mart january 2013

Totally New Dimension Analysis System

Image Dimension Measurement System, Place, Press, Process

IM-6500 Series from Keyence

Come and Experience World Class Live Technologies

Within 5 Years, LAPP INDIA will become the biggest player

in the LAPP GROUP

Shailesh R ShethChairman - Media, Imtex 2013

Richard LeeCEO - Lapp Group Asia Pacific

56An innovative illuminated Emergency Stop button and a Safety Light Curtain with inte-gral Muting have been introduced by Banner Engineering.

38Holcim, one of the largest producers of construction material worldwide, relies on drive technology from NORD

40Haas DT-1 CNC drill-tap machines have replaced conventional stamping with state-of-the-art ma-chining at FELCO

58Developed in response to customer needs, Renishaw EquatorTM100 provides users with extra fixturing space below the measuring volume.

16Delta Electronics, the world-leading energy saving solutions provider, announced the roll out of the new Ultron EH Series UPS

Contents

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44 Saravjith Singh - Quality Management

Gemba Kaizen

48 Vijay Allaham - Green IN

Kaizen for Environment

50 P S Satish - Manufacturing Excellence

Managing a SME in India52 Vivin Agarwal - Responsible Business

Being Responsible is a Brand

62 Hiya Chakrabarti - en MasseIndustry meeting Academia

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NEWS MART Waaree Instruments Ltd is becoming Baumer

FEATURE ARTICLE Productivity one of the Critical Pillars of Industrial Competitiveness

CROSS WORDFundamentals of Aluminium Metallurgy

TECHNO MARTMayr - New application limits for torque limiting clutches

THE LAST LEAF

Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2nd Main Road, Sir M V Industrial Town, WOC Road, Bangalore – 560 044 and Published from No: 217, 3B Main, OMBR Layout, Bangalore – 560 043

Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed in the journal are not necessarily those of the Publish-ers.

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

© All Rights Reserved

IMTEX: The Emerald Joy StoryDear Readers,

Happy New Year 2013!

Well, here we go emerald with Mart, January edition optimizing prosperity and growth of a better business environment. Tragedy, the New Year hits with death of three workers of a forging factory at Peenya, Bangalore. On this, we mourn at and hope the utter negligence in using furnace oil will be inspected and avoided in near future. However, to begin with a positive note, the relief from the proposed sudden hike in taxes, for sure, comforts the global investors. Earlier, FM’s hints at GST road map in Budget created much hype!

Now, for the manufacturing world, IMTEX, the mega event organized by Indian Machine Tool Manufacturers’ Association is the perfect start, which is our featured story for this month. With exhibitors nearing to almost 1000, this edition of exclusive Live Cutting Exposition is the biggest of its kind in the subcontinent as well as in the South Asian region.

Bangalore is hosting 16th edition of IMTEX from 24th to 30th of this month, at BIEC. An exclusive chat with Mr. Shailesh R Sheth, Media Chairman of IMTEX, is featured in our cover story, bringing in details what’s waiting for you there! The road connectivity is better, which was always a worry for visitors and exhibitors to commute from the city to the expo centre.

Asia Pacific CEO of LAPP Group, Mr. Richard Lee was appointed as acting Managing Director of LAPP INDIA recently. With a manufacturing unit in 1996, LAPP INDIA started its operations in India, and with the completion of their second manufacturing plant at Pilukedi, Bhopal LAPP INDIA will become the biggest player within the LAPP Group. In an exclusive interview with MART in its ON FACE column, Mr. Richard Lee talks in details about the challenges, action plan and future of LAPP India and its offerings.

From this edition we are starting two new columns. Green IN where we will be inviting guest writers to pen down their experience and expertise in keeping our environment green, which is key to further human existence in our universe. Vijay Allaham, Consultant with Kaizen Institute has written the first column on Kaizen for Environment.

MART always remains the front runner in bridging the gap between the industry and engineering education institutions. From this edition we will be having a regular column ‘en Masse’ on Industry Academy Synergy, and we feature “Jagruti” an endeavour by Udaan initiated by IMTMA at this IMTEX Exhibition.

We have included our regular columns on Quality, Manufacturing Excellence, Cross Words, Industry Update, Fair Mart etc. for your delight. We have also started a page on Tenders powered by Tender Tiger from this edition.

We look forward your sincere feedback about our quality and quantity of MART. You can reach me at +91 8553012371 or email me at [email protected]. Your reviews help us to make MART, SMART!

Once again, Team MART wishes you all a wonderful year ahead!

Enjoy reading with our magazine!

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industrial business MART12 January 2013 January 2013industrial business MART12

The BaumerCombiView displays provide an often helpful overview of the current status of individual processes directly on site. The measuring values do not have to be analyzed first because the display indicates at a glance whether the preset measuring values are exceeded and immediate intervention is required.

In practice the principle of the BaumerCombiView is similar to a traffic light circuit: A clear signal indicates whether there is a need for action. The background color “red” is suitable e.g. for values that call for fast intervention. A green background could signal proper operation. One look is all you need to see

that everything is in order at a gauge. The user can individually select and set his indication preferences himself.

The representations on the display can also be adapted as required or according to the respective company’s usage. Digital as well as analog representation of the values is possible, e.g. as a scale with pointer, bar or column diagram. Because the display can be rotated in two axes by up to 360°, it is visible from almost any location thanks to the housing diameter of 80 mm.

For further information contact NitinGunjal of Baumer India Private

BaumerCombiView Alarm Management for Process MonitoringWith the new CombiSeries, Baumer has developed tailor-made alarm management for the process industry. They easy-to-handle measuring instruments with flexibly programmable displays provide for new practical options in process monitoring. With the CombiPress pressure gauge and CombiTemp temperature gauge, Baumer has introduced the first two products of this series which can optionally be configured with a CombiView display.

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Following the takeover of the Indian manufacturer of process measure-ment instruments by the Swiss Baumer Group at the end of 2010 the integration has now been com-pleted. The company is now part of the global Baumer family as Baumer Technologies India, headquartered in Mumbai.

The whole of the former product range known under the brand “Waaree Instruments Ltd”, which has also been extended, is now avail-able on the Indian market under the brand name Baumer. This includes pressure, temperature and level measurement instruments for the

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Everything remains different:Waaree Instruments Ltd is becoming Baumer

process industry. The products will continue to be manufactured at the production site in Vapi. Processes and products have been continu-ally optimized since the purchase of Waaree Instruments Ltd. by the Baumer Group. The change of name therefore goes hand in hand with a significant increase in performance, quality and availability of the prod-ucts.

At the same time, customers on the Indian market will profit from a significantly wider range of products for process measurement technol-ogy, which Baumer Technologies India can offer as a result of integra-tion into the global Baumer Group. This includes a noticeably improved range of customized solutions. The same team of developers, engineers and managers who were already involved with Waaree Instruments Ltd. in India and are very familiar with the market and its require-ments will be taking care of this.

Limited at +91 20 25286833 or email at [email protected] or visit www.baumer.com on the internet.

“The change from Waaree Instru-ments Ltd. to Baumer is an inspiring development for us. Through the intense exchange with interna-tional colleagues and thanks to the valuable stimuli within the Baumer Group we can fulfill our promises to deliver even more reliably in the future.”

Shyam Warialani Managing Director Baumer Technologies India

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“Hypertherm always looks for avenues that will allow us to reinforce our commitment to the countries that we serve. We look forward to meeting customers, prospects and partners at Weld India, and to sharing our knowledge about thermal cutting solutions with visitors to the show.”

Come 7 to 9 February 2013, Hypertherm will once again reinforce its commitment to the India market at Weld India 2013. “World Plasma Leader, Local Expertise” is Hypertherm’s theme for its participation at the event. Associates will share the company’s expertise in the field of plasma cutting, and showcase its cutting edge plasma solutions. Live demonstrations will be conducted as well for visitors to learn about and appreciate the advantages of plasma

“World Plasma Leader, Local Expertise” Hypertherm @ Weld India 2013

over conventional oxyfuel for cutting.

Hypertherm has served the India market since 1999, with a steadfast mission to help end-users reduce the cost of cutting metal. Over the years, the company has introduced numerous world-class plasma solutions to the local market, allowing manufacturers to benefit from many advantages that the cutting technology offers.

At the same time, Hypertherm has steadily grown its pool of local associates, in order to effectively cater to its expanding customer base. Late in 2012, the company opened the doors to its first cutting technology center (CTC) in the country. The facility serves as a gathering point, where channel partner employees can train up their technical skills and sales expertise to enhance their capabilities.

Abhinav Sood Sales Leader, Hypertherm India

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BSI Inclination Sensors – For Special DemandsBadve bags IMTMA

Award

Maharashtra unveils new Industrial Policy

The new, liquid-based BSI inclination sensors from the sensor specialist Balluff detect deviations to the horizontal on an axis over a full 360° contact-free and absolutely. With an extremely high accuracy of 0.1°C, a resolution of 0.01° and a temperature drift of just 0.01% /10K, they are the ideal choice when, in com-plex applications, inclination angles need to be precisely detected or rotary movements must be constantly tracked.

An investment of Rs.5 lakh crore, jobs for two million people, new industrial corridors and attractions for micro, small and medium industries have been proposed in Maharashtra’s New Industrial Policy 2013-18.

BSI inclination sensors feature a compact and robust metal housing with an enclosure

rating of IP 67 and can be easily installed in systems with limited space. With an expanded temperature range of -40°C to + 85°C, the sensors are virtually predestined for outdoor applications.

The highly precise, high-end sensors show their true strength, howev-er, where deviations from the horizontal or to the vertical axis are to be determined with high resolution and accuracy: e.g., in wind power stations, in solar-thermal power plants, oil and gas production

plants and in medical technology, for example, in computer tomography and irradiation facilities.

Balluff BSI inclination sensors are based on a capacitive measuring principle and are equipped with a liquid-based measuring cell. These consist of four capacitors filled with a liquid dielectric. Depending on the inclination of the sensor, the “horizon” of this medium covers the capacitors differently, causing the capacitance – as measure for the inclination angle – to change. The analog output signal from 4 – 20mA is scaled linearly over the angular range of 360°C.

For further details contact BALLUFF India, 405 Raikar Chambers, Deonar Village Road, Opp. FirexGovandi (E), Mumbai 400 088 Tel: +91-22-67551646 Email: [email protected] Visit: www.balluff.co.in

It was officially announced that the new policy will be implemented from April 1 and will be valid for five years. It aims to increase the state GDP to 28 percent.

The other highlights include a 1,000 MW gas-based power plant and multi-modal logistics park in the Talegaon area on the outskirts of Pune, as part of the state government’s initiatives under the Delhi-Mumbai Industrial Corridor (DMIC).

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“We want proper all-round development in the state. With the special economic zones (SEZs), there have been issues like minimum alternate tax and dividend distribution tax. So, we are now offering IIAs.”

The Plastics division of Badve Engineering Pvt Ltd has received first Prize, Memento and Cash Prize of Rs 1 Lacs, for competition based on theme of “Productivity Improvement”. This competition was arranged by Indian Machine Tool Manufacturers Association (IMTMA) and was held at Bangalore during 7 and 8 Dec 2012. Companies participated in this national level competition are - Maruti Suzuki , Tata Motors , L and T , Bajaj Auto , Shriram Pistons , TVS , Wheels India , Laxmi Precision etc .

The Confederation of Indian Industries welcomed the new policy, especially the sections on the IIAs, and micro, small and medium enterprises which form the backbone of economic growth constituting 80 percent of the total enterprises.

The Indian Merchants Chamber also welcomed the NIP, terming it as “pro-active to the industry”.

Prithviraj Chavan Chief Minister, Maharashtra

New Cost-effective UPS from Socomec

Socomec has introduced new cost-effective UPS for business critical appreciations. The technological features consist of

online double conversion mode with 0.9 output power factor. The new UPS is having one plus one parallel redundancy with back feed protection. The internal batteries are having more than one hour run-time and EBS for exclusive battery management. The UPS is having multilanguage display and Web SNMP interface for remote monitoring. Socomec is a manufacturing company that has focused its expertise in power solutions since 1922. High quality of products, innovation and service are the DNA of a modern organization dedicated to satisfying customer needs. For further details, please visit : www.socomec-ups.co.in


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Conventional pneumatic control involves an arrangement of valves or valve islands, actuators, flow controls and sensors, along with connectors and accessories. In typical applications, up to 13 different components can be required for each actuator function. This complexity pres-ents some intrinsic disadvantages and performance constraints.

Following close collaboration with cus-tomers to offer a solution which would overcome these shortcomings and satisfy individual requirements, Norgren has developed IVAC (integrated valve and actuator control) - an integrated unit which delivers Engineering Advantage by combining the valve, flow controls, cushioning and sensors in a single actua-tor package.

IVAC is a weight and space optimised actuator, suitable for a range of bore sizes from 40mm to 80mm, featuring in-tegrated valve and magnetically operated switches for complete actuator control. Able to be retrofitted or integrated within new systems, each unit requires only one pneumatic and one electrical connection,

Norgren´s New IVAC Cylinder Offers Dramatic Reduction in Energy and Operating CostsNorgren, an international market leader in pneumatic motion and fluid control technologies, has announced the launch of an innovative, high-performance range of cylinders, designed to significantly reduce energy usage and oper-ating costs for OEMs and end users in a range of processing applications.

eliminating the need for multiple valve islands, components, tubing and acces-sories.

This integrated platform lowers costs for users in many ways. Because it is easier to install, maintain and replace a single unit, scheduled and unplanned installation, commissioning and maintenance time and costs are reduced. Less downtime for maintenance also means higher produc-tivity.

Meanwhile, eliminating air piping be-tween valves and actuators minimises ´dead´ volume, reducing air consumption by up to 50 per cent, significantly cutting cost per mm of stroke when compared with conventional pneumatic systems.

For a machine operating at two million cycles per year, this results in enough energy savings to pay back the cost of an IVAC product within one year. In addition the IVAC presents improved machine aesthetics. A sharp, uncluttered appear-ance reveals a more sophisticated look and, for end users, it makes plants look cleaner and more advanced.

A number of options and varieties are available including cleanline versions for industrial cylinders, industrial slave cylin-ders and easy washdown, helping OEMs comply more easily and cost effectively with hygiene regulations.

OEMs can take advantage of all of these benefits without any mechanical design changes, as IVAC products conform to the latest ISO VDMA dimensions. Its single M12 connection for input and output can be hardwired or plugged into a fieldbus system no matter which protocol is being used.

For further information email to [email protected], or call at +91 120 4089500 or visit www.norgren.com/ivac

Delta Electronics, the world-leading energy saving solutions provider, announced the roll out of the new Ultron EH Series UPS (uninterruptible power supply) in India.

“Delta India grows at CAGR of 50% on UPS business over last year and is planning to double the revenue in FY 2013 says Mr. Suhas Joshi, Director, Delta Power Solutions”. Introduction of new products and

Delta Rolls Out the Ultron EH Series UPStechnologies is helping Delta India to

further strengthen its roots in Indian market. Moving towards the growth direction, Delta MCIS introduced Ultron EH in the market.

The Ultron EH Series, with power ratings of 10/15/20kVA, is a true online uninterruptible power supply device with three-phase four-line input

and single-phase output, which can provide a reliable and stable sine wave power supply to protect mission critical applications from downtime, data loss and corruption. The Ultron EH Series UPS provides clean power supply for server rooms, communication systems, computer network systems, medical treatment systems, surveillance systems, factory equipment, and more.

More information about Delta MCIS products can be found at: www.deltapowersolutions.com



SKF Machine Condition Indicator to Improve Machine Health

SKF launches the SKF Machine Condi-tion Indicator, a low-cost vibration and temperature monitoring device designed for rotating machinery with constant operating conditions.

The device can be used indoors or outdoors, in almost any industry where rotating machines are used, such as pulp and paper, power, food and beverage, hydrocarbon processing industry (HPI), oil and gas industry, machine tool, as well as heating, ventilation, and air condition-ing (HVAC).

The SKF Machine Condition Indicator runs on a high energy lithium battery and has a life expectancy of more than three year (with one acknowledged alarm).

“The SKF Machine Condition Indicator is

as simple as the ‘check engine’ warning light in a car,” said Torsten Bark, Product Line Manager at SKF Condition Monitor-ing Centre, San Diego. “Once LED’s are illuminated, it alerts the predictive main-tenance technician to do a root cause analysis on the machine to determine what kind of problem might be affecting its performance.”

By utilizing the SKF Machine Condition Indicator, plant operators can save both time and money by freeing up mainte-nance engineers to spend less time on problem detection and more time focus-ing on root cause analysis and other more significant issues.

The device costs less than a standard industrial accelerometer, which makes the SKF Machine Condition Indicator a

good solution for manufacturers looking for an economical way to make sure their semi-critical machine assets are kept up and running.


Measurement data can be stored digitally as Inspection Reports, Data Lists or Trend Graphs along with screen shot images. These files can be exported to other sourc-es as the IM series utilies a convenient PC based data management system.

With the IM-6500 dimensional measure-ment concept, you simply place the part to be measured in the measurement area. The iPASS method (Intelligent Pattern Analysis Search System) performs a shape scanning (from the already recorded targets) to deter-mine its position and its shape. Many features can be mea-sured, from internal diameters, circular threads and angles. Previous difficult to

measure features with traditional methods can now be performed automatically with reduced risk of operator error.

January 2013industrial business MART18

You simply place a part on a measure-ment stage, push the button and up to 99 dimensions are measured in a few seconds with accuracies down to 0.7 micron. No tiresome positioning, nor risks of mea-surement variance or deviation between individual operators. The simplicity of use results in the IM-6500 series emerging as a massive cost saving alternative to traditional time consuming measurement processes.

The IM-6500 measurement concept combines the flexibility of a vision system with the accurate execution of a double telecentric lens. The all new double telecentric lens, with a large diameter of 100mm, captures the complete image of the target element, thus al-lowing the measurement of all the control points at once. With this technology it becomes pos-sible to capture pixels without image distortion of the compo-nent that is placed around the lens circumference. Hence measurement is neither affected by distortion, nor by the distance. The lens size dictates that parts up to 100mm in diameter can be measured.

Image Dimension Measurement System, Place, Press, Process

Totally New Dimension Analysis System

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The IM-6500 series utilizes the latest tech-nology to eliminate individual differences. The original sub-pixel concept by Keyence makes it possible to automatically detect the position of the component edges more accurately than with traditional vision systems thanks to the sub-pixel process-ing with a margin of 0.01 pixels. The IM series has overcome the age old issue of measurement variations from one user to the other. The same applies for errors due to differences in operator competence.

The built in temperature sensor allows the IM-6500 series to be installed almost anywhere in a production facility. Tem-perature compensation ensures accurate measurement once the system is in use. The IM-6500 series is of a compact space saving design with a footprint the size of an A3 sheet of paper. It can be easily mounted near the production lines or in a laboratory.

For IM Image Measurement specifications and applications, please visit: www.key-ence.co.in/impr For further details write to KEYENCE INDIA PVT. LTD, 1st Floor, C Wing, ALEXANDER SQUARE,No.34-35, Sardar Patel Road, Guindy, Chennai 600 Tel: +91-44-4963-0900 Email: [email protected]

The IM-6500 Series from Keyence is a new type of measurement device. It is a completely new concept to rival estab-lished measuring equipment such as profile projectors, measuring microscopes or automatic CNC measuring machines. The dimensional measurement concept of the IM-6500 series utilizes state of the art imaging technology, thus enabling any user to perform reliable measurements in a minimum of time and with an increased accuracy.

Accelerated Manufacturing can boost up Indian Economy

At the 12th Five Year Plan of the Planning Commission, it has been said that Indian economy can grow at 9-10 per cent if the coordination and collaboration of stakeholders accelerates the manufacturing sector by 2-4 per cent.

Mr Arun Maira, member of the Planning Commission, told reporters at CII’s 11th

Manufacturing Summit that” there is a need for co-ordination and collaboration amid various stakeholders, including the government, the industry and the civil society as a whole that can help to accelerate the growth in manufacturing sector by 2-3 per cent from the current level. It will make the manufacturing become the driver of India’s economic

growth,”

There is also a need to increase `depth’ in manufacturing, which involves increasing participation across the value chain in manufacturing, improving domestic value addition and stimulating innovation. Moreover the existing labor laws need amendment, he added.


“These are significant new turning solutions including 10 different grades and 14 different geometries, including five new chipbreaker designs”, says John Gable, product manager, global turning

WIDIA Victory Portfolio means Higher Turning ProductivityLower costs across wide range of materials

products for WIDIA. “And in many cases, the results are not just marginal improvements, but more like double the number of parts versus other inserts.”

WIDIA´s Victory inserts employ coating technologies to improve wear resistance and allow for higher speed and / or feed capabilities. Additional post-coat treatment provides increased cutting-edge toughness to reduce the depth of cut notching and extend tool life. WIDIA Victory inserts are ground after coating to provide a secure seating surface, adding to tool reliability.

“Whether the task is light or medium turning under favorable conditions or heavy-duty roughing with heavy interrupted cuts, there is a WIDIA Victory insert that will improve your results,” Gable says. “Customers can machine more parts per insert and get higher dependability at elevated cutting speeds. The bottom line is more uptime and higher throughput to get parts out the door faster.”

To locate a WIDIA distributor, contact: WIDIA Products Group +91 80 2219 8341 or visit www.widia.com

With overwhelmingly positive feedback from pre-launch customers, new high-performance WIDIATM VictoryTM turning grades deliver increased productivity with improved surface finishes and longer tool life across steel, stainless steel, cast irons, and specialty alloys.


The most sought after machine tools exhibition of India, IMTEX is acclaimed internationally as India’s largest Metal-cutting Machine Tool Exhibition on manufacturing technologies. The apex machine tool exhibition of South and South – East Asia promises to showcase the latest trends as well as refinements to the already successful technologies.

It will definitely spearhead a wide range of opportunities for manufacturers, users, technocrats, researchers, policy-makers, academia & even budding engineers & tech graduates, all to say everyone connected to manufacturing.

Countries like Australia, Canada, Japan, France, Turkey , Belgium, Russia, UK, USA etc are participating individually as well as a group participation of nine countries will be there to take the offers as much as possible from IMTEX 2013.

Aerospace, Automobiles, Defence, Capital Goods, Electrical & Electronics, Food Processing and Dairy equipment, Railways, Infrastructure, Oil & Gas, Pharma, Space& Nuclear, Telecom and other industries will be benefitted from this exhibition.

IMTEX 2013 in Tech-talkMaking India the Manufacturing Power HubAny manufacturing to start with- it is the Machine Tool Industry. Now on the global economic slowdown, Indian Machine Tool Industry is transforming to become more productive, more efficient and cost effective this year – hitting the 16th IMTEX 2013 from January 24-30 at Bangalore International Exhibition Centre.

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IMTEX 2013 is being organized in the midst of a challenging economic environment. Basically the slowdown is caused due to global turmoil as well as stagnant domestic conditions. New sectors are driving Machine Tool industry to newer heights. Opportunities are there to expand markets and reach new customers. The sole objective of IMTEX 2013 is to optimize productivity, enhance quality, and increase reliability and to rein competitiveness.

IMTEX 2013 displays the entire range ofcutting tools, tooling systems,machine tool accessories,metrology equipment, together with CAD and CAM software. It also features recent innovations and tooling technologies to reach towards the precision.

IMTEX this year is having a gross

exhibition area of 48,000 sqm having five multilevel halls and a total number of exhibits is 1500 machines costing a value of Rs.1500 cr. Since growth is concerned, IMTEX 2013 is witnessing growth both in the national as well as the international exhibitors. Some of the major Indian participations are Bosch, Fanuc, Haas Automation, PMT Machines, Seco Tools, Siemens etc. On part of overseas, we can see Carl Zeiss, Chiron,DMG – Moriseiki to name a few.

IMTEX is also holding some academia industry synergy programme where students from technical colleges, budding engineers as well as the industry leaders can interact with each other. They can also do some presentations for manufacturing excellence. ‘ Jagruti ‘is a an appreciated initiative by IMTMA.

Morever, there are logistical support for the visitors, projects like “Map Your Show” which will eventually help both the exhibitors and the visitors at the exhibition centre.

So let’s cheers for all the manufacturers saying “veni, vidi, vici”


What special in IMTEX 2013?

IMTEX is the only international exhibition catering to this industry specific product in South East Asia. As of 2013, adding IMTEX and ToolTech, there is a total 947 exhibitors of which both foreign and Indian numbers

“Come and Experience World ClassLive Technologies at IMTEX”IMTEX 2013, the 16th Indian Metal- Cutting Machine Tools Exhibition with In-ternational Participation is going to be held from 24-30 January, 2013 at Ban-galore International Exhibition Centre. This is the most sought after machine tools exhibition in India having participants globally.

IMTMA (Indian Machine Toolvv Manufacturers’ Association) prepare for every IMTEX in much well in advance. The association follows the 10 year schedule both nationally and internationally, plan it up and then execute it with utmost effort. As many companies outside India participate in this event it follows an informal global calendar to make it a huge success.

Excerpt from the conversation our Assistant Editor, Hiya Chakrabarti had with Mr. Shailesh R Sheth, the past President, IMTMA and the Chairman - Media, IMTEX 2013.

of exhibitors have grown high. We have 25 countries participating from overseas and the percentage of overseas exhibitors is 49%. Over 95 % of Indian metal-cutting machine tool industry will be represented at this exhibition in 5 multilevel halls.

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What are the priorities and the objectives of IMTEX?

First and foremost, IMTEX is not a B2C event; rather it is a B2B event. We prioritize the business sentiment. Our sole objective is long-term manufacturing solutions. Once manufacturing industry will grow, the revenue as well as the other industries will be definitely boosted up and India will have a good economical success. IMTEX 2013 is featuring recent innovations and tooling technologies for precision finish.

Here, we display ‘Live Technologies’ giving edge to manufacturing to enhance quality, productivity and reliability.

What are the expectations on business enquiries during IMTEX 2013?

During IMTEX 2011 we had business enquiries of Rs.7000cr. of which 1022 had been confirmed. This year we expect 8750cr of enquiries of which 1200 must have been confirmed.

What is your opinion on the current economic slowdown in India?

As everybody is saying economic recession is there. But the first half of the fiscal is not bad. There was growth. On March 2011, first two quarter witnessed good growth. Eventually on July-Aug 2012, order booking went slow and undoubtedly that reflected on Quarter three and four.

What can be the steps taken by IMTMA or the Government to come out of the financial crisis?

There are few major steps have already been taken to come out of the dark phase of Indian economy. Amendment bills have been passed, banks are being capitalized. Removing subsidies is one more option. Over all, there is a cautious optimism. We do not dream of sudden change in the first quarter of this financial year, but yes, of course from April – June quarter of 2013 will see some slow improvements.

IMTEX always focuses on academia-industry synergy. What special for this

year?

If you go to any manufacturing industry, the first thing needed is Machine Tools. Again if you go to technical colleges in India, they are offering various degrees including civil, mechanical, electrical etc. Machine Tools products embody all engineering methods. So when an engineer goes for working in some manufacturing firm, he faces difficulties and complexes in manufacturing a product as the core of all engineering is machine tools.

We in IMTEX give the opportunity to the industry as well as the academia to interact with each other solving their queries and opening new windows towards development. This year “ Jagruti” has been held up for all engineering students who wants to make their career in manufacturing firm, entrepreneurs from small scale industries to learn and share the basic fundamentals.

‘Jagruti’, an initiative by Udaan will be held every day from Jan 24-30 during 14.00 hours to 18.00 hours. This is the time exclusively to present R & D on Machine Tool by engineering students from technical institutions from all across India

The Export business of India is lacking. Tell us what the actual scenario is as well as what are the measures which can be taken up to promote export?

As per 2012, the total demand is 10,000 crore from which 3300 cr. is from Indian Manufacturing firms. But unfortunately we have to import 6700 cr from foreign countries. So the total export share is 33%. However, through IMTEX , we determine to increase in various manner in customer base from 33% to 60% in 5-6 years.

In your Action Plan there is one recommendation on counter trade. How can it help the economy?

Countertrade means exchanging goods or services which are paid for, in whole or part, with other goods or services, rather

than with money. When we are lacking of hard currency, this will be a great help to survive. Aerospace is a must say industry which use counter trade and indeed, it is a rapidly growing industry!

What your say on FDI impact in manufacturing?

Everybody likes to access domestic market. Import is too costly and economic price of every product is rising high day by day. Standing at this situation, FDI is definitely a welcome mark for India. Surely it will take some time in assembly manufacturing. But the good sign is already marked in automobile sector. Passenger car and two wheelers will be on the profit segment as FDI inflows to this industry. Eventually it will benefit the Machine Tools Industry also.

“MAP YOUR SHOW” is something IMTMA introduced for the first time in India. Tell us something how it can help the visitors?

It is a powerful online planning and networking tool which allows visitors to do exhibitors and product search and also fix meetings with exhibitors and utilize his visit to the exhibition in a most effective way.

What are the supports from the Government to uplift the manufacturing industry in India?

Government is funding for the technology development as well as the product development centers in India. More centres of excellence are being established to enhance R&D in manufacturing.

What is ‘IMTEX Forming 2014’?

IMTMA will hold IMTEX Forming 2014 – Metal and Non Metal (Plastics and composites) International Forming Technology Exhibition from 23 - 28 January 2014 at Bangalore International Exhibition Centre (BIEC), India. The previous edition of 2012 received an exhilarating success with a growth of about 40%.


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• New Gen 3LeanJetRB-2 Aqueous

Immersion Cleaning Systemuses a

patented washing and rinsing process of

agitation, spray impingement, hydraulic

purging through immersion and rotation,

ultrasonics, and heated blow-off

drying. The patented “triple action”

batch cleaning process was developed

specifically to process a broad range

of challenging parts, especially those

with internal bores and passages and

complex geometries, making this system

capable of meeting critical cleaning

expectations.

The LeanJet RB-2 parts washer

also features the latest Siemens

programmable controller and operator

interface screen. This controls platform

boosts system flexibility for automation

integration, process control and data

logging while offering an intuitive user

interface.

• New LeanJet RB-Hydrocarbon

Cleaning System guarantees near-zero

atmospheric emissions. Incorporating

similar part rotation dynamics and

process parameters to the Aqueous

LeanJet RB-2 System it also offers vapor

cleaning and rinsing cycles. Air re-

circulation drying systems and advanced

vacuum technology eliminate the need

for exhaust smokestacks.

• PROHT SonicTank also known as the

“Benchtop Series” is an entry-level

benchtop ultrasonic cleaning system

Cleaning Technologies Group, LLC introduces new cleaning solutions at IMTEX 2013Cleaning Technologies Group a world leader in providing cleaning and waste minimization technologies will intro-duce a host of advanced cleaning solutions at the Indian Machine Tool Exhibition (IMTEX) in Bangalore, India January 24 – 30, 2013. Visitors to Cleaning Technologies Group Booth #A102Q will be introduced to a number of new products, technologies and services.

made of all stainless steel construction.

Available in various sizes and intended

to sit easily on a workbench or as a

drop-in, these parts washers offer the

same cleaning capabilities as the more

elaborate models but at a lower price.

They are great for cleaning small parts

on an intermittent to semi-production

basis but are not recommended for

high volume cleaning. These tanks are

available for use with single or multi-

frequency generators.

• CTG Announces a New Lab

Testing Facility in the Association for

Manufacturing Technology’s (AMT)

Technology and Service Center located

in Chennai, India. “Our Indian customers

will be able to visit the lab and observe

both our aqueous and hydrocarbon

machines in operation. Customers will

also have the opportunity to send in their

parts for cleanliness testing and Millipore

validations. We are very excited about

the new facility and the opportunity to

work closely with our local customers to

find the right cleaning solutions for their

application” says Chris Whittaker, VP

Sales & Marketing.

At the show we will have technical

experts available to explain our

technologies in more depth and provide

suggestions to our customers to improve

their cleaning processes. For more

information about Cleaning Technologies

Group, please visit: http://www.ctgclean.

com.


There is a saying “Selling coal to

Newcastle”. Marketing people can

sell anything to anyone. There is

also another truth; one is successful

and competitive if you have repeat

customers. One can sell a shoddy

product once but can one sell a

shoddy or costly product to the same

customer again and again? Finally

success comes only when you have

innovation, and a good industrial

design competitively manufactured

and effectively marketed.

Since we all agree manufacturing

competitiveness is critical to success

and productivity is a critical pillar, let

us look at some facets of boosting

productivity. The first thing that

Productivity one of the Critical Pillars of Industrial CompetitivenessWhere does industrial competitiveness come from? Does it come from Innovation? Sure it does! But is innovation enough to be competitive? Innovation is not the only ingredient for competitiveness, though it is a very essential or important one. There are countless cases where innovations have stayed in the cupboard and not commercialized. Does it come from industrial design? A good design converts an innovation into a product, which can be manufac-tured. However if not manufactured competitively there would be few buyers.

comes to mind is producing more

components or parts in the same time

or better asset utilization. One way to

do this is to reduce the cycle time of

the process. However speeding up a

process could lead to greater resource

wear, for example cutting tool wear.In

turn this could lead to a quality issue or

a frequent change of tool and during

which the machine would be idle.

Thus one has to optimize the speed

or cycle time and strike a balance

between the parameters, which

include the resource(tool) life.

Continuous research in resources

increases their life and at the same

time allows one to operate at higher

speeds. Needless to say the final Gautham Doshi Advisor, IMTMA

FEAT

URE

ART

ICLE

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limitation may come from the design of machines or

the part being machined.

While optimizing the cycle time is one facet, another

important aspect to resource utilization is how much

time in a day or shift do we use it. We pay interest

24X7 but do we use our asset 24X7? For example if a

cycle time for a part is 6 min, do we get 10 parts an

hour or 240 parts in a day? If not we are not utilizing

the resource fully.

The reasons for not getting 240 parts in a day are

many, for example machine breakdown, set up

change, tool change, adjustments of tool, lunch

and tea breaks, material not available, electricity

not available, operator not available and so on. All

this results in poor resource utilization. Often these

reasons account for 60% of 24X7 and are a very big

drain on productivity.

In some organizations we produce for stock. For

example we can produce 120 units of part A but we

sell 100 units. 20 units are in stock to be sold in the

next month. However in this period there was an

order of 50 units of B and due to capacity constraints

we were able to produce only 30 units of B. This is

against common sense, but the reason given is we

did not want to break the batch of A, because there

is loss of productivity as an additional set up time is

required.

Machine utilization is high but at the cost of

inventory. What is forgotten is improper utilization

of resource, i.e. money. Therefore this is certainly

not higher productivity. Often you can observe an

operator of a CNC machine standing idle during the

automatic cycle. Is this good resource utilization?

Resources include energy and material. Do our

forgings or castings have too much machining

allowance? What do we do to reach near net shape?

Do we measure how much energy we consume per

unit of our product and try to reduce it?

Larger batches are taken also because processes

are not stable, rejection and rework take place. If

one wants 100 to be dispatched take a batch of 105

could be the rationale. As a result there is waste in

the process and poor productivity. Rejections mean


that either the capability of the process

does not meet specifications, or special

causes make the process unstable.

One needs to deep dive into the

process and understand the variables

that affect the process. SPC studies

certainly help in analyzing the process.

Process control and monitoring

systems need to be set up. A deep

understanding of the process leads to

its improvement and ultimately results

in higher productivity. No rejections or

rework mean one can produce exactly

as much as one sells!

Value stream mapping is a very

effective tool to identify steps in

process, which do not add value.

These activities that do not add value

can then be eliminated, simplified,

combined and overlapped, or reduced.

Let us look at one such activity. A

fixture needs to be aligned to the

axis of the machine, whenever it is

changed. During this period parts are

not produced.

Most engineers are aware of the

several means available by which the

fixture repeatedly gets aligned without

loss of time. Another example; with

the addition of pallet changer, cycle

time permitting, machine need not

be idle during lunch and tea breaks.

Also load/ unload time for the part is

constant and predictable. Autonomous

maintenance carried out by operators

has demonstrated in many factories

a significant reduction in machine

breakdowns.

Workflow study often reveals excessive

material and people movement. When

traced in factories it often resembles

a plate of spaghetti. Manufacturing

system redesign results in smooth flow

of material and people with shortest

path. Newer and better processes can

be included, which could not only lead

to better productivity but improved

quality as well. Assembly conveyors,

wherever possible, with proper work

station balancing are an example of

optimizing flow as well as minimizing

material and man movement.

In metal working new or better

processes are continuously being

introduced. New tool coatings and

materials enhance cutting parameters

as well as tool life. Hydroforming

allows one to manufacture parts

hitherto not possible or reduce the

weight of conventional parts. New

and better tool holding systems allow

spindles to run at higher rpms without

reducing cutting forces. Newer CAM

software using advanced cutting

strategies allows one to remove

material faster. Optimising design of

machine elements using FEA tools

allows one to make them more rigid

and vibration resistant, allowing the

use of higher cutting parameters. All

these approaches lead to optmising

metal working processes.

Shop floor culture is a driving force

behind improving productivity. It is

observed companies that do not pay

lip service to safety but give this aspect

as the highest priority are also highly

productive. A high level of safety

cannot be achieved without practice

of 5S. 5S needs complete involvement

of all personnel. This attitude of mind

will not brook poor quality in the

workplace. One cannot have high

productivity without high quality. They

are totally intertwined.

When quality improves productivity

cannot be far behind. If a company

takes up several Six Sigma projects,

team members look deep into the

process and find hidden treasures.

Their understanding of the process

improves and this leads to a quantum

jump in productivity. High quality

results in smooth and uninterrupted

production and the best way to

improve productivity. Sensible

companies use the quality route to

productivity. It also leads to less

confrontation between management

and workmen as no one has any issue

with improving quality, especially when

quality and safety are also closely

linked.

There are many approaches to

improve productivity. Be it through

manufacturing system redesign, or

better asset utilization, or optimizing

the process or the quality route

to productivity. Often companies

combine all these approaches. There

are many tools that one can use. TQM

or the Japanese approach or the Lean

approach of the western countries

both look at productivity improvement

maybe from slightly different view

points, but the results sought are the

same.

Their approach is rooted in their

culture. Maybe it is time for us

to create an Indian approach

rooted in our culture to improving

productivity resulting in manufacturing

competitiveness. IMTMA’s Productivity

Summit and Productivity Buzz is a

platform for helping our manufacturing

and production engineers to network,

get acknowledged, and develop an

Indian approach to productivity and

quality.


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N F

ACE

Within 5 Years, LAPP INDIA will become the biggest player in the LAPP GROUP

LAPP INDIA is a 100% subsidiary of the LAPP GROUP which manufactures Cables, Connectors, Cable Glands, Conduits and Accessories. They are the pioneers in introducing the concept of “Total solutions in Electrical Connectivity” in India, with an unbeatable range of products. LAPP INDIA started its India operations in 1996 with a manufacturing unit in Jigani, Bangalore.

Today, Lapp’s Bangalore manufacturing unit is the third largest manufacturing facility of the LAPP GROUP, produc-ing about 100,000 km of ÖLFLEX® connecting and control cables and insulated single cores each year. Recently, LAPP INDIA completed phase 1 of its second manufacturing plant in Pilukedi, Bhopal which will produce 1,000 kms of single core cables daily, catering mainly to the Building Cable Segment (BCS). LAPP INDIA has trained regional marketing or-ganisations in Delhi, Kolkata, Mumbai, Pune, Bangalore and Chennai along with 23 sales offices and a strong network of dealers throughout the country.

MART converse with Mr. Richard Lee, CEO - Asia Pacific at LAPP GROUP, newly appointed as the acting Managing Director of LAPP INDIA about his new role, challenges and future plans.


As the newly appointed acting Managing

Director of LAPP INDIA, how challenging

it is to take up the entire responsibility of

the Indian operation?

In my role as the CEO, Asia Pacific at

LAPP Group, I have been already very

familiar with the values and principles

observed by the LAPP GROUP at large.

Hence even in my current extended role

as the acting Managing Director of LAPP

INDIA, the guiding principles of being

customer-oriented, success-oriented,

family-oriented and innovative which

form the crux of our operations at LAPP,

still remain the same making it easier for

me to take up this responsibility.

In terms of the business operations,

India is definitely a very big market for

the LAPP GROUP and we have a lot of

growth expectations from this market.

Accordingly, we have mapped out

the industries that we will specifically

focus on for this year and are working

towards achieving these targets. The

recent set-up of phase one of the Bhopal

manufacturing facility is definitely a step

in this direction and will focus on the

production of single core wires targeted

towards the Building Cable Segment.

Apart from this, I understand the

intricacies of Indian business operations

and we are working together with the

whole team of LAPP INDIA to ensure

that we achieve more success from an

organizational point of view.

What is the present market scenario of

Lapp India and what is the future scope?

LAPP INDIA currently caters to a market

size of approximately Rs. 5-6 billion. We

primarily cater to machine tool, panel

builders, automation and the general

industry as we specialize in control

and signal cables. Further, the building

and renewable energy sectors are also

key emerging sectors with increasing

awareness about safe cabling and

efficient use of energy.

Further, expanding our operations in

India has been a key focus for us, mainly

due to promising growth opportunities

presented by the country. The market

size for single core wires (in the building

segment) today stands at approximately

Rs 6,000 Cr which indicates a large

market opportunity in this sector. With

respect to LAPP range of products,

the addressable cable market in India

is currently being valued at Rs 1,000

Cr. The recent set-up of LAPP INDIA’s

new manufacturing plant in Bhopal

will help us strengthen our base in the

single core cables segment as well as

cater efficiently to growing customer

demands in India.

Lapp India has recently inaugurated its

second manufacturing plant in Bhopal.

Can you share about your further

expansion programme?

LAPP INDIA recently announced the

completion of Phase 1 of its second

manufacturing plant in India. A total of

Rs 150 Cr is being invested to set-up this

4-phased cable manufacturing plant in

Pilukedi, Rajgrah District of Bhopal. The

Bhopal plant is the second LAPP INDIA

facility in India after Bangalore and is

spread over an area of 117,000 sq m. The

4-phased plant construction is expected

to be completed over a period of 5

years and will become LAPP GROUP’s

largest facility globally. With an initial

investment of Rs 50 Cr, Phase 1 of the

plant will produce 1,000 kms of single

core cables daily, catering mainly to the

Building Cable Segment (BCS).

The construction of the entire factory

in Bhopal has been divided into four

phases with the currently operational

Phase 1 focusing on production of


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single core cable. The latter phases will

focus on producing multi-core cables,

aluminium cables and HT/LT cables

respectively.

Lapp Group is very particular on its

Corporate Social Responsibility. Tell us

something about the social initiatives

taken by Lapp India?

We are very conscious about our

corporate social responsibility and

therefore LAPP INDIA is extending

support to HBP Indian School, which

is one of the oldest English schools

in South India, for the girl child. We

have adopted a building block and the

science laboratory of the historically

important HBP Indian School located at

Shivajinagar, Bangalore. In recognition

of the significance of education and

more specifically practical learning for

the holistic development of children and

upliftment of the society at large, Lapp

India Pvt. Ltd. furnished the interiors

of the school’s science laboratory

and also provided for its equipments.

Additionally the organization supported

the renovation and will be undertaking

lifetime maintenance of one of the

three building blocks’ which houses the

laboratory among other classrooms,

on the premises of which the school

operates.

Further, to nurture young minds who

will go on to shape the development

of tomorrow, LAPP INDIA believe in

engaging engineering college students

through positive interaction. As a

result of this exercise, a Lapp Centre of

Excellence has been established in the

PSG Engineering College, Coimbatore

and RV College of Engineering,

Bangalore to enhance practical

understanding and technology know-

how of the students and lecturers. The

entire faculty members responsible for

this centre have been trained at the

Oscar Lapp Academy, Stuttgart. LAPP

has also supplied all the demonstration

kits, display panels, training kits and

various types of tools used for handling

cables and cable accessories required

for the centre. This unique centre

serves as a link between industry and

institution as through this centre the

students will get exposure to the latest

industrial equipment and techniques

and the local industry will also benefit

from it. LAPP INDIA is also planning to

establish 5 more Centres of Excellence

in India.

Also, to extend trade relations between

India & Germany, our group chairman

Mr. Andreas Lapp founded the Indian

Business Centre Stuttgart (IBC) that is

headquarters in Stuttgart. By providing

fully furnished offices, technical

infrastructure and expert advice, the

centre aims to make it easier for Indian

companies to locate in Germany.

From the very start, Lapp Group gave

much emphasis on Branding. Tell us

about the journey of Brand Lapp?

Branding policies are still rare in the

technical field; however, LAPP has

encouraged them right from the

very start. To give a LAPP Global

perspective, Way back in 1959, LAPP set

out a definite brand policy. Giving the

products brand names was a completely

new idea at the time, but it allowed

them to be distinguished from the

competition more easily. Oskar Lapp

was again one of the front runners

and became one of the first people to

offer this kind of attractive branding.

These brand names are still in use at

Lapp today. The most well known

brand is ÖLFLEX®, which has secured a

place in the history of the sector. Since

then, LAPP has carried out a consistent

branding policy for each of our product

lines namely:

• ÖLFLEX® – versatile connecting and

control cables: In 1959, ÖLFLEX® was the

very first control cable to be designed

with colour-coded wires and was at the

same time the first branded cable in the

world. Today, ÖLFLEX® connecting and

control cables are some of the most

widely used in the world, and for good

reason

• UNITRONIC® – innovative data cables:

This is the brand of choice if you want

fast, safe and forward-thinking solutions

for transferring data. The range

includes data cables for all electronic

applications, from tiny cables in coffee

machines to those transferring huge

amounts of data in supercomputers

• HITRONIC® – superfast fibre optic

cables: Our optical transfer media

are unbeatably fast and secure when

transferring large amounts of data in

inter-office communication as well as

in industry. Not even electromagnetic

interference can affect a HITRONIC®

cable

• SKINTOP® – the handy cable glands:

SKINTOP® cable glands ensure a secure

connection in a matter of seconds. The

universal systems are simple, perfect

and easy to install: simply insert the

cable, close and go

• SILVYN® – robust cable protection

and supply systems: This universal range

completely protects cables against

dust, moisture and technical, thermal or

chemical exposure

• EPIC® – robust industry connectors:

EPIC® rectangular or circular connectors

are found in any machine and plant

engineering or drive technology

application used for measuring, control,

regulation or drive. It is a flexible system

consisting of casings, inserts, contacts

and accessories which is perfectly suited

to any requirement


• ETHERLINE® – active network

components: Ethernet technology-based

networks are playing an increasingly

important role. We therefore offer

reliable system solutions for network

technology. The range includes

products, software solutions and

services for total security and availability

• FLEXIMARK® – the clear marking

systems: These sophisticated systems

facilitate durable cable marking and

ensure everything is clear and quick

to identify. From simple inscriptions,

to labelling and marking solutions

for manual marking right through

to FL SOFT software for electronic

recognition, this range can meet your

every need

However, this is driven by more than

just mere desire to establish an easily

recognizable product name. Strong

branding gives our customers the peace

of mind that each individual component

allowed to carry the brand name fulfils

the same high expectations. Today,

the Lapp brands are some of the best-

known in the cable technology field and

have earned an outstanding reputation

as a premium brand. All over the world,

they stand for the values which we and

our customers consider paramount:

quality, precision, and reliability.

What is the current position of Cable

Technology worldwide?

With cables being a critical component

across industries, manufacturers

produce multitude of cables ranging

from power cables, fire safe cables,

single cores, multi cores and data cables.

According to Global Industry Analysts,

Inc the wire and cable industry is

expected to generate USD 113.9 billion

by the year 2015. In India, the wire

and cable industry has moved from

unorganized to organized over the last

20 years. However, 35% of the industry is

still in the unorganized sector. There are

multiple players in the market, including

Indian as well as International providers

and the Indian market consists of both

branded and unbranded cables. Cables

and wires are also imported from other

countries to meet the ever growing

requirement.

The wire and cable industry comprises

40% of the entire electrical industry,

which is expected to double in size over

the next five years. With the slowdown,

the manufacturing industry has also

felt the impact. More specifically, the

domestic electrical equipment industry

reported a 6.6% growth in FY12, as

compared to 13.7% in 2010-11. Sluggish

growth in power sector and escalating

imports of electrical equipment is

impacting the commercial viability of

domestic electrical equipment industry.

However, we are optimistic with

sustained and efficient production the

industry will be able to recover in the

upcoming quarters.

Tell us about the reinvention of brand

OLFLEX by Lapp Group.

Lapp Group is using the SPS IPC

Drives trade show to launch two new

versions of its connection and control

cables, ÖLFLEX® Classic 110 and Smart

108, both tried and trusted names

for over 50 years. The new arrivals

from Lapp promise greater versatility,

performance and efficiency. As a

medium-sized family-owned company,

the Lapp Group has always focused on

quality and innovation, setting itself

standards that are frequently higher

than those accepted as the norm. The


new ÖFLEX® products have been tested

and optimized in in-house research and

test centres. Furthermore, they have

also been certified by the VDE, which

regularly tests them and monitors

manufacturing standards.

The wide-ranging performance

characteristics of ÖLFLEX® Classic 110

connection and control cables make

them suitable for an exceptionally broad

spectrum of applications. They are

oil-resistant and therefore appropriate

for use in power chains, and even

suitable for applications with torsional

movements, such as those typically

found in wind turbines. Furthermore,

unlike its predecessor, the latest

ÖLFLEX® Classic 110 has an expanded

temperature range stretching from

-15°C to 70°C, and can even withstand

up to -40°C when permanently laid. As

a result, it can be installed during the

cold winter months, thereby helping

to cut costs. The ÖLFEX® Classic 110 is

designed to cater as closely as possible

to the individual requirements of Lapp

Group customers. With 145 different

dimensions and up to 100 cores, there

are variants for virtually any application.

Efficiency and sustainability are the

hallmarks of ÖLFLEX® Smart 108. In an

environmentally friendly solution that

also helps to keep costs down, the inner

layer of the outer sheath is made of

recycled PVC reclaimed from in-house

manufacturing processes. In addition,

ÖLFLEX® Smart 108 is geared exclusively

towards use in the most well-established

fields, with standardized lengths and

containers – and the resulting savings in

logistics and packaging are passed on to

the customer. The product is available

in the 29 most common sizes – with

up to seven cores measuring up to 2.5

mm2 – and in fixed standard lengths

and containers ranging from 50 to 1,000

metres in coils and drums. Thanks to

this improved standardization, ÖLFLEX®

Smart 108 is always readily available, and

at a highly attractive price.

Developed in response to a market

characterized by increasingly complex

demands from its various segments, a

growing emphasis on instant availability

and a heightened level of cost-

consciousness, these two new products

mean Lapp is now able to meet the

specific needs of users more accurately

than ever.

Lapp Group is expanding its market in

the renewable energies and life science

industries. Tell us something about this?

With the Government granting licenses

for lot of megawatt of solar energy

and with various states across India

exploring deployment of solar power

plants, there is a lot of potential for

LAPP INDIA in the country. Further, with

attractive subsidies for solar energy

from the Indian Government, we expect

a significant rise in business from this

sector.

We expect good business this year

from installations in India’s solar sector,

mainly since cables form a critical

component of solar panels and modules.

This is mainly due to the fact that cables

in the solar sector need to have a longer

life span as they have to be protected

from ultra-violet radiation.

Your future plans for Lapp India?

The Building Connectivity Solutions

(BCS) division is currently a key focus for

us at LAPP INDIA, in view of the huge

market opportunity identified in this

segment. Keeping this is in mind, LAPP

INDIA has recently inaugurated phase

one of its second cable manufacturing

facility in Bhopal, Madhya Pradesh

which will produce 1,000 kms of single

core cables daily, catering mainly to

the BSC segment. The Bhopal plant has

been divided into four phases and will be completed over a period of 5 years, post which it will become LAPP GROUP’s largest facility globally. As a result of this, LAPP INDIA, being the second largest segment within the LAPP family, is well poised to become the biggest player in the LAPP GROUP in a few years time.

Also, with the state-of-the art manufacturing facility in Jigani, Bangalore nearing its full capacity we plan to invest in expansion of the Bangalore plant. This will help us gear up to meet India’s growing domestic needs.

LAPP cables are largely accepted in the machine tool industry, automobile sectors and our flagship product ÖLFLEX® is popular across the industries. Further, we are increasing capacity to focus on verticals like renewable (solar and wind), Building Connectivity Solutions and instrumentation cables for process industries.

With cables being a key component of solar panels and modules, and huge Government thrust and subsidies for solar energy being offered, this sector has huge business potential for us. While the Government has given out licences for lot of megawatt of solar energy, only a fraction of that has been deployed. However, now with States such as Gujarat, Karnataka, Madhya Pradesh and Rajasthan moving forward to deploy solar power plants, there is lot of scope for LAPP INDIA in the domestic market.

Further the tier-II and III cities have been developing vigorously and we have been witnessing good demand from these regions. Hence we are focusing our efforts on exploring the market potential in these regions by educating

buyers about the significance of quality

products as opposed to the low-priced

sub-standard products.


CASE

STU

DY

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t HolcimLtd.,for a good ten years, the corporation has been represented in Croatia with six concrete factories, a cement plant and three quarry systems. From the beginning, Holcim Croatia has mostly used drive solutions from NORD DRIVESYSTEMS for the belt conveyor systems used in these facilities.

Drive spectrum for heavy-weight conveyor applications

NORD drive systems are ideal for all types of conveyors and suitable for

Holcim, one of the largest producers of construction material worldwide, relies on drive technology from NORD

In its cement plants and concrete factories in Croatia, geared motors of different performance classes are used. Heavy duty is no problem for the NORD products - they are ready for any challenge. That is why both companies have now completed a three-year-contract for the exchange of older drives.

NenadMackic, facility manager in the Sumber quarry, is completely satisfied: “We value the drive technology from NORD due to its high reliability and efficiency. Service and delivery availability are also the best. For good reason, we have been operating NORD products in our quarries for more than 10 years without experiencing problems”

almost all grades, lengths and speeds. Variable speed geared motors with frequency inverters are used for small bucket elevators, whilst unregulated single speed geared motors provide the higher performance required for larger systems. With an efficiency of about 95 percent, the gear units are available in a shaft, foot or flange mounted versions to suit the application. The maximum capacity is up to 200 kW with a maximum torque of 50,000 Nm.

Drive technology in the cement plant: Ex-protection is also in demand

NORD drive solutions are used for all transportation and conveyor tasks in cement production. Some of the drives are designed for operation in explosive environments according to ATEX Zone 21 or 22. Primarily mid-size geared motors are used: Helical, parallel and bevel geared motors up to 45 kW, mostly with protection class IP55, depending on the respective task. A plus point for the difficult requirements is the UNICASE


concept from NORD: All bearing seats and sealing surfaces are machined in a single stage on the latest CNC machining centres. The benefits include extremely high reliability and exceptional sealing with safe handling of even the largest torques combined with high axial and radial load bearing, quiet running, low maintenance and exceptionally long operating life.

NORD DRIVESYSTEMS develops, produces and sells drive technologies with around 2,800 employees, and is one of the international leaders in the industry. In addition to standard drives, NORD supplies application-specific concepts and solutions, even for special applications, for example with energy-saving drives or explosion-protected systems. The annual sales in the 2011 fiscal year amounted to about 412 million Euro. The company founded in 1965 now has over 35 subsidiaries worldwide.

The closely meshed sales and service network ensures optimum availability for short delivery times and customer-oriented services. NORD produces a wide variety of drive units for torques from 10 to 200,000 Nm, electric motors with powers from 0.12 kW to 200 kW as well as the necessary power electronics in the form of frequency inverters and servo controllers. Inverter solutions are available for classical installations in the switch cabinet and for decentralised and fully integrated drive units.

For further details write to NORD DrivesystemsPvt Ltd, 282/2, 283/2, Village Mann,Tal. Mulshi, Adj. Hinjewadi MIDC II, Pune 411057, Visit www.nord.com

www.iatf.inIndia Automation Technology Fair1-3 February 2013Bombay Exhibition Centre, Mumbai

Organized by:-MMI India Pvt LtdTel: +91 22 42554700Email: [email protected]

www.acma-automechanika.inIndia’s Leading International Trade Fair for the Automotive Industry 7-10 February 2013Pragati Maidan, New Delhi

Organized by:-Messe Frankfurt & ACMAMesse Frankfurt Trade Fairs India Pvt. Ltd. Tel: +91-22-6144 5900Email: [email protected]

www.ietfindia.in15-17 February 2013Pragati Maidan, New Delhi

Organized by:- Confederation of Indian IndustryTel: +91 124 4014060-67Email: [email protected]

www.timtos.com.twTaipei International Machine Tool Show5-10 March 2013TWTC Nangang Exhibition Hall, Taipei

Organized by:-TAITRATel. :+91 44 30063616E-mail: [email protected]

www.techindiaexpo.comTECHINDIA will comprise four specialized events catering to individual needs of India’s manufacturing industry3 - 5 May 2013Chennai Trade Centre, ChennaiOrganized by: ITE GroupTel: +91 22 2839 8000E-mail:[email protected]


Located in the village of Les Geneveys-

sur-Coffrane, around 5km from

Neuchâtel in the French-speaking

west region of Switzerland, FELCO

SA is a company with a history dating

back to the end of World War II, when

Félix Flisch, a trained fitter and turner,

set himself what was at the time a

very ambitious goal: to create the

best pruning shears and sell them in

Switzerland, Europe and beyond.

Mr Flisch fabricated the first pair of

FELCO secateurs in the garage of his

home, alongside which the current

factory still sits, today. The reliability

inherent in their simple design, almost

unchanged 70years later, caught the

attention of winemakers at the region’s

many local vineyards; with revenue

from early sales, he set-up his nascent

business.

FELCO Trims Part Costs FELCO is perhaps the world’s leading brand name for garden secateurs, certainly Europe’s. The company manufactures around 1 million pairs every year at its Swiss headquarters, where two, fully automated Haas DT-1 CNC drill-tap machines have replaced conventional stamping with state-of-the-art machining.

The company’s early products were

designed to offer comfort and

ergonomics, inter-changeability of parts

and durability – attributes which have

since become common features of

all FELCO products. Owners of FELCO

secateurs made in the 1950s and 60s can

still buy replacement blades and other

components, in the unlikely event that

they should fail.

With the exception of screws and

springs, all of the company’s secateurs

components are manufactured at its

Swiss plant - the two blades being, of

course, the critical parts. Traditionally

these are produced by stamping,

a process practiced by almost all

companies in the garden tools industry

– until now. With the aid of the latest

Haas DT-1 drill-tap-machining centres,

integrated with robot loading and

transfer, FELCO has differentiated itself

by transitioning to CNC machined blades.

“With our previous method we required

several stamping machines to produce

the blades,” explains the company’s

Manufacturing Manager, Mr Sébastien

Nussbaum. “The initial idea was to

switch to an automated machining cell

to mill and bore, instead of stamp. This

is when we started to look for a suitable

CNC machining centre.”

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The company installed its first Haas, an

EC500 CNC horizontal machining centre,

in July 2011. A VM-2 vertical machining

centre followed soon after, and thanks

to their performance and reliability,

Haas machines also climbed swiftly

up the list of potential investments

for the company’s latest project:

the automated blade machining cell,

where Mr Nussbaum says he wanted

machines that could, amongst other

things, change tools quickly. The Haas

DT-1 has a high-speed, side-mount,

20-pocket tool changer, where chip-

to-chip times are just 1.8 seconds.

“Together with a generous working

area, powerful direct drive spindle and

high rapids and accelerations, the Haas

DT-1 machines offered me an exceptional

price-specification ratio,” he says.

“They provide the foundation for a

manufacturing solution that has changed

the way we make our products.”

FELCO’s two Haas DT-1s combine to

form a single cell using Fanuc LR Mate

200iC vision-enabled robots, set-up

to orientate, load and transfer parts

between the machines. The company

splits the operations on the DT-1s –

one for each side of the steel blades,

which are handed either left or right by

the robots. Operations to tolerances

of 0.03mm include profiling, bore

production, feature milling and blade

point milling. Cycle times average out

at around 40 seconds and annual blade

volumes top 700,000!

“Today, only FELCO is milling blades, and

by doing so we get much higher quality

compared to the stamped alternatives

offered by our competitors,” says Mr

Nussbaum. “Not only is milling a lot

faster as a complete process, there is no

grinding required to finish the blades.”

The new Haas cell runs seven days a

week, 24 hours a day. FELCO has factory

operatives in the plant between 05:00 to

22:00, who “keep an eye on things”, but

during the hours 22:00 to 05:00 the cell

works unmanned, lights-out – a period

Mr Nussbaum refers to as the “ghost

shift”.

From its earliest days FELCO has sought

to bring in-house every process required

to manufacture its product range. This

approach has allowed the company to

systematically integrate technological

advances into each stage of production

and to enhance them with know-how

acquired over 60 years. Today, FELCO

is widely acknowledged as the leading

brand in its field, and has six subsidiaries

distributing its products in more than 120

countries.

Cutting and pruning are seasonal, of

course, by their very nature. In general

there is no pruning in summer, so

FELCO’s production continues for stock

purposes only, with sales typically

recommencing in the autumn, dropping


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off later in the year and recommencing

in spring. In total, 90% of the one million

secateurs produced at the FELCO factory

every year are exported: 15-20% to the

United States, with Europe the next big

market.

FELCO has a history of developing

solutions in-house, even building its

own machines in the past. “We did our

homework before selecting the DT1

machines,” recalls Mr Nussbaum. “They

were supplied by Haas Factory Outlet,

Urma AG, and the robots were supplied

by Robotec. We preferred not to ask for

a finished solution; instead, we wanted

to assemble the cell and create our own

process from scratch, simply because we

have always done so and we have the

in-house expertise.

Reflecting on how things are done

differently compared to when he

joined the company, Mr Nussbaum also

summarises the challenges of keeping

a well-established, Europe-based

manufacturing firm at the forefront of

its market, given the competition it faces

from companies located in lower-cost

regions of the world.

“There were 15 people working in

component manufacturing when I

started in 2005,” he says, “whereas

today there are only five. We’ve pushed

to use CNC wherever possible, to keep

costs down and quality high. As well

as replacing our 15-year-old stamping

cell, the Haas DT-1 cell has allowed us

to remove a number of old, FELCO-built

machines and other conventional mills,

which were not suitable or reliable

enough for high-volume manufacturing.

“It was also important that we

improved the perception of FELCO

as a manufacturer, bringing it into

the 21st century. But, it wasn’t easy.

Without affordable technology like the

Haas machine tool cell, it wouldn’t be

possible. Salaries 30-40 years ago were

quite low in Switzerland, and critically

there was little competition. But, today

you need CNC and you need automation

if you want to maintain quality at high-

volume and you want your products to

remain affordable. It’s as simple as that!”

industrial business MART 42December 2012

All our coaches and Mentors have 15+ years experi-ence at Senior Management Levels and Consultancy

Our performance coaching and group mentoring helps Managers achieve their maximum

potential, tackle challenges and reach goals.

We lead you to personal and professional development, improved productivity

performance and motivation and help you achieve work/life balance.

Group Mentoring via [email protected],000 a month.

To enroll email to: [email protected]

One-on-One PersonalisedPerformance Coaching and Group Mentoring

Practical work based end-to-end solutions.Out facilitators have 40+ years experience.

1. ISO/TS 16949:2009 topics: APQP, PPAP, FMEA, SPC, MSA, VE, Concurrent Engg.2. Lean Manufacturing: TPS, 5S, Kaizen, VSM3. Reliability and Maintainability Engineering4. Project and Change Management5. Business excellence model implementation6. Dynamic strategic management

[email protected],000 per day + expenses.

Problem-Solution Workshops & Consultancy

For workshops and consultancy email to: [email protected]

Please visit our quality integrator website: www.10xQuality.org

industrial business MART 43January 2013industrial business MART 42December 2012

All our coaches and Mentors have 15+ years experi-ence at Senior Management Levels and Consultancy

Our performance coaching and group mentoring helps Managers achieve their maximum

potential, tackle challenges and reach goals.

We lead you to personal and professional development, improved productivity

performance and motivation and help you achieve work/life balance.

Group Mentoring via [email protected],000 a month.

To enroll email to: [email protected]

One-on-One PersonalisedPerformance Coaching and Group Mentoring

Practical work based end-to-end solutions.Out facilitators have 40+ years experience.

1. ISO/TS 16949:2009 topics: APQP, PPAP, FMEA, SPC, MSA, VE, Concurrent Engg.2. Lean Manufacturing: TPS, 5S, Kaizen, VSM3. Reliability and Maintainability Engineering4. Project and Change Management5. Business excellence model implementation6. Dynamic strategic management

[email protected],000 per day + expenses.

Problem-Solution Workshops & Consultancy

For workshops and consultancy email to: [email protected]

Please visit our quality integrator website: www.10xQuality.org


MUDA means waste. Any activity that

does not add value is muda. People, and

other resources, in gemba either add

value or do not add value.

Toyota Production System,also

known as Lean Manufacturing, has

two interrelated components; Muda

and Gemba Kaizen.Muda elimination

is a cost-effective way to improve

productivity and reduce operating costs.

Kaizen emphasizes the elimination

of muda in gembawith minimum

investment.

Each kaizen improvement is small.

However, in a company that follows

the kaizen process many such small

improvements are constantly being

undertaken – mostly on the shop floor

and at customer contact points. These

Gemba KaizenJapanese Road To Competitive SuccessGEMBA, in Japanese, means ‘real place,’ where the real action takes place. Gemba is where the value-adding activi-ties to satisfy the customer are carried out. In manufacturing companies, the three major activities are developing, producing and selling products.

KAIZEN is a unique Japanese concept. Kaizen literally means,“to make better”. Engineers use this term kaizen to refer to continuous improvement.Gemba kaizen means continuous improvement in the work place where value-adding activities are taking place.

Saravjit Singh

CEO, www.10xQuality.org

small improvements accumulate and

lead to spectacular results. Gemba

kaizen has contributed greatly to

the competitive success of Japan’s

companies and to many other companies

worldwide who have adopted lean.

One such company is Autoliv, a giant

automotive components supplier.

The kaizen process involves everyone in

the organization. The Japanesebelieve

that all parts of our work and personal

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life should be constantly improved. The

notable characteristic of Kaizen is that it

requires little expenditure.

When a production process undergoes

continuous improvement for waste

eliminate it leads to cleaner production.

When practicing cleaner production,

the plant manager’s first priority should

be to go to gemba often and observe.

When he goes to gemba, what hesee is

the real data. The reports from gembahe

reads sitting at his desk is merely

secondary information.

In order to use gemba management,

you should follow five gemba principles:

1. Most important principle: when an

abnormality comes to your noticethe

best thing to do is to go to gemba at

once and see things as they really are.

2. Check with gembutsu (machines,

tools, rejects, and customer complaints.)

Gembutsu means tangible things on

which you can put your hands or see. If

a customer is complaining, the customer

is gembutsu. If a machine is down, the

machine itself is gembutsu. When a

machine is down, go to gemba and have

a good look at the machine.

3. First take temporary measures on the

spot. For instance, if a machine is down,

get it started because the show must

go on. If a customer is angry, apologize

immediately. Note that such temporary

measures do not address the real issue.

Thistakes us to the next point.

4. Find the root cause of the problem.

This is done by why-why analysis –

repeating the question “why” several

times till you get to an answer that does

not lead to another answer when you

ask “why”. This is the root cause.

5. Standardize to prevent recurrence.

Once you identify the root cause and

come up with a countermeasure,

you should standardize such a

countermeasure so that the same

problem will not recur. When a root

cause has been addressed the particular

problem connected with the root cause

disappears.

In order to solve problems through

gemba kaizenwe use commonsense

tools, checklists, and low cost

techniques. This approach achieves

significant improvement and is an

essential building block towardstrue

competitiveness.

We should practicegemba kaizen in the

following three areas:

1. Housekeeping. Housekeeping is

necessary for good management.

Through good housekeeping, employees

acquire and practice self-discipline.

Employees without self- discipline make

it difficult for a company to provide

products or services of good quality to

the customer.

2. Muda elimination. People in gemba

either add value or do not add value.

This also applies to all other resources,

such as machines and materials. Muda

elimination is the most cost-effective

way to improve productivity and reduce

operating costs. Kaizen emphasizes the

elimination of muda in gemba.

3. Standardization. A Standard is defined

as the best way to do the job. Standards

prevent recurrence of known problems.

Certain standard must be maintained at

each process in order to assure quality.

As a general rule of thumb, good

housekeeping in gemba reduces

the failure rate by 50 percent, and

standardization further reduces the

remaining failure rate by another 50

percent – giving a total of 75 percent

reduction in failure rate. Yet, many

managers elect to introduce statistical

process control and control charts in

gemba without making efforts to clean

house, eliminate muda, or standardize.

Effective gembakaizen requires eight

steps:

1. Build the right ecosystem. First

ntroduce an effective lean management

system. This helps drive good

standardize-do-check-adjust (SDCA) and

plan-do-check-adjust (PDCA) thinking. It

integrates solid visual controls, andon

response, standard work, and regular

team reflection meetings toengage

in problem solving and then follow

through. The ecosystem requires solid

lean leadership behaviors.

2. Teach and coach basic problem-solving

capability. Good problem-solving skills

are mandatory. Employees at all levels

need practical training, practice, and

coaching.

3. Keep the system simple, transparent,

quick, and local. Bureaucracy is the

enemy of kaizen. Make it easier for

employees to understand the system,

easily know the status of their ideas,

and get quick feedback after they first

submit their idea – say within 24 hours.

Improvement effort and connected

decisions should be handled at the

lowest possible level, i.e., the concerned

work team.

4. Prioritize.When kaizen idea system

gets going, we may get dozens of ideas

per person per year. Such a magnitude

of ideas cannot be implemented at

once. Teams should apply simple ways

to prioritize which ideas to take up first

(for example around ideas’ impact on

the team’s performance metrics and

the effort required to implement). They

should work on no more than a handful

of ideas at a time.

5. Do not separate finding from fixing.


Employees are truly engaged when

they “own” the improvement; meaning

that they themselves discover the

problem and then personally fix, or

help to fix it.

6. Provide nimble resources for

implementation.Effective lean

organizations invest in modest, but

targeted resources to help facilitate

daily kaizen. These resources include

setting up the kaizen promotion

office.

7. Share and manage the change.

Horizontal sharing of improvement

ideas (yokoten) is an excellent way to

recognize those who did the kaizen. This

also inspires others to “borrow” and

further improve on the improvement.

At the same time, have reduced

bureaucracy to manage change to

ensure that practical standardization is

maintained where needed.

8. Promote 3C’s – Challenge, Courage

and Creativity.

• Challenge. Constantly question the

status quo and look for better ways to

perform activities. The challenge can be

stimulated by the envisioned ideal state

and/or a specific target condition. It’s

about closing the gaps. Challenge should

provide the “pull” for improvements.

• Courage. Be ever willing to test

improvement ideas and learn from trial

and error. Lean leaders must actively

nurture an environment within which

people fearlessly (not recklessly) apply

scientific thinking.

• Creativity. Doing kaizen without

creativity is a sterile exercise. We need to

think and act differently in order to get

results.

Where should we start kaizen effort?

We feel that it is best to start with an

average employee’s line of sight that

extends about as far as the circle of his

“self.” See Exhibit 1.

To start with,employeesmay not look

beyond the “self”. So westart by training

and involving them first in “self related”

creature comfort kaizen for themselves.

Recognize their improvements and their

creativity and share it with others.

The four-fold goal of kaizen is easier,

better, faster, and cheaper in that

order. Start with easier improvement

efforts. This develops the employees’

kaizen capability.If done effectively, this

develops their appetite and eyes for

kaizen. You must then expand extend

the line of sight beyond just the self –

progressing from self to team and finally

to the complete value stream.

Autoliv, with headquarters in Stockholm,

Sweden, is the world’s largest

automotive supplier ofcar airbags

and seatbelts as well as passive safety

electronics and active safety systems

such as radar, night vision and camera

vision systems. Autoliv enjoys a global

market share of approximately 35% in

passive safety and around 20% in active

safety equipment. They have operations

in 29 countries and employ 50,000

employees worldwide. They follow lean

manufacturing at all their plants. Exhibit

2 shows the continuous improvement

journey over a seven year period attheir

plant in Brigham City, Ohio, USA.

Exhibit 2: Progression of Kaizen in one

company

One kaizen event takes about five

days. In our February, 2013 Quality

Management column we will discuss

in detail how lean companies do

kaizen. Meanwhile, if readers

have any suggestions or questions

they may please send an email to

[email protected]


GRE

EN IN

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Development in the field of transportation – starting with the steam engine and later automobiles and aircraft – mean that vast distances can now be traversed in a matter of mere hours. Improvements in the medical field have helped prolong human lifespans (Life expectancy of an average American is now 30 years more than it was a century ago).

The process of industrialisation began in the UK in late 18th century and gathered pace throughout the 19th century. The US and rest of Europe industrialised rapidly in the 19th century. But the rate of global industrialisation intensified post second world-war, in the second half of 20th century with countries like China, India and Brazil (and many others) following suit. While this has brought undoubted economic growth and advancement, the costs of development are sometimes overlooked. The process of industrialisation has

depended largely on burning fossil fuels and our societies have become increasingly energy hungry. The rate of greenhouse gas emissions as a result of burning these fossil fuels has increased almost exponentially over the past half a century. The corresponding increase in global temperature over the same period is not a mere coincidence (see chart).

Scientists believe that increase in greenhouse gases in the atmosphere directly contribute to global warming. In addition, industrial and automotive emissions have made most large cities across the world almost uninhabitable. Deforestation is occurring at an unprecedented rate in order to fulfil our insatiable appetite for raw materials and arable land. Clean drinking water is becoming scarcer across the world. Landfills full of non-biodegradable material are now pervasive. Unfortunately, the pace of this energy-

Kaizen for EnvironmentThe advent of industrial revolution has had a very profound effect on human society and mankind has benefitted greatly as a result. Advances in manufacturing technology meant that the luxuries that a very few could afford in the past are now ubiquitous (automobile, electric bulb etc.).

Vijay Allaham

Consultant, Kaizen Institute


hungry and resource-wasteful “growth” shows no sign of abating.

The dangers posed by this unconstrained growth are evident enough. Global temperatures are on the rise – and are projected to continue rising – wreaking untold damage across the world. Natural resources such as oil, coal, and gas however abundant today, are ultimately finite.Deteriorating quality of air and water and scarcity of water have grave implications for human well-being. In spite of this, very little meaningful action has been taken to combat these perils. Global summitry has focused more on apportioning blame for past emissions rather than developing solutions to avert or to mitigate the effects of global warming.

Some businesses have undertaken initiative towards “sustainable” development as a part of their corporate social responsibility and individuals are beginning to develop awareness of the consequences of their actions towards climate change or global warming. However, these are not enough and a fundamentally different way of doing things is required to moderate the impact of our activities on the environment.

The Kaizen Way

Many businesses across the globe have, over the past two decades, adopted Kaizen tools and practices to improve their operations. At a fundamental level, the Kaizen philosophy espouses the identification and relentless effort to minimise or eliminate the seven kinds of Muda(or waste) from our processes. These seven kinds of Mudaare –

1. Overproduction – Producing more than or earlier than customer requirement.

2. Inventory – Excess raw material, work-in-process or finished goods inventory.

3. Waiting – Either a part or a person or a machine waiting.

4. Defects – Producing a defective product or service.

5. Transportation – Movement of material from one place to another.

6. Motion – Movement of a person from place to place.

7. Excess Processing – Incorporating a process customer would not be willing to pay for.

These are deemed non-value added activities (i.e. they add no value to the customer or end user) and through observation and thorough analysis (through tools such as “Value Stream Mapping”) at the Gemba (place where work is done or value is added), they are identified. Improvement activities are usually geared towards minimising or eliminating them from the process. As any Kaizen practitioner or a Kaizen practicing business would vouch, the importance of this simple philosophy cannot be overstated.

In a similar vein, our approach to environment must be fixated towards identifying and eliminating or minimising “environmental hazards”. We have classified them into five kinds and they are –

1. Use of non-renewable energy – Energy generated though sources such coal,

gas, oil, nuclear etc.

2. Air Emissions – a. Emissions through product or service – Harmful emissions generated during the process of making the product or service, or emissions generated during the continual use of the product or service.

b. Transportation emissions – Harmful emissions generated through transportation (air, sea or road).

3. Water – a. Usage – Excess usage or wastage of water.

b. Pollution – Chemicals or harmful contaminants dumped into water sources.

4. Use of non-biodegradable material – a. Direct material – Content of non-biodegradable material in the product.

b. Garbage – Content of non-biodegradable material in disposed waste or garbage.

5. Ecological Damage – Damage wrought to ecological balance by activates such as deforestation or cutting trees or harming the habitat of certain species.

A thorough analysis of all business processes (through tools such as “Green Value Stream Mapping”) must be conducted to identify and quantify these five “environmental hazards”. Once known, a relentless effort to minimise and eliminate these hazards from the processes must be undertaken. Ultimately, businesses must aim to be “Carbon-Neutral”, “Water-Positive” with zero contribution to landfills and with zero ecological damage.

In the long run, if this way of thinking is adopted en masse, businesses and individuals can contribute towards arresting the negative impact of our actions on the environment. Doing nothing or carrying on in the same way that we have over the last century is simply not an option. We may not be left with an inhabitable planet within the next two generations if we do not change our ways.


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Managing a SME in India - Part 1Journey Towards ExcellenceSMEs in India are backbone for industrial growth. Having recognized this, government is trying to offer many oppor-tunities to them. Compared to big corporates, SMEs have unique strength of flexibility. Like catamaran, they can enter small lanes of water flow where big ships cannot enter. In one of earlier articles, I dwelled upon challenges of SMEs.

This series of article focuses on tips to

owners or CEOs of SMEs on managing

their company better when competition

is catching up very high and when big

corporates are trying to take share

of business of SMEs. Many SMEs are

focusing on survival strategy than long

term sustenance strategy. With thinking

of survival alone, focus will be on that

day and somehow do something to

survive without any long term thinking

on the implications of actions. SMEs

need to act for long term sustenance.

1.0 Think big

In my observations, many of SMEs

remain small because they think small.

Gautama Buddha said, “You are able

because you think you are able “. If

the companies start visualizing as big

corporates and start acting like them,

they will catch up to grow faster. I

started mentoring a company who has

achieved a turnover of close to 7 crores

per year after 20+ years.

Knowing well the potential of the

product they are manufacturing in the

market, I asked the owner why the

growth is so slow when it could have

been at least 30 crore Rs per year. I

was surprised by his answer when

he said, “Sir, we are running small

scale industries, how can we grow so

fast?” Problem lies here in that, many

P S Satish

Mentor and ConsultantSaraswati Industrial Services

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companies have concluded that they

cannot grow. Think differently and big. It

will happen.

2.0 Problem is at top

One of SME asked me to study their

company to find out what is the problem

for their growth. Before that he started

telling about problems of small scale

industries, not competent employees,

operations, government policies etc.

For few days, I observed closely what is

happening in the company.

I visited few of their key customers

along with the owner to get a feel of

how customer thinks of the company.

I closely interacted with the employees

and studied their operations, systems

and processes. The owner was curious

to know about my findings after few

weeks. I complemented him for his

realization to study the gap and told him

the root cause of problem was found.

He was shocked when he was told that

the problem is not with employees,

operations, systems or customers but

himself. It took some time for him to

digest till I explained him how his style

of functioning, his thinking, indiscipline

approach,not trusting employees, lack

of customer orientation is affecting the

company.

I saw a board in one of conference room

of a corporate,” Decide whether you

are the part of the problem or solution”.

Introspect yourself, start thinking with

open mind and take support to change.

It may be difficult to change overnight

but it is possible. Start and you can.

3.0 Trust employees

If we go to any SME, we hear a typical

story that someone trusted very high

cheated them. With this one or two

experience, the owner many times do

not believe any employees and start

doing everything themselves. This

limits company growth. He will be

instrumental to develop a bad culture

in the company. In a company I visited

recently in Chennai, all cutting tools

and inserts were in a locker in owner’s

cabin. Any operator who wants this has

to ask the owner. His argument was

that we should not believe operators

and cutters are very expensive. I agreed

with his view but asked him to think how

the operator feels about the company.

How do we feel if mother locks all food

in the house and we have to ask her

to take what we want? Employee will

not develop the ownership if he is not

trusted. I saw ina company that CEO had

allowed only one e-mail for the company

where about 100 employees were

working. He wanted to look at every

mail that comes to company and answer

should go with his consent.

The logic was that his managers do

not know how to write and by writing

something wrong may bring a bad name

to the company. Good control but the

question is will it work when you want

to grow? What do you do? Should you

trust everybody and everything blindly?

Answer is no.

I came across a German proverb which

says “ Vertrauen ist gut aber Kontrolle ist

besser “ meaning that trusting is good

but control is better. The cost of trust in

the long range is lower than not trusting.

Develop a mechanism of control or

check to ensure person is trustworthy.

Trust your employees. They are good

and capable. If not,they will be when you

trust them.

4.0 Allow employees to run

Long back, one of my bosses in a

company told me, “ As a Manager, your

job is to allow your subordinates to run

and to remove obstacles on the way”.

What are we doing? Many times in the

name of guidance or non-trusting, we

become or create obstacles. It is but

natural for people to make mistakes.

Who has learnt or mastered without a

mistake?

Every mistake is an opportunity for

learning next step. I was talking recently

to my counterpart in Chennai and

he narrated an incident in his career

when he started. He was working in

motorcycle company Jawa as testing

engineer. He had to test motorcycle

by riding 1-2 kilo-meters at the end of

line,which he was afraid lest he will

damage the bike, though he knew how

to ride. His boss came to know about it

and also the reason.

He said to my friend one day, “ Today

you are going to ride for testing and

I want you to damage at-least 2 bikes

“. My friend started and there were no

accidents. His confidence increased. In

companies, we ask employees to run

with too many restrictions and obstacles.

Toyota culture encourages employees to

make mistakes so that they learn better.

Do not be an obstacle but a remover of

it. Employees are capable of running and

allow them. Ask them to make mistakes.

It is rewarding.

I will continue the article in the next

issue. Please send your inputs, remarks,

suggestions to P.S. Satish, Mentor

and Trainer, M/s Saraswati Industrial

Services, Q-103, Mantri Paradise

Apartments, Bannerghatta Road,

Bangalore-560076. Mobile: 9845043202

Email :[email protected] Wishing

good day to you all.


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In the battle for market share, products

and brand differentiation is carefully

designed towards different segments in

the product space. The entire advertising

Industry is created to persuade

predetermined groups of consumers

by using controlled communications to

push an image or benefit of the offer.

The first dent in this system came from

the Internet & dot-com., advertisers

discovered that traditional persuasive

techniques are losing their effectiveness.

The rise of Active Consumer has

shattered the old company centric

model of Brand Creation. Advertising is

been substituted by word of mouth.

Web-linked consumer communities

have access to the information to

make decision and declare their own

Being Responsible is a BrandThe brand has traditionally been a focus of company’s communication with the customers. Companies especially with a large consumer base - communicate a bundle of benefits through their Brand positioning.

assessment.

Communication which once flowed

from Company to consumer is now

intercepted by the opinions of co

consumers. They discuss, evaluate, and

make independent judgment. Most

influencing factor in this judgmental

process is the Companies Responsibility

status in terms of promises, deliverables,

services & value co- creation with them.

Earlier the brands were created by

advertising and communication. No

more, now it evolves from the quality

of experience. The consumer can very

easily assign RESPONSIBLE OR NON

RESPONSIBLE tag to each company they

deal with.

Now a company’s transition to capture

this new opportunity is embedded Vivin Agarwal

Product Architect & Social Entrepreneur

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with an image which is rated on a

Responsibility scale. The fact that the

Brand is now rooted in an individual’s

experience has demolishes the myths of

traditional advertising. The experience is

the outcome of one’s interaction, which

cannot be predetermined or pushed by

an advertiser.

“Being Responsible” becomes major

image makeover in the company’s brand

management exercise. The new focus

must be fostering consistent feelers in

this domain. A collective experience of

the customers that creates the trust

and in turn defines the Brand. Creating

a unified experience across multiple

domains such as banking, engineering,

travel, hospitality, healthcare etc.

represent a new challenge to firms that

goes to the heart of creating trust and

graduate to be “Responsible”

The company can push products and

services to the consumer in many

ways, if it does, the result is likely to

be a set of fragmented and vastly

varying experiences for customers. The

challenge to managers is one of ensuring

a consistent quality of experience across

multiple channels, which qualifies them

to be recognised as being Responsible.

Different stages of establishing the

Responsible tag.

Companies have evolved through several

stages in their practice of managing

customers and their reactions.

Let us assume the company cannot

address the customers’ expectations,

this is no focus stage.

This is followed by the reactive stage.

Company graduates to understand the

expressed desires of the customers

and identify their problems and start

attending to them as and how they arise.

In the third stage it is responsive. A

responsive company doesn’t merely

react to customer’s complaints; it

performs consistently and without

complaint, demonstrating through

voluntarily actions its concern for

customer satisfaction. A responsive

company might call back a defective

product and replace it for free.

In both the reactive and responsive


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stage the company is still concerned

entirely with the current products and

services. In fourth Anticipatory stage,

the company moves beyond these

limitations.

Anticipating is shaping expectations-

educating current and potential

consumers as to what the world could

be like. If only a few companies are doing

the job of anticipating, even a few have

reached the shaping stage. Failure to

educate consumers about the emerging

technologies, products, services and

opportunities of the future has already

cost the business dearly.

Traditional one-way format of

business promotion- press release,

advertisements, publicity stunts-- can

not engage the customer in a dialogue

that they are part of the business, the

company is responsive to them.

Inviting them in a purposeful dialogue

means being open not only to educating

the customers but to being educated

by them as well. The customers do not

become loyal instead become passionate

advocates and activist for the company.

It is believed that in time, new

approaches and tools consistent with

a new responsive based assessment of

a company will emerge that will offset

the current practices of influencing the

customers.

Aluminium is an important metal in manufacturing, due to its versatile properties and the many applications of both the processed metal and its alloys in different industries. ‘Fundamentals of Aluminium Metallurgy’ provides a comprehensive overview of the production, properties and processing of aluminium, and its applications in manufacturing industries.

The book is divided into three parts. Part 1 provides a comprehensive overview of production and casting of alluminium and its alloys. Readers can have a brief

Fundamentals of Aluminium Metallurgy Production, Processing and Applications

Edited by: R Lumley, CSIRO Light Metal Flagship, Australia Year of Publication: November 2010 Price: 19750/-

idea of how the raw materials used in the aluminium production process, energy efficiency in the utilization of carbon anodes and the past, present and future of primary aluminium production.

The Second Part considers metallurgical properties of aluminium, fundamentals and models of work hardening and its application to industrial alloys, the commercial trends and the future.

Part 3 shows us the processing and application of aluminium and its alloys to specific industry areas such as Aerospace. Here, one can find out the

mechanical joining, fusion welding, solid state welding, aluminium sheet fabrication and the Rapid Prototyping of aluminium.

The book has been dealt with a wide range of data , facts, figures, case studies and designs as per the industry basis. With its distinguished editor and team of expert contributors, ‘Fundamentals of Aluminium Metallurgy’ is a standard reference for researchers in metallurgy, as well as all those involved in the manufacture and use of aluminium products.


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Emergency Stop Button with Illuminated Base and Safety Light Curtain with Integral MutingNew safety products from Banner Engineering also increase productivity. An innovative illuminated Emergency Stop

button and a Safety Light Curtain with integral Muting have been introduced by Banner Engineering.

First stop button to combine action and

status indication

The new U.S. patent-pending 30 mm

mount Emergency Stop pushbutton

combines safety operation and high

visibility status indication in one

housing for the first time. With no

assembly, individual wiring or additional

enclosure required, the E-Stop enhances

productivity as well as safety.

The button base is illuminated in yellow

when the button is armed and the

machine is running or enabled to run.

When the button is pushed, the steady

yellow turns to flashing red, allowing

quick identification of the actuated

button to reduce downtime. Multiple

buttons can be connected with CSS

Series Hookup Cordsets, and some

models are compatible with popular

safety bus I/O gateways.

The illuminated Emergency Stop buttons

are available with 30 mm mounting base

or in surface flush-mount configuration.

They are CE compliant to ISO 13850 and

IEC 60204-1.

Integral Muting eliminates need for

external module or controller

Banner’s new EZ-SCREEN Low-Profile

Safety Light Curtain has a built-in muting

function that reduces installation and

wiring costs. Seven predefined muting

configuration options are available,

including Bypass, Mute-Dependent

Override, Mute Enable, and Mute-cycle

time extensions for “L”-style cell exit

applications. Setup can be performed

without a PC or other device; DIP switch

configuration features many of the same

functions as a standard EZ-SCREEN.

With a variety of sizes up to 1.8m, end-

New illuminated Emergency Stop button from Banner Engineering glows yellow when armed, changing to flashing red when alarm button is pressed.

Illuminated Emergency Stop button is available with 30 mm mounting base (shown) or flush mount enclosures.

Multiple illuminated E-Stop buttons can be connected with CSS Series Hookup Cordsets.


With integral muting function, the new EZ-SCREEN Low-Profile Safety Light curtain facilitates setup, reduces wiring requirements and cuts installation costs.

to-end sensing and compact design, the

two-piece optoelectronic device creates

a “screen” of synchronized infrared

sensing beams to guard machine

hazards.

The low-profile, low power consumption

screen is designed for use on smaller

production machines but is robust

enough for large power presses. It is

FMEA tested to ensure control reliