationalise our 1200 MTA battery recycling facility in
2021, paving the way for the commercial scale facility.
12
OP IN IO N WORLD A F FA IR S
EM | D e c 2020
India reaching 450 GW in renewable energy by 2030
India’s renewable energy sector remains one of the world’s biggest & most competitive markets in price parity basis. As of November 27, 2020, 38% of the country’s installed electricity generation capacity comes from renewable sources. The sector has had more than $42 billion of investment since 2014 and around $7 billion of FDI between April 2000 and June 2018. India’s Nationally Determined Contributions (NDC) at the Paris UNFCCC Conference Of Parties (COP) in 2015 imply 350 GW of renewable energy capacity. In September last year, at the United Nations Climate Action Summit, Prime Minister Narendra Modi had stated growing the renewable energy target to 450 GW by 2030.
Speaking at a G20 virtual summit last month, Modi said that India has embraced low-carbon and climate-resilient development practices. In fact, the country has also initiated a coalition of 121 countries – the International Solar Alliance – where the Prime Minister says the alliance was spending billions of dollars on training people and making research & development in renewable energy a focus.
Additionally, battery technology is swiftly arriving at a stage where it provides a solution to a significant issue. India is doing well out of such technological developments because it is quickly bringing in generating capacity as it progresses, giving a miss to several pricy adjustments as developed countries substitute one energy technology with another. What’s more, it also has huge, sunny and thinly-
populated lands for solar arrays. In truth, R K Singh, Power and New & Renewable Energy Minister, India, said in July this year that India will have around 60% of its installed electricity generation capacity from clean sources by 2030 and that by 2030, 450 GW of power generation capacity would come from renewables, like solar and wind.
However, we have to consider the fact that the COVID-19 pandemic has also affected India’s renewables installation. India needs to move its focus from the market to manufacturing and while the renewable energy segment in the country has grown to become strong in several aspects in the past decade, it also needs to defeat a few challenges to keep its energy passage steady, like transmission difficulties, stressed power utilities, the reliance on Chinese imports, etc. We also need to keep in mind another factor – energy storage. Sources like solar and wind are renewable, but they do not guarantee an endless power stream. Keeping this in mind, if renewables are to be pivotally infused in India’s energy sector, then energy storage will be extremely necessary.
India’s renewables target of 450 GW will transform its energy setting considerably. The sector certainly requires a stable flow of funds in the years going forward and also, public acknowledgement of obtaining land for big projects, augmenting domestic manufacturing of solar panels & wind turbines, etc is a vital point that can enable boosted advancement of the segment.
– Juili Eklahare, Features Writer
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14 EM | D e c 2020
COVER STO RY MA R K ET
Exploring the shortfalls!INVENTORY MANAGEMENT
Inventory management is a crucial part of a smooth functioning shop floor, but companies presently only offer intermittent attention to their inventory. An unmanaged inventory could lead to problems, like lack of materials to build products and an increase in expenditure due to sourcing products on urgent notices. The Cover Story explores the shortfalls in inventory management & the mistakes companies make when it comes to managing their inventory and some best practices they can follow to ensure an efficiently managed inventory system and a reliable supplier market.
14 EM | D e c 2020
Srinivas Rao K, CEO & Coach, Indian Manufacturing Academy
15EM | D e c 2020
MARKET COVER STORY
Everyone in manufacturing knows that raw material and other materials are the most important items on the P&L statement. It constitutes anything from 55–85% of the sales alue depending on what product one is manufacturing. The inventories of these raw materials and consumables have to be managed carefully. Inventories not being available at the right time will delay deliveries to one’s customers and too much of it will block all of their funds.
Very few companies are able to manage the inventories properly. Why is that so? Let us look at some causes that are very common across the companies.
• Forecasting customer demand: There is no company in the world that can predict the demand from customers in an accurate manner. Everyone knows this. Yet one of the root causes that is given by the materials team is the inaccurate forecast of customer demand by the sales team. This can become a reason for higher inventory or stock-out. There are companies who do not even try to forecast the demand, and hence, they have accepted that the inventories cannot be managed.
• Supplier capacity planning: Companies do not manage the capacities at the supplier end. Communication to the suppliers is not properly managed. Hence, the suppliers do not supply on time. This results in stock out of specific materials. Due to the stock-outs, the production does not happen as per plan, resulting in unexpected inventories. If a couple of parts have not arrived for capital equipment, the assembly cannot happen. Resultantly, 95% of the materials will remain in stock for the sake of 5% of stock-outs.
• Bad production planning: The PPC teams are not able to plan the production properly as the materials from suppliers is not arriving on time. Due to this, the teams keep changing the production plan. Many companies simply produce whatever products for which the material is available. It is not necessarily what is needed for the customer at the moment. This results in more finished good stock. When 5% of the materials do not arrive, the procurement plan of 95% of the parts and relevant suppliers is changed. This ultimately disturbs the production of 95% of the suppliers. After some time, the suppliers simply stop following the delivery schedule and will simply start working based on one’s SOS.
• Imports: As one keeps changing production planning, the imports also will start giving trouble. Imports by nature have longer lead time and when one changes the production schedule, the suppliers overseas do not respond quickly. As a result, the materials team will get the material by air spending much more money. The shortages that one may have with some suppliers can play a very destructive role in a company. This will not allow one to stick to any production plan, and it will disturb the production plan of all of one’s associated suppliers.
• No mechanism to reduce inventories: If a company wants to reduce inventories or manage the inventories, there is no control mechanism. If the problem becomes too big, then the head of the company will simply cut down inventories forcibly. It will be taken on priority by the whole team and the suppliers are the ones who will suffer during this blitz to reduce the inventories as
If a couple of parts have not arrived for capital
equipment, the assembly cannot happen.
Resultantly, 95% of the materials will remain
in stock for the sake of 5% of stock-outs.
16 EM | D e c 2020
COVER STO RY MA RK ET
schedules are cut without any notice. • No rules for WIP: Usually, the WIP on the shop floor are
controlled by enforcing some rules that need to be followed on the shop floor. If there are no rules, then it is a free-for-all and materials will be withdrawn from stores and will be lying around the shop floor wherever there is place.
• Unsteady manufacturing: As manufacturing is not delivering on time, the sales team would like to have more finished goods inventory. In companies where the production is not happening on time, the sales team cannot meet the customer demand even with high finished goods inventory, as whatever is in stock is not what the customer wants.
Inventory is a result of the difference in demand planning between one’s customer and one’s planning with their suppliers and then their own production planning. This problem has the potential to slow down one’s growth and also to dent profitability in a big way.
How to manage the inventories?
Let us look at some best practices that can help one manage their inventories more effectively. 01. Supplier capacity management: One needs to establish a
system for this. They will need to work out a supplier engagement process by which one gives them information about their demand status. This has to be done on an annual/quarterly/monthly/weekly/daily manner. Annual information is for capacity planning. Quarterly information is for raw material planning and manpower
planning by the supplier. Monthly information is for production planning by the suppliers. Weekly information is to take care of the small changes in the monthly production planning. Daily information is to deliver what is needed for the production to meet customer demands. With all this, too, one can have 2-5% of suppliers who may give one trouble. One needs to identify these suppliers before they start giving trouble and then either improve them or find alternatives. It is very important to maintain a reliable supplier base. Non-receipt of one or two materials can throw a company’s production planning into disarray. If one is able to manage the supplier capacity well, then they have won a big part of the war.
02. Forecasting demand of the customer: While one cannot forecast the demand of the customer accurately, they should not give up trying to do that. Every company needs to develop a model for forecasting demand. They will never get it right in the first attempt. The forecasting model has to be fed with the mistakes that are happening and what is coming right. On the basis of this information, the model should keep learning as to how to give out more and more accurate forecasting of demand. Every industry team will say that their industry is very peculiar, and no forecasting model will work for them, but that can only be a reason to develop a forecasting model not for not even attempting it and giving up on it. Here, persistence is very important.
03. Production planning: Once one is managing the supplier capacity better and is also having a way to forecast the demand of the customers, one can do their production
One needs to work out a supplier engagement
process by which one gives them information
about their demand status. This has to be done on
an annual/quarterly/monthly/weekly/daily manner.
17EM | D e c 2020
MARKET COVER STORY
planning much better. If one is still changing their production plan, then they need to write a ‘Corrective Action and Preventive Action’ (CAPA) every time they change the production plan. We need to look at how we can minimise the production plan. We have to protect the production from the vagaries of demand from the customer.
04. Supply chain management: In many companies, the above three activities of supplier capacity management, forecasting customer demand and production planning are in three different functions with three different HODs. This complicates the situation. It is good to have a ‘supply chain management’ function and bring all these activities under one HOD. This will help in eliminating the communication gaps and the SCM head can take responsibilities for all the production planning activities including procurement. His team is the one who will decide how we can respond to customer demand.
05. WIP rules: The production head should formulate the rules for WIP. What should be the manufacturing lead time? How to monitor the manufacturing lead time? How do we ensure material that is entering the shop floor is monitored continuously and will exit the shop floor as per the plan? There should be daily activities on the part of the manufacturing team that will ensure that the WIP is being monitored regularly. ERPs can help in this regard.
06. Finished good stock: If the production is becoming more stable, then the sales team should agree with the production about the lead time for each product. The finished goods stock can be cut down heavily if the production becomes stable and reliable. It is better to try reducing the finished
goods stock only after the production becomes more stable. Otherwise, the sales team may lose some sales.
07. Local warehouses and local sources: While better forecasting and production planning can help manage the imports better, it is better to look for influencing the suppliers to have local warehouses to reduce one’s own inventory as well as manage the supplies better. It is also better to constantly look for local sources and develop them as a strategy. This is a medium-term initiative, but because it is medium-term, we cannot leave it without trying it.
08. Kanban: A company should adapt visual inventory management techniques like Kanban. Kanban principle should be applied to 100% of the parts. It can help one control the inventory very well. Enough technologies are now available to digitalise the Kanban process. This can be a good inventory control mechanism.
Metrics
While adopting these strategies for inventory management, it is important to set up metrics that will have ‘lead and lag’ measures. These metrics should be allotted to various team members across the supply chain management team and be closely monitored & managed regularly. Companies should avoid the intermittent attention to the inventories. The attention has to be regular and it should be managed by the concerned managers and not the senior management. The senior management should look at ensuring that the relevant teams have these competencies. Many of the SCM managers may not know the subject as well as they should. ☐
While adopting the strategies for inventory
management, it is important to set up metrics
that will have ‘lead and lag’ measures
18 EM | D e c 2020
MANAGE ME N T I N TER V I EW
“There is still a lot to be done to make India a truly EV-friendly country”
Hero Electric had launched three new EV models and two more launches were in pipeline at the Auto Expo 2020. How do you think the pandemic has affected the sales cycle of these new launches? As a domino effect of the pandemic, do you think there would be a further deceleration or acceleration in the adoption of EV two/four wheelers?The pandemic has certainly had an impact on the buying habits and trends of the consumers, as a result of which the product line-up set for sales in 20-21 has also been affected but marginally. There has been no significant change as far as the buying trends or purchase decisions are concerned; however, the only impact on sales has been a delay in the said
purchases. The pandemic, especially during the big lockdown, was an uncertain time for the industry without any foreseeable sureties; however, coming out of it, the market started to normalise and sales have picked up. For us, the lockdown was a rather unusual time since our sales never stopped, rather it picked up as soon as consumers realised the impact removing polluting petrol vehicles can have on the environment. The lockdown has taught us that there would only be an increase in the EV sales trends, especially E2Ws, as they are more within the financial reach of the majority of Indians. As mentioned earlier, the pandemic and lockdown highlighted why the country needs to shift to clean mobility more than ever. The fastest way to achieve this is through electric two-wheelers, which in turn will also have the biggest impact.
Indians have an underlying anxiety when it comes to EV adoption and it still prevails despite the measures taken by various governments and EV companies. Why do you think Indian consumers haven’t been able to instil their faith in
EVs compared to consumers in other countries? What can the government and EV companies do in a joint venture to overcome these hurdles?Government efforts or brand campaigns aside, any new technology has a stall period during which the adoption rate is incredibly slow. EV technology is no different. Apart from initial apprehension towards the new technology, the major problem is awareness. Most people are unaware of the EV technology even existing. Amongst those who are aware of it, there are two types of consumers – the early adopters and the fence-sitters and with the latter, there is a rather chicken and egg situation where the consumer says he needs to see a robust infrastructure which supports EVs before he switches while the government bodies and authorities say there need to be more vehicles (sales) to make a large and robust infrastructure which is financially feasible.
…mentions Sohinder Gill, CEO – Global Business, Hero Electric & Director General, Society of Manufacturers of Electric Vehicles (SMEV), in his interview with Anvita
Pillai. A brand with a vision of providing mobility solutions to millions in India, today, Hero Electric is a pioneer and market leader in the Indian two-wheeler segment
offering ecological solutions to customers and helping make the country greener. In this interview, Gill elaborates on the effect of the pandemic on sales, how to counter the range anxiety in consumers, measures to increase adoption of EV and more. Excerpts…
19EM | D e c 2020
INTERV I EW M ANAGEMENT
The companies and government authorities are already doing all they can to make EV adoption more lucrative for consumers, but there is still a lot to be done, such as tax rebates, pan India road tax exemption, subsidising components (for manufacturers), fleet purchase by government sectors, mandating EVs for commercial use, subsidising low-speed E2Ws and more.
COVID-19 has proven to be a rather difficult time for the automotive sector. How has the company been working towards uplifting/keeping all its fragments (dealers, suppliers, customers, etc) engaged throughout the period?Our dealers and customers are what make Hero Electric what it is. It has always been our priority to ensure their well-being, satisfaction and happiness. During the lockdown, we held many online sessions for our dealers as well as our customers on various topics, from maintaining composure and business operations during times such as the pandemic to upskilling, training and informative sessions, to get our dealers and customers better acquainted with the brand behind the bike.
For our customers, we have been in constant touch with them via emails, phone calls and messages, ensuring their well-being. We have also held COVID-proof home services for their e-bikes to keep their vehicles in top order in a time where vehicles were unused for a long time. We also introduced many schemes and offers throughout the lockdown period to make sure that owning an e-bike was easier & cheaper while extending and/or foregoing old dues by our dealer network to reduce financial and operation strains.
Hero Electric has come out with a ‘No License No Registration required’ strategy. Can you elaborate more on this and how it helps in boosting EV two-wheeler adoption?
The category ‘No Licence No Registration’ emerged from e-bikes which have a top speed of 25 kmph. Under the Motor Authorities’ rule in India, vehicles which do not exceed a top speed of 25 kmph do not need to be registered with the RTO or require a DL to drive. This segment has been India’s favourite segment so far, as it makes ownership extremely easy since it can be ridden by anyone in the family, who either does not have or doesn’t wish to possess/renew a DL, such as homemakers, senior citizens, college students aged 15-17, etc. It fulfils their need for personal mobility without the extra hassle of owning a full-powered vehicle, which in turn
also ensures their safety. It is this ease of ownership that has made the ‘No Licence, No Registration’ segment most popular amongst consumers and has boosted EV sales in the past. However, going forward, we must come to an understanding that the point of an EV is for each EV to replace its ICE/petrol vehicle counterpart as it’s that which will help reduce air pollution levels
in the country – and that segment lies in the city speed segment which does require a DL to ride and needs to be registered.
Besides the measures already implemented, what sort of norms are you expecting the government to bring in to ensure growth in EV adoption?As mentioned earlier, there is still a lot to be done to make India a truly EV-friendly country. There are expectations from the customers as well as manufacturers to drive EV penetration in the country across all sectors, such as E2Ws, E3Ws, e-cycles, E4Ws, e-buses, battery manufacturing, etc. Steps such as offering tax rebates or higher income tax returns for being an EV owner, removal of road tax & parking charges, free charging infra (in the initial stages), dedicated EV spaces (parking lots, road lanes, etc), standardisation of batteries and chargers across brands (as with mobile phones) are a few things to start with to push the adoption of EVs within consumers. ☐
THE POINT OF EACH EV IS TO REPLACE ITS ICE/PETROL VEHICLE COUNTERPARTS
‘‘
Sohinder Gill, an alumnus of Delhi College of Engineering with a Mechanical Engineering degree and a Business Management qualification, started his career with Larsen & Toubro in the aerospace division and was part of the team developing the Satellite Launching Vehicle for Indian Space Research Organisation. As a strategic thinker with a keen interest in business process re-engineering & new product development, he has an overall professional experience of 35 years out of which more than 25 years have been in the automotive industry.
20 EM | D e c 2020
V IEWPO INT | MA RK ET
Although the Q2 GDP figures released recently provide some succour for the manufacturing industry — as against an obliteration of -39.3% in the first quarter, manufacturing grew by a meagre 0.6% in Q2 — it is still nowhere close to the revival the industry was expecting as compared to the slowdown in 2019. The coming months may help buoy manufacturing as the RBI expects positive growth in the remaining two quarters, but the overall outlook remains bleak.
Hopes for revival
However, despite the drubbing, many believe that the pandemic has made manufacturing strong, resilient & better prepared for future challenges. The temporary disruption, many believe, is not indicative of the lack of demand and may just be a lockdown-induced blip. Besides, companies have utilised this time to improve their organisation and
streamline their processes. Sharad Malhotra, President – Automotive Refinishes and Wood Coatings, Nippon Paint India, avers, “We used this year to spread our risk by introducing distributed manufacturing, improving health and safety norms in the plant & elsewhere in the organisation, augmenting and indigenising our supply chain, introducing vendor financing & improving our batch cycle times, operational flexibility and lean manufacturing capability. We also cut down overheads by 20% and added more products to our portfolio by using this time to innovate and keeping our labs busy.” Meanwhile, companies, like Barco, have used this period to work towards restoring operations and building & reinforcing capabilities across all levels by leveraging automation and innovative manufacturing technologies & solutions. Their priority remains employee safety followed by operational efficiency, asset competence and product quality, delivery & service.
The year of 2020 has been tumultuous, unpredictable and full of uncanny surprises. While there were a lot of downfalls, there were plenty of learnings, too. Considering we are now walking towards restoring growth and managing in the new normal, setting ourselves up for the year 2021 is necessary. The Viewpoint seeks to understand 2020 for manufacturing in a nutshell, strategies used for adaptability, strategies for growth for 2021 and the plans to overcome the hurdles left behind by 2020.
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iSto
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Anvita PillaiSub-Editor & [email protected]
2021 The new year for manufacturing resurrection
or disruption?
21EM | D e c 2020
MARKET | V IEWPO INT
Disruptive actions & automated solutions
Digitisation and automation are expected to play an important role in augmenting the existing structures and solutions. According to industry reports, around 39% of the companies have applied a nerve-centre or control-tower approach, to increase end-to-end supply chain transparency. Rajeeva Lochan Sharma, VP — Operations and Special Projects, Barco India, states, “In the new normal, the industry leaders are investing in embracing Industry 4.0. The industry’s resilience and disruptive actions have been significant, enabling solutions that are helping companies transform their operations – be it efficiency in production to product customisation, market and customer outreach, service effectiveness and new-business model creation to name a few.” Zurvan Marolia, Senior Vice President, Godrej & Boyce, believes 2020 has certainly presented some hurdles but has also brought in opportunities as India has emerged as a global supply chain alternative to the Chinese. He emphasises that the competition is not between manufacturing companies but between the supply chains and informs, “We cannot afford to lose sight of the preparedness of our supplier partners, particularly the MSME players, whom we have handheld through the pandemic and who are now responding as demand has started to show a healthy recovery.”
To address the growing demand, companies, like Voltas, have taken some key steps, like shifting stocking focus to high demand goods, penetration in more rural, less affected zones and increasing the manufacturing capacities. Pradeep Bakshi, MD & CEO, Voltas, asserts, “We are focussed on the R&D for product augmentation, growing our manufacturing capabilities to meet the persistent demand, improving our logistics & supply chain and growing our already wide network to ensure complete customer satisfaction.”
Myth exposing & adaptive planning
The pandemic has certainly debunked myths for engineering manufacturing companies who believed work from home wasn’t for them. Companies would still be
required to shift from being reactive to becoming more adaptive to cope with an unprecedented crisis. PL Muthusekkar, Managing Director, Nord Drivesystems India & SAARC, advises, “We used to be reactive; now the only way is to anticipate and be prepared. Even if we look at this pandemic, what cost us more money and time were the preparations than the pandemic. Even with the considerable life losses during the guest worker transits, the everyday new announcements and real commotion, no one knew what is right and what is wrong; on many fronts, we were not ready. So, such a historic lockdown was required to prepare us, as
“The industry’s resilience and disruptive actions have been significant, enabling solutions that are helping companies transform their operations – be it efficiency in production to product customisation, market and customer outreach, service effectiveness and new-business model creation to name a few” Rajeeva Lochan Sharma, VP - Operations and Special Projects, Barco India
“We cannot afford to lose sight of the preparedness of our supplier partners, particularly the MSME players, whom we have handheld through the pandemic and who are now responding as demand has started to show a healthy recovery” Zurvan Marolia, Senior Vice President, Godrej & Boyce
“We used to be reactive; now the only way is to anticipate and be prepared. Even if we look at this pandemic, what cost us more money and time were the preparations than the pandemic.” PL Muthusekkar, Managing Director, Nord Drivesystems India & SAARC
22 EM | D e c 2020
V IEWPO INT | MA RK ET
we were only postponing the inevitable. In future, readiness for such situations will make lives and businesses easier.” Malhotra goes on to state, “We are an adaptive organisation, so we have coped well with this unprecedented crisis and used this pandemic to accelerate the pace of our planned developments, which otherwise would have taken much more time. Our business continuity plans are now more robust, our manufacturing is more spread out & flexible and our supply chain is more local than ever.”
Enterprise Risk Management (ERM) which was once a ‘nice-to-have’ is a ‘must-have’ and is no longer looked from a governance standpoint. Marolia, at whose organisation this is being practised for the last five to seven years, asserts, “Each year there is an iterative review, and that document is discussed and made more relevant. Eventualities, such as natural calamities and fires, have been a part of an emergency response plan from a point of view of the safety of life and property as well as with plans to restore normalcy within minimum time.”
To 2021 with optimism
The industry is viewing 2021 with great optimism. Bakshi ascertains, “The white goods market has been witnessing a steady return towards normalcy. Evidently, there is a clear demand for need-based products as consumers seek products to ease their daily lives in the new normal. We expect this demand to be high in the coming few months as well, owing to an increased need for automation of household chores due to the work from home culture.” Malhotra also concurs, “Overall, the growth will be in healthy double digits and we will give a good return to our shareholders. We are in a good space and expect 2021 to work out well in all respects.” Though there is a prevailing optimism, it is a good opportunity to ‘review & reset’ various aspects of one’s business because like the saying goes, “if you attempt to solve today’s problems using yesterday’s solutions, you are putting
your tomorrow into question”. Marolia suggests, “We see a smart recovery of the economy and the market, though there will be different needs and expectations of the consumer which would need to be addressed. Certain aspects, such as greater acceptability of business being conducted online, will improve efficiencies as the travel time is cut and more work gets done within the working hours at lower costs.” While there is only going up from here according to the industry, Muthusekkar, alludes, “Expect the government spending on creating world-class infrastructures and through that more investments and jobs will happen. Now, it is the time for delivery from the government and industries. Minimum talk and maximum work.”
The sector must still brace itself for more challenges, especially as competing economies will also flex muscle by lowering tariffs. It’s vital that India stands ready to brace more competition. ☐
“We used this pandemic to accelerate the pace of our planned developments, which otherwise would have taken much more time. Our business continuity plans are now more robust, manufacturing is more spread out & flexible and supply chain is more local than ever.” Sharad Malhotra, President – Automotive Refinishes and Wood Coatings, Nippon Paint India
“There is a clear demand for need-based products as consumers seek products to ease their daily lives in the new normal. We expect this demand to be high in the coming few months as well, owing to an increased need for automation.” Pradeep Bakshi, MD & CEO, Voltas
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24 EM | D e c 2020
MEDIC AL MACH IN IN G F OCUS
Global medical machining response set-up for the COVID-19 crisis
Whether they are critical or non-critical parts, medical machining requires a blend of precision, efficiency, ease of use and scalability from the Computer Aided Manufacturing (CAM) point of view. Mastercam has been able to deliver all of the above; whether it is for customers like Stryker – who make knee implants, or Medtronic – who make digital imaging equipment, or others like GE Healthcare, Hillrom, Baxter, Johnson & Johnson, etc. These customers are at the cutting edge in medical technology.
The National Association of Manufacturers recently responded to the White House’s call for aid by collecting information about manufacturing companies’ ability to produce and transport supplies for the medical community. CNC Software, Inc, developer of CAD/CAM software, Mastercam, is proud of how its ‘Mastercam family’ stepped forward to help in the fight against COVID-19.
Century Mold
A Mastercam customer, Century Mold, in Rochester,
New York, normally produces parts for the automotive industry. When Rochester Regional Health called with an urgent request for better protective masks for its medical staff, Century Mold redirected its energy to help. Their team quickly designed a new mask that expands the protected area by wrapping from ear-to-ear and covering the user’s face, even past the chin.
Within 24 hours of Rochester Regional Health’s plea for help, Century Mold had a mask prototyped. Only nine days after first beginning the project, they started mass production on their enhanced protective masks. Their shop is running seven days a week and each day they produce 2500 masks. They have already had one million masks requested.
Business Development Manager, Jeff Ricotta, said, “We are thankful for everyone on the front lines fighting the coronavirus and we are happy that we can contribute in some fashion. We are also extremely proud and truly grateful for our Rochester team who has been working endless hours, putting itself at risk and spending time away from their families.”
The medical machining industry, in 2020, has certainly risen to the occasion of COVID-19 with speed innovation. The article digs into how the medical machining industry responded & contributed in the fight against COVID-19.
Vineet Seth, Managing Director, Mastercam India
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FOCUS M EDI CAL MACH IN ING
EM | D e c 2020
Mechanical Drive Components
Another customer, Mechanical Drive Components, in Chicopee, Massachusetts, is working tirelessly to provide supplies for COVID-19 patients. The company is a contract shop that produces precision machined parts for industrial, automotive, aerospace and medical industries. Because of its experience with medical equipment components, making the switch to pandemic support was easy.
Mechanical Drive Components is now almost entirely focused on producing the components within the gas-mixing devices in ventilators, which many patients now desperately need as they find breathing more and more difficult. The shop is now running seven days a week and employees are working 60-hour workweeks. “Our goal is to stay on this as long as possible,” said Joseph Giffune, President & Owner, Mechanical Drive Components, knowing how valuable these ventilators are to COVID-19 patients.
U K Precision, Inc
Located in Dallas, Georgia, U K Precision, Inc has been providing vital medical parts to Durable Medical Equipment (DME) suppliers for years. When the COVID-19 crisis emerged, U K Precision was more than ready to help. One of the components the company has made in the past is a brass reducer orifice for oxygen concentrators. These oxygen concentrators help deliver air to people struggling to breathe like many COVID-19 patients are right now. As air is filtered and purified, the oxygen is concentrated down to medical-grade and delivered either in a steady stream or in pulses. The reducer orifices U K produces, regulates the speed of the oxygen so that the correct amount is delivered to the patient.
The owner, Darren Vosper, machines the reducer orifices on his Colchester Storm CNC lathe programmed with Mastercam. He explained, “I face it with a grooving tool, turn the OD rough and finish it with a grooving tool. I then drill the two holes, part them off and I’m done. The OD flange is finished to 0.297” diameter and I’m using a 3/8”
FOCUS MEDIC A L M ACH I N I NG
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Series 6 and Series 10QVI TurnCheck
Series-10 10 40
100
400
Maximum DiameterMeasurement (mm)
Maximum LengthMeasurement (mm)
10 60
600
10 80
800
Series-6 6 30
60
300
Maximum DiameterMeasurement (mm)
Vertical MeasurementRange (mm)
High PerformanceShaft Measurement
System
26 EM | D e c 2020
MEDIC AL MACH IN IN G F OCUS
stock, so I’m not really taking a lot of material off of it. I’m able to machine all of it with one little tool.” Though he initially promised 50 regulators to his customer in a week, he delivered that first 50 within two days. Not one to stop there, Vosper and his daughter Jaime went on to make an additional 325, many of which were made from the leftover stock material. “We are not on the front lines, but we are glad to do our part,” said Vosper.
IME Technology Solutions Sdb Bhd
As the certified Mastercam reseller for Malaysia, IME Technology Solutions Sdb Bhd is well known for finding solutions to problems. Now, IME has entered the fight against COVID-19 and is rallying its community to help.
IME researched several different ways they might help before deciding on the most feasible option. Among the possible projects, some were converting scuba masks to N95 masks, producing automated resuscitators and making medical garments, like isolation gowns and caps. After receiving advice
from medical experts and pursuing different funding options, IME decided on a project that would produce face shields.
Face shields for doctors, nurses and other hospital staff are becoming more and more scarce, so IME rounded up a group of Mastercam customers to design and make more with plastic mould injection. Their customer, LSK Precision Mould Sdn Bhd, handled mould design and fabrication while their other customer, Polynic Industries Sdn Bhd, supplied the plastic injection material. Currently, 20,000 masks have been produced and delivered to over 20 Malaysian hospitals. IME is now refocusing and launching its second phase. This phase will produce an additional 20,000 masks for first responders, like police officers, firefighters and military personnel.
Amanda Teoh, Spokesperson, LSK Precision Mould Sdn Bhd, reminds us all what is most important during this crisis. “In this unprecedented time of a global pandemic, we, as part of the community, want to do as much as we can to support our country. The power of people working together towards the same goal is phenomenal and proves that if we work together, we are limitless,” she signed off. ☐
Medical Drive Components’ ventilator component
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TECHNOLOGY PREC I S I ON MACH IN ING
27EM | D e c 2020
Designing & executing automation for integration of machining systemsAutomation today has become a need for seamless integration be it on the shop floor or for machining systems. While part one of this article – ‘Considerations for seamless integration of automated machining systems’ – divulged into the importance of automation in a labour-driven factory and how one can implement automation & attain wide acceptance, part two will elaborate on designing & executing automation for successful system implementation.
Automation was previously utilised for eliminating manual tasks and the reasons to consider automation have evolved. The intelligence of software is improving as the IoT initiatives continue to develop and the connectivity of systems have advanced. Suppliers are seeking the ability to analyse data and make decisions based on the available data. Many manufacturers are now looking to apply multiple engineering disciplines in order to develop the optimum solution for improving their operating efficiencies, whether that be through factory automation or data collection and analysis. Other advantages include automation systems that are designed to boost general production capacity and to improve flexibility of the production system. No matter the system’s configuration or the parts being produced, the
reason companies are turning to these automation technologies remains the same: global competitiveness.
System implementation
Design of the automation As you work through the process of justifying and determining
how to execute an automation program, the configuration and design of the automation will have to be considered. This will be intertwined with the previous steps, as the process will depend on one’s knowledge of automated systems and plan for executing.
From a design standpoint, there are numerous factors for consideration:
• Floor space: The automation cell should be designed in a
Considerations for SeamlessIntegration of AutomatedMachining Systems
Whereas automation was previously utilized for
eliminating manual tasks, the reasons to consider
automation have evolved. The intelligence of
software is improving as the IoT initiatives
continue to develop and the connectivity of
systems advances. Suppliers are seeking the
ability to analyze data and make decisions based
on the available data. Many manufacturers are
now looking to apply multiple engineering
disciplines in order to develop the optimum
solution for improving their operating efficiencies;
whether that be through factory automation or
data collection and analysis.
Automated machining systems have become the
new standard for competitive suppliers and are a
key component to the success of U.S.
manufacturing. They have been applied and
configured to meet a variety of needs across
nearly all industries. Die/mold, aerospace, and
aero-engine, which traditionally have been
extremely labor- intensive manufacturing
environments, are now able to incorporate
automation.
Other advantages include automation systems
that are designed to boost general production
capacity and to improve flexibility of the
production system. No matter the system's
configuration or the parts being produced, the
reason companies are turning to these
automation technologies remains the same:
global competitiveness.
Though despite the many benefits of automated
manufacturing systems, their complexity is
oftentimes intimidating to first-time investors. To
effectively define, plan, justify, select, implement
and execute a full system integration can be a
daunting task for those who are unfamiliar with
the process. However, partnering with an
automation expert—one who can guide
m a n u f a c t u r e r s t h r o u g h t h i s c o m p l e x
development—can not only provide financial
benefits, but allow for a seamless integration.
PREC I S IO N MACH IN IN G T E CH N OL OG Y
28 EM | D e c 2020
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way that optimises the use of floor space • Operator involvement: Consideration will need to be given
to the involvement of the operators in the automated machining system, such as part inspections, tooling replacement, pack-out, deburring, etc
• Material input/output: The flow of materials through the cell must also be decided, such as where the raw material is introduced into the cell and where the finished product exits the cell, what will be the method of buffer in the cell to accommodate unattended operation, if necessary? How much buffer is necessary for input, output and in-process part buffers?
• System capacity: Specifications for the production volumes should be known, as should requirements for additional capacity. If additional capacity is a possibility, a plan for future expansion should be in place. This plan should include the needs for future machining centres, material handling and additional part types.
• Material tracking: Outlining the material’s tracking process will help with designing the automation. Some questions to consider are: Will parts need to be automatically marked, identified and tracked? Will secondary operations, such as deburring, be an automated feature managed robotically? Is online inspection necessary to ensure the quality of all parts leaving the cell?
• Process management: How will the machining processes be monitored to ensure the process is still in control? What will happen with rejected parts within the system? How will process checks be handled? Without an operator running the machine during unattended operation, the machining processes should incorporate automated
features that monitor the machining process, such as tool-life monitoring and tool-breakage functions.
With the proper monitoring functions, the machining equipment could detect when a tool is becoming dull (reached the end of its life) and if a tool has broken during the machining process. Many shops employ other functions, such as part probing, to monitor the process and to find the exact location of the part before the machining process begins. Shops can also utilise part-seat detection to ensure that the part is loaded properly in the fixture. Both help to safeguard that the automated system is producing quality parts.
In an unattended environment, process checks should be conducted to manage the quality of the part. If the process is capable enough, a company can ultimately reduce its costs on part inspection within the automated system.
System implementation
Executing the automation plan and integrationManaging the execution can be broken down into the
following steps: design/engineering, installation, start-up/runoff and productisation. At the beginning of the program execution, a program schedule should be created to identify the required resources and the timing of their involvement. Also, significant milestones for the program should be identified and monitored during the course of the program to ensure that it is progressing on schedule.
During the design/engineering phase, the progress is monitored via design reviews and approvals. For each component of the automated system, i.e., robot End-Of-Arm Tooling (EOAT), design reviews should be conducted which include all engineering disciplines that are either directly
Without an operator running the machine during unattended operation, the machining processes should incorporate automated features that monitor the machining process, such as tool-life monitoring and tool-breakage functions
TECHNOLOGY PREC I S I ON MACH IN ING
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involved or indirectly effected by the design of the component. This is very important as the automated system typically involves the integration of several pieces of equipment into a single cohesive system. Early in the design/engineering phase, a safety risk assessment must be executed. This assessment identifies all safety hazards that the automated system will present to the workforce during operation and provides a mechanism to evaluate and eliminate those hazards to operate & maintain a completely safe system.
Prior to installation, a single point of responsibility for the installation of the system needs to be identified. This individual will coordinate and monitor the day-to-day activities during the installation to ensure that all milestones are being met, all necessary resources are available and that installation issues are being resolved. Once the installation is completed, the system must be fully tested. A checklist is essential to identify and test as many scenarios as possible prior to beginning to run production through the system. The next step is the system acceptance event, which typically includes confirming the automated system is capable of producing at the targeted throughput rate, reliably over an extended period of time, typically 8 hours. This step is important to identify the potential weak points of the system that may not perform during normal production operation and to confirm the
pacing operation in the system, typically ensuring that the automation is not the pacing operation.
The final step is productisation. This step consists of fine-tuning the automation system by correcting those reoccurring nuisance issues and implementing improvements that allow the system to consistently produce at the expected throughput rate. Depending on the complexity of the automated system, this step may require three to six months.
Taking time & selecting right
Selecting the right suppliers & integration partners is critical and can simplify all aspects of the project. This is especially important for first time investors in automation. Determining automation technologies and auxiliary processes must be accomplished during layout procedures to ensure efficient workflow. One must be sure to verify all requirements for a completed part. Execution begins with a thorough review of all project designs as well as establishing milestones. Take time in the scheduling process to ensure that all components are set to arrive at the appropriate times and adhere to the established milestones. ☐Courtesy: Makino AsiaTo read further visit: www.makino.com.sg
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Robot End-Of-Arm Tooling (EOAT), design reviews are very important as
the automated system typically involves the integration of several pieces of
equipment into a single cohesive system
SMART LO G IST ICS | T ECH N OL OG Y
30 EM | D e c 2020
Building up India’s logistics sector to the fullestThe logistics sector in India is progressing speedily. Besides, if provided with better logistics infrastructure investment and boosted operational effectiveness, India can turn out to be central in this sector. However, the logistics ecosystem is lagging in terms of technological development, globally and in India both. The article talks about how several traditional logistics companies have made investments in automating & centralising their global operations, how the National Logistics Policy & its plans need to be implemented on priority and how the logistics sector requires more web & mobile applications.
We all live in an era where everything that we use is expected to be smart. Thanks to the technological advancement taking place at an exponential pace, the things around us are getting smarter every day. Almost all sectors and industries have embraced technology to make workflows and processes easier & simpler. There is nothing we can think of that has a non-existing virtual version. Starting from smart phones, smart TVs, smart watches, smart lights, smart plugs & switches, smart homes, mobile apps for buying retail products, food, merchandise,
groceries, electronics, home appliances and everything we can think of – web and mobile applications for booking travels, vacations, doctors’ appointments, virtual meetings, commuting, pick-ups & deliveries, properties and so on. Sadly, the logistics sector is yet to hear something of the sorts of smart logistics.
Dearth of smart logistics
In our study about the logistics sector, we understand that the
Dr Ambrish Kumar, Founder, Zipaworld and Group CEO, AAA 2 Innovate
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TECHNOLOGY | SM ART LOG IST ICS
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logistics ecosystem is lagging in terms of technological advancement, not just in India but globally. The traditional logistics companies and practices are still orthodox and outmoded, that come with manual processes & heavy paperwork.
In India, the logistics sector contributes to almost 14.4% to the GDP and employs more than eight million people across the country. Despite this, the logistics cost is 14% of the GDP as compared to 8-10% in the developed countries with a proportionately equal contribution to GDP. This is mainly because of the vastly fragmented and unorganised players in the sector who have disintegrated work processes. The worth of India’s logistics sector that currently stands at $160 bn is aimed to grow to $215 bn in the next two years. However, there are several hurdles that stand in the way of this mission and those are the lack of digitisation, automation and simplification of the logistics sector. Or in other words, lack of smart logistics.
The logistics sector comprises several stakeholders, that include the buyers, sellers, exporters, importers, manufacturers, logistics companies, freight forwarders, warehousing service providers, first & last mile transporters, customs brokers, air & ocean terminal handlers, airlines & shipping lines or carriers, customs, government authorities, trade bodies & associations and so on. Here, I would like to cite the scenario of air cargo which ought to be the fastest mode of goods transportation. However, for a logistics service seeker or the end-customer who wishes to send cargo by air, must presently go to multiple vendors for carrying out his dire requirements, like warehousing, transportation, freight forwarding, customs brokerage, etc. This is a time-consuming process and due to the lack of integration between the various stakeholders, the cost factor is exceedingly high. Furthermore, the air cargo booking, customs, clearance and planning
process involves around 27 different stages before a cargo gets uplifted by air. Hence, the whole process becomes very cumbersome and complicated. On the other hand, if we look at the closest counterpart of air cargo, which is air travel, automation took over almost two decades back. We cannot remember when we last went to a travel agent to book our travel or vacation. There are numerous websites and mobile applications from where we can easily book our air travel & vacation easily, and that too in no time.
When can we see a completely digitised logistics sector?
In fact, not just the multiple logistics, freight forwarding & transport companies, but even most international air and ocean carriers are still in the process of digitising their operations or have not yet started. Hence, it can be said that a completely digitised logistics sector can only be seen after another half a decade. The various companies and players in the logistics sector would have automated their internal & external processes through ERP & CRM systems for their convenience and for their customers. However, that is not helping integration of the processes, due to which, the overall bigger purpose is not met. The logistics cost has remained status quo or has only increased over the past few years.
We can see many start-ups emerging and getting established successfully to automate the various levels of the logistics processes. Also, there are many traditional logistics companies that have made huge investments in automating & centralising their global operations or have got into mergers and acquisitions. There are many start-ups which have focussed on automating and improving the first & last mile connectivity. There are some
We are living in an era where technologies and products like Augmented Reality (AR)
are no more just imaginary but are being implemented in real life
SMART LO G IST ICS | T ECH N OL OG Y
32 EM | D e c 2020
start-ups that have come up with query management & e-booking systems for air and ocean freight. However, the major concern is that these developments are taking place on a service or entity level and are not benefitting the complete supply chain.
What needs to be done
The traditional logistics sector to sustain, survive and excel in the present times requires a digital transformation revolution. The e-commerce and e-retail sectors have taken the expectations of the customers & consumers to a different level. It is high time that the logistics stakeholders and the government, together, work out more single window gateways and make logistics a seamless affair.
The government has taken several initiatives like forming a logistics division in the Ministry of Commerce and appointing a Special Secretary (Logistics) for the development & integration of the Indian Logistics sector. It has also implemented and made endeavours to automate the Indian customs with electronic portals, like SWIFT, e-Sanchit, Turant Customs for easing the customs clearance processes that earlier required a lot of documentation & have been very time consuming.
The government, logistics players, air & sea port authorities, trade bodies, carriers & other stakeholders, should together work on API integration of their applications wherever possible and work towards creating & promoting more centralised platforms. Plus, the government should promote start-ups and tech-based companies that are developing platforms for easy accessibility for the logistics service seekers. The National Logistics Policy and its plans need to be implemented on priority. The logistics infrastructure of the country needs to be improved with automation and virtual access on a B2C level. Most of the airports and sea ports of India lack modern equipment, like cranes, forklifts, automated x-ray machines, scanners, etc. There needs to be integrated freight corridors across the country with hassle-free and seamless movement of transport carriers through road & rail. The multimodal
transportation and connectivity need to be developed & used so that air is not the only means for quick logistics.
Role of AI and ML
We are living in an era where technologies and products like Machine Learning (ML), Artificial Intelligence (AI), Augmented Reality (AR), RFID, drones, air ships and even hyperloops are no more just imaginary but are being implemented in real life, that are going to make movement of people and goods much simpler, safer & seamless. ML and AI can be used with the large amount of data that is available in the logistics sector for mitigating risks, reducing the demand & supply gaps, predicting & planning the manufacture and movement of goods based on the seasonal fluctuations & consumer behaviour.
A transparent logistics system
India is a big country with vast resources and strong workforce. Moreover, the Indian domestic consumption has increased multifolds in the past decade, owing to which the country has become one of the biggest markets of the world for e-commerce, foreign investments, manufacturing and warehousing hubs. There are manufacturers of different levels across India – be it big companies, SMEs or small set-ups. However, the manufacturers in the remote areas of India are not able to access the right gateways for global recognition and exposure. A transparent logistics system and supply chain without loopholes & with sheer visibility is the need of the hour. India can rise further up on the global EoDB index much faster if the logistics sector gets a technological impetus.
The logistics sector requires more web and mobile applications from where manufacturers, exporters, importers can sit back at ease & avail the logistics services in the domestic & global front. The ‘Make in India’, Atmanirbhar Bharat Abhiyan, vocal for local, digital India initiatives can be successful and futuristic with a robust & automated logistics sector. ☐
A transparent logistics system and supply chain without loopholes & with sheer visibility is the need of the hour
33EM | D e c 2020
TECHNOLOGY S IMULAT ION
The expert advice for optimised simulation
A manufacturer might have any number of reasons to look for outside programming help; the engineering department is overloaded. A new five-axis machining centre or multitasking lathe just hit the floor and the shop’s programming team is now scratching their heads, wondering where to start. Or perhaps, the workpiece is worth tens of thousands of dollars and some expert advice is needed on how to most efficiently process it. This last situation is a common one for many aerospace shops, especially when combined with the second scenario—the increasing prevalence of highly sophisticated CNC machine tools, equipment that many programmers are still struggling to master.
Risk avoidance
Dale Fry knows all about it. Three years ago, he decided he’d
had enough of the daily machine shop grind and opened Southern Programming Application Contract Engineering (SPACE). He’s been busy ever since. “I’ve been in the business for 30 years now,” he said. “When I first started, I moved from company to company across the United States, learning all I could from each one. And when I came here to Alabama, I decided it was time to start programming for myself,” he continued.
Most of Fry’s work is from clients in the aerospace industry, and most of that is the programming of five-axis machining centres. Despite this common theme, he’s noticed one thing, both as an independent programmer and before, every shop does things differently. Different brands and styles of cutting tools, different toolholders and workholding methods and especially different approaches to metal removal, all of which require that Fry work closely with his customers to understand each one’s unique manufacturing processes.
The manufacturing engineering department is not always independent in its functioning and may seek outside help due to the overload or for expert advice on costly machineries – a common problem in the aerospace industry. This gives rise to the need of highly sophisticated simulation and optimisation software to the industry. The case study explores why two contract CNC programmers, with decades of experience, prefer the Vericut toolpath from CGTech and how it helps ease their business out.
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S IMUL AT IO N T EC HNOLOGY
Yet there’s one tool that has consistently levelled the playing field, assuring Fry and his clients that a programming error won’t inadvertently crash a costly machine tool: the Vericut toolpath simulation and optimisation software from CGTech Inc in Irvine, California. “I’ve used Vericut over the past twenty years or so at different companies, so when I opened my own business and my first customer sent me a Vericut file, I knew it would continue to play an important role in my work,” Fry said. “In fact, I’ve turned down jobs from potential clients just because they don’t use Vericut,” he added.
In addition to his previous shop experience, Fry now works with dozens of manufacturers; he’s seen the good, the bad and the just plain ugly. When asked about the common mistakes and what advice he would give to shops hoping to improve their operations, his response was hardly surprising: get Vericut. “I have a well-known, very high-end CAM system, but it’s not all that great at toolpath simulation,” he said and continued, “For one thing, it’s too cumbersome, but more importantly, it doesn’t provide all of the critical information that Vericut has to offer. The stakes are just too high for me not to use Vericut.”
Seeing clearly
Bruce Roth of Clearwater, Kansas, has had a similar experience, albeit for far longer. Like Fry, he’s been a Vericut user since opening the doors of his contract programming firm, Superior Programming, but that was 25 years ago. Roth has since done work for numerous consulting firms and direct customers, most of it in the aerospace field and, again, most of it was/is five-axis programming. He and Fry even use the same brand of CAM software, although Roth’s biggest complaint is that it doesn’t offer the same level of technical data as the Vericut.
“I’ve been working full-time with Advanced Plastics and Machining in Owasso, Oklahoma, over the past year-and-a-half and was actually brought on to help them implement that CAM software, along with Vericut,” he said. “Both are excellent systems, but we’re cutting a lot of titanium here, and it’s critical to maintain constant cutter loads, something that Vericut does quite well. It lets one know, for example, when he/she ploughed into a corner, which would either cause a bunch of chatter or even break the cutter. By watching the load graphs, it’s pretty easy to catch stuff like that.”
Despite his extensive programming experience, Roth admittedly makes mistakes. The Vericut finds them. Aside from the overload situation just described, there are collisions, over-travels and post-processing errors to be concerned with, all of which are clearly visible in CGTech’s simulation & optimisation software. This allows Roth and the others at Advanced to correct such problems before they hit the production floor.
Aside from agreeing with Fry’s advice to use Vericut, Roth had several additional recommendations to anyone interested in continuous improvement, starting with re-evaluating their current methodology. “If one is one of those people who says ‘Well, we’ve been doing it this way for the last 30 years and it’s been working,’ you need to break out of that rut,” he said. “There’ve been so many advances in manufacturing technology over the past decade or so, from workholding and cutting tools to advanced toolpaths and machine simulation. The cost and productivity benefits of each are pretty dramatic. Grabbing hold of them is just a matter of setting aside the status quo and taking the next step forward,” he signed off. ☐Courtesy: CGTECH [email protected]
Vericut provides every critical information and
also helps with maintaining constant cutter loads
SPEC IAL F EATURE | M ANUFACTUR I NG DATA ANALYT ICS
35EM | D e c 2020
How convergence of data analytics & IoT drives Industry 4.0
One of Microsoft’s hardware manufacturing plants in Suzhou, China, was able to identify inventory that was on the verge of obsolescence (thanks to AI & Machine Learning) and saved the company nearly $5 million in one year, according to a McKinsey report. This reduced the inventory costs by $200 million. All it needed was a five-person data analytics team that had access to real-time data from the shop floor, thanks to IIoT devices. In another instance, BMW Group’s IoT platform created a connected digital toolbox that was able to boost productivity as well as empower employees to share best practices quickly with other key stakeholders.
These are some typical use cases of how data and analytics can help the manufacturing industry. The idea of a smart factory is no more a mere utopian dream. The rapid rate of adoption of embedded systems and connected devices has given rise to massive data that can help manufacturing industries improve their efficiency.
IIoT at the core of the smart factory
The market for industrial IoT products is expected to grow to touch $263.4 billion by 2027, growing at a CAGR of 16.7%
The joining of IoT and data analytics has been altering production developments and answering business difficulties worldwide. As manufacturers today are functioning at a high speed to keep up with competitors from all over and the evolving customer expectations, IoT and data analytics certainly add to the manufacturing industry. The article throws light on how, from product development to supply chain risk mitigation, data analytics backed with real-time data from IoT devices can help manufacturers in all aspects of their business.
Satish Pala, Senior VP – Digital Solutions, Indium Software
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MANUFACT UR IN G D ATA A NA LYT IC S | SPE C I AL F E AT URE
from 2019. IIoT refers to a network of interconnected devices that provide real-time insights from the entire production cycle, be it designing, maintaining, optimising, monitoring and analysing industrial operations for data-backed decision-making. Rapid digitalisation across industries has encouraged the use of IIoT devices as –
• It provides access to a large volume of data from multiple systems, such as PLCs, SCADA systems, ERPs and other sources, from multiple locations or production units
• It enables preventative & predictive maintenance• It provides data for advanced analytics & actionable insights• It facilitates a centralised view of all KPIs in a unified mannerSelf-serve reports and interactive dashboards allow for
advanced analytical capabilities that empower manufacturers to use their data interactively for drawing deeper insights.
The key benefits of IIoT for the manufacturing industries include:
• Increased efficiency• Reduced errors• Predictive maintenance• Improved safety• Lower costs
Data science – The second pillar
IIoT is one half of the digitisation story. The second and just as crucial part is data science. Data generated by IIoT devices alone cannot help businesses achieve their business goals. Access to Big Data broadens the vision and provides the kind of insights needed to achieve long-term goals. This needs to be properly stored, processed and analysed to get the kind of insights that can power strategies and boost performance. It needs a complete understanding of how the business works & creates value, what its challenges are and what kind of data it needs to draw insights that can plug these gaps.
Data and analytics play a major role in not just making the smart factory a reality but also in enabling the manufacturing enterprise understand market trends, customer needs, regulatory requirements, competition as well as capture other related data that will impact one’s business. Even news of war & weather can create a surge in demand or a drop and will impact the operations. Therefore, manufacturing businesses aiming to leverage digitalisation technologies should take a step-by-step approach towards embracing them.
1. The first step is in performing a gap analysis and prioritising the infrastructure needed since the possibilities of Industry 4.0 are endless but funding is limited. Therefore, investing in the right infrastructure is important for collecting the right kind of data for the specific needs of the organisation.
2. The data thus generated needs to be stored in a scalable infrastructure. Cloud is the ideal solution that provides the scalability and flexibility manufacturers need to store, process & analyse data. It could be in a public cloud or a private one. However, a business may also feel the need for increased levels of security and may feel on-prem infrastructure is more secure. They can look at a hybrid infrastructure to make the most of both worlds.
3. A business needs access to both structured and unstructured data as well as real-time and historical data. The database & data processing capabilities should be able to provide a unified view and extract relevant information even from legacy systems & unstructured data.
4. Data security is crucial to protect employee, customer and enterprise data and is also a regulatory requirement. Data governance policies & security solutions to translate them into data privacy, prevention of unauthorised access, protection from breaches and so on are very essential. Any breach can also affect the business’s brand image and reputation.
5. Invest in reporting and analytic tools for creating interactive dashboards with real-time streaming data in order to provide accurate & actionable insights as events unfold. Different functions need different kinds of dashboards and the tool should be able to provide them appropriately. It should also enable self-service as any dependence on the IT team can cause delays and loss of opportunities.
6. An enterprise-wide integration with other enterprise systems, such as ERP and CRM, can help trigger alerts & notifications in a timely fashion for appropriate addressal of any issues and challenges.
Benefits and impact of data analytics in manufacturing
The benefits of IIoT devices and data analytics are manifold, impacting almost all aspects of the manufacturing process. Some of the benefits include:
• Product development: Big Data & analytics can help manufacturers understand their customers & their needs
SPEC IAL F EATURE | M ANUFACTUR I NG DATA ANALYT ICS
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better and use this information in developing new products or improving the existing ones.
• Predictive analytics: Businesses can forecast trends and devise strategies to improve their performance & growth. It can help with reducing waste, plan as per demand and control costs to maximise profits even in the most challenging times.
• Preventive maintenance: Being able to predict possible trouble with equipment can help prevent its breakdown when executing a project and the resultant loss of time & money. Instead, the business can have a scheduled break for maintenance & repair, thereby, reducing downtime and firefighting to execute a project.
• Predicting demand: Manufacturing entities can plan their inventory and production better if they can forecast demand. This will reduce their inventory costs as well as meet customer needs in a timely fashion, thereby, improving sales & revenues. In addition to data from the supply chain and the inventory management system or the ERP, external factors, such as the weather, the state of the economy, markets and raw material availability will also have an impact. Using data analytics makes it more manageable and timelier so that businesses can be better prepared for how the events unfold.
• Price optimisation: Arriving at the right price is a complex process that factors in all the elements, right from the cost of the raw material to distribution costs. But at the end of it, it must also match customer expectations, which are the hardest to predict. Data analytics can help with price optimisation for increasing profitability by aggregating & analysing pricing and cost data from internal sources as well as comparing it with that of competitors to arrive at the best optimised price variants.
• Warranty analysis: Warranty claims are a mine of valuable information about the product quality and can be useful in effecting improvements in the existing products or develop new ones.
• Supply chain risk mitigation: On the supply side, manufacturers can manage the complexities, anticipate problems and identify solutions to mitigate risks. The challenges have increased with global outsourcing and distribution. Visibility into manufacturing processes & product delivery can help predict possible delays and other issues to help manufacturers develop contingency plans.
Shorter time-to-market, without compromising on quality and functionality, are essential for a manufacturing business to be able to stay competitive, meet customer needs, be compliant and be profitable. Data analytics technologies enable this by providing insights that can help improve the effectiveness of different business functions – right from designing to distribution – to meet specific business needs & goals.
Key to building the smart factory of the future
However, for an effective implementation, the right infrastructure is essential, and therefore, understanding the gaps & how they impact the goals is critical. This will determine the data management strategy encompassing everything, from ingestion (data sources) to storage (data management), retrieval (data transformation), governance (data security & data governance) and generation of reports & dashboards (data visualisation & BI). The real key to building the smart factory of the future will be at the intersection of four key technologies – IIoT, data engineering, data analytics and data science. Needless to add, one also needs the right human capital to garner insights and make swift & actionable decisions. ☐
Big Data & analytics can help manufacturers
understand their customers & their needs
better and use this information in developing
new products or improving the existing ones
EM | D e c 2020
TECHNO LO GY | NEWS
38
Hoist safety products for mining industry
ABB recently launched ABB Ability™ Safety Plus for hoists, a suite of mine
hoist safety products that bring the highest level of personnel and equipment
safety available to the mining industry.
The products include Safety Plus Hoist
Monitor (SPHM), Safety Plus Hoist
Protector (SPHP) and Safety Plus Brake
System (SPBS) including Safety Brake
Hydraulics (SBH). Designed in
accordance with the international
‘safety of machinery’ standard
(IEC62061), the products have been
independently certified by Research Institute of Sweden (RISE). The suite
includes the new ABB SIL 3 Safety Plus Brake System (SPBS), which is the
mining industry's first fully independently certified Safety Integrity Level 3
(SIL 3) mine hoist brake system. SPBS will increase the safety of personnel
riding mine hoists as well as the safety of the equipment, hoist and shaft
infrastructure. The new SPHP provides enhanced protection for the mine
hoist and mine shaft infrastructure equipment. ABB SIL 3 SPBS handles the
application of the safety brakes during emergency stops and the prevention
of brake lift. ABB SIL 3 SPHP monitors the speed & position of the hoists.
Email: [email protected] | Tel: +91-80-6714 3000ABB India | Bengaluru
ABB Ability™ Safety Plus for hoists
Square shoulder cutter
Seco Tools recently expanded its Turbo portfolio by introducing the Turbo 16
square shoulder cutter. The new Turbo 16 is a game-changer to
increase productivity, keep machining costs
down, secure processes and long tool life.
Thanks to an impressive list of optimised
features, the cutter generates exceptional
tool performance across a broad range of
applications and materials. A smooth
cutting action and low cutting forces mean
reduced power consumption and tool wear
— tool life can actually be boosted by up to
130%. The new cutter also scores high on productivity — its exceptionally
close pitch on selected cutters significantly increases material removal rates by
up to 50%. A comprehensive range of ground and direct pressed inserts gives
the Turbo 16 exceptional flexibility, while the cutter bodies are made of
corrosion-resistant tool steel, they have internal coolant & range from 25 mm to
250 mm (the imperial program covers diameters 1 to 6 inches). They are
compatible with a wide range of interfaces and standard rotating holders.
These inserts feature Data Matrix tags. These scannable codes store product &
batch information and can be read by the new Seco Assistant smartphone app.
Email: [email protected] | Tel: +91-21-3766 7300Seco Tools India | Pune
Turbo 16 group
Solid carbide end mill
Kennametal India recently introduced an expansion to the HARVI™ I TE
series with the HARVI I TE four-flute ball nose end mill. Designed for
highly productive 3D roughing & finishing operations,
the new end mill delivers lower machining cost
through maximum metal removal in a broad range of
materials. This end mill features an innovative
proprietary relief that requires a closer look. In the
most critical area — the ball nose section — a wavy
contour shapes the rippled relief which provides
improved coolant flow into the cutting zone. The
rippled relief enables higher feeds and speeds as well
as increased depth of cuts by advanced vibration
damping & lower cutting forces. On the outer diameter,
the relief changes its shape and turns into the
eccentric faceted relief. The eccentric faceted relief
provides exceptional edge strength, geometric
accuracy, lower cutting forces and makes this end mill
series very versatile. The HARVI I TE ball nose end mill
is available in two different lengths, namely, regular
(inch non-necked, metric with neck) and long, both
with a diameter range from 2 to 20 mm (1/16" to 1").
Email: [email protected] | Tel: +91-80-2219 8444Kennametal India | Bengaluru
HARVI I TE
Metal binder jetting simulation
Hexagon’s Manufacturing Intelligence division, Simufact, recently introduced
Metal Binder Jetting (MBJ) simulation, that is enabling manufacturers to predict
and prevent the distortion that sintering
processes will have on parts at the design
stage for the first time. The new simulation
tool marks a significant step forward for
Additive Manufacturing because it helps
manufacturers achieve the required
quality while exploiting the unique
benefits that MBJ offers for volume
production. Because high resolution is
possible, it could also reduce the cost and lead times for production of complex
& lightweight metallic parts, such as gears or turbine wheels. Manufacturers
can predict the shrinkage caused by various factors without specialist
simulation knowledge. By compensating for these changes, parts can be 3D
printed as they are designed and production teams can significantly reduce the
proportion of parts that must be scrapped or re-processed. Sintering-induced
mechanical stress is also predicted before print, indicating where defects might
occur. Designed for busy manufacturing professionals, the tool can automate
the model set-up, preparing the CAD or CAE file for manufacturing simulation
and simulations can also be automated through Python scripts.
Email: [email protected] | Tel: +91-98451 98874Hexagon | Bengaluru
Three phases of automated
optimisation using Metal Binder
Jetting module in Simufact Additive
EM | D e c 2020
NEWS | TECHNOLOGY
39
Spindle for CNCs
Kenturn recently revealed the spindle, MVB1315, applied for the milling
machine, multi-purpose CNC machine and special purpose CNC machine.
This is a built-in spindle with HSK A63
dual-contact tooling system. The outside
diameter is 160 mm, and the maximum
speed is 20,000 rpm. Other specifications
include the bearing size of Ø 65 mm with
oil air lubrication for continuous
machining. This is a universal spindle for
vertical machining centre and can be
used with various types of controllers. The
spindle is supported by various features like, the tool clamping force is 18
kN , spindle motor power of 10 kW and spindle motor torque of 17 Nm. The
hydraulic pressure of the spindle is 50 kg/cm. This spindle obtains several
features, like high accuracy, high stability, and low vibration, suitable for
high speed processing scope. The company does not manufacture spindles
in China, nor OEM for other brands. They believe CNC spindle is the heart of
any mill, as it consists of rotating assembly with a taper where tool holders
may be installed. They have been designing, manufacturing, fabricating and
marketing machine tool spindles of all kinds since 1983.
Email: [email protected] |Tel: +886-4-791 0271Kenturn Nano Tec | Taiwan
MVB1315
Parallel pole technology for milling applications
Schunk Intec recently offered the MAGNOS MFPS parallel pole milling plates
with fixed and movable pole extensions, which offer an alternative for narrow,
thin or bulky ferromagnetic
workpieces that are to be clamped
for a milling application and the
magnetic field is not balanced. The
concentrated magnetic field over
the entire pole width ensures that
high lateral holding forces,
deformation-free and low-vibration
clamping and short set-up times are achieved with narrow workpieces. The
full-surface clamping minimises vibrations, prevents machine spindle and tool
cutting edges from damage and, thereby, lowers workpiece and maintenance
costs. Power is only required for activating or deactivating the magnets. These
parallel pole plates are available in various standardised sizes from 315
mm×300 mm to 1.000 mm×500 mm with 6 to 22 poles and a pole pitch of 30
mm. The holding force amounts to 160 N/mm2. Moreover, application-specific
parallel pole plates for palletising systems are available. These magnetic
chucks are suitable for milling and drilling applications. Their monoblock
design ensures high stability & rigidity, thereby, additionally minimising
vibrations and improving the surface quality of the workpieces considerably.
SP coupled pump-set fitted with IE4 motor
Kirloskar Brothers (KBL) recently launched a new range of energy-efficient,
low maintenance SP coupled pump-sets designed for effluent treatment
plants and dewatering applications.
This newly-launched SP coupled
pump-set comes with an integrated
IE4 motor, which makes it most
suitable for ETP/STP plants, draining
foundations, trenches, etc, as well as
for handling light effluents, ash water,
etc, in the industry. The pump has a
lower lifecycle & operating cost and is simple & easy to operate, service and
maintain. The robust design of the pump-set enables it to withstand extreme
power fluctuations. The motor used is rugged and robust, thereby, ensuring
higher reliability. One of the other prominent features include its fan and fan
cover design for optimum power consumption & quiet operation. The high
quality of its mechanical seal eliminates leakage, ensures lower friction loss
and protects the shaft from wear & tear. This newly developed SP coupled
pump-set can handle liquids with temperatures up to 120° C. The non-clog
impeller of the pump can handle suspended soft solids of up to 40 mm and is
coated with Cathodic Electro Deposition (CED) for corrosion resistance.
Email: [email protected] | Tel: +91-80-4053 8999
Email: [email protected] | Tel: +91-20-2721 4444
Schunk Intec India | Bengaluru
MAGNOS MFPS
SP coupled pump-set with IE4 motor
Kirloskar Brothers | Pune
Advt
40 EM | D e c 2020
H IGHL IGH T S | CO MPAN Y INDEX | IMPR INT
» Warehouse & Inventory MgmtDue to new technologies, the warehousing industry is set for some major transformations. The following issue explores the future of warehouse efficiency, possible ways to maximise warehouse management systems to increase profits and the best practises to follow in warehouse operations.
Highlights - January 2021
COMPANY INDEXName . . . . . . . . . . . . . . . . . . . . . Page
AAA 2 Innovate . . . . . . . . . . . . . . . . . 30
ABB India . . . . . . . . . . . . . . . . . . . . . 38
American Society of
Mechanical Engineers (ASME) . . . . . . . 08
Barco India . . . . . . . . . . . . . . . . . . . 20
Blaser Swisslube . . . . . . . . . . . . . . . . 07
CGTech India . . . . . .33, Inside Back Cover
Erwin Junker Maschinenfabrik
GmbH . . . . . . . . . . . . . Inside Front Cover
Flir Systems India . . . . . . . . . . . . . . . 23
Godrej & Boyce . . . . . . . . . . . . . . . . . 20
Hero Electric . . . . . . . . . . . . . . . . . . . 18
Hexagon . . . . . . . . . . . . . . . . . . . . . 38
Hindalco Industries . . . . . . . . . . . . . . . 08
Name . . . . . . . . . . . . . . . . . . . . . Page
Honda Cars India Limited . . . . . . . . . . 06
Indian Manufacturing Academy . . . . . . . 14
Indium Software . . . . . . . . . . . . . . . . 35
Infosys . . . . . . . . . . . . . . . . . . . . . . 09
Jyoti CNC Automation . . . . . . . . . . . . . 01
Kennametal India . . . . . . . . . . . . . . . . 38
Kenturn Nano Tec Co . . . . . 39, Back Cover
Kim Union Industrial Co . . . . . . . . . . . . 39
Kirloskar Brothers (KBL) . . . . . . . . .08, 39
Makino Asia . . . . . . . . . . . . . . . . . . . 27
Mastercam India . . . . . . . . . . . . . . . . 24
Nippon Paint India . . . . . . . . . . . . . . . 20
Nord Drivesystems India & SAARC . . . . 20
Oemeta India . . . . . . . . . . . . . . . . . . 13
Name . . . . . . . . . . . . . . . . . . . . . Page
QVI India . . . . . . . . . . . . . . . . . . . . . 25
Rolls-Royce . . . . . . . . . . . . . . . . . . . 09
Schunk Intec India . . . . . . . . . . . . . . . 39
Seco Tools India . . . . . . . . . . . . . . . . 38
Siemens . . . . . . . . . . . . . . . . . . . . . 09
Society of Manufacturers of
Electric Vehicles (SMEV) . . . . . . . . . . . 18
Tech Mahindra . . . . . . . . . . . . . . . . . 10
Thales . . . . . . . . . . . . . . . . . . . . . . . 09
Voltas . . . . . . . . . . . . . . . . . . . . . . . 20
Zipaworld . . . . . . . . . . . . . . . . . . . . . 30
Ziptrax CleanTech . . . . . . . . . . . . . . . 11
» Casting & ForgingCasting and forging are one of the key engineering segments supplying various components to end-user industries, such as railways, automotive, defence & aerospace, material handling, construction equipment and mines. The Indian casting and forging sector has equipped itself to retain its prowess to accelerate revenue from the auto sector. Heavy expansion by way of organic and inorganic growth has been playing an important role in this industry and will be highlighted in the upcoming issue.
Publisher / Chief Editor Shekhar Jitkar [email protected]
Features Writer Juili Eklahare [email protected]
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Content Developer (Online & Print) Namrata Singhania [email protected]
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Dhiraj Bhalerao (General Manager – West & South) Contact: +91 9820211816 [email protected]
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Advertising Sales (Germany) Caroline Häfner (+49 - 89 - 500 383 - 53) [email protected]
Overseas Partner Ringier Trade Media Ltd China, Taiwan & South-East Asia Tel: +852 2369 - 8788 [email protected]
Design & Layout Tarun Kumar Pyne Design Head (Print & Web)
Editorial & Business Office publish-industry India Pvt Ltd 302, Sarosh Bhavan, Dr Ambedkar Road, Camp, Pune 411 001, Maharashtra, India Tel: +91-7410006435/36
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IMPRINT
» Welding TechnologyNow-a-days, welding technologies are gearing to embrace the fourth industrial revolution. The upcoming edition will explore the scenarios where Industry 4.0 technologies have been widely adopted in the welding industry and global practices & sentiments towards intelligent manufacturing.
» Grinding MachinesGrinding is a simple and old manufacturing technology responsible for machine accuracy & dynamics. The next edition explores the latest updates in grinding technologies and discovers solutions towards manufacturing success.
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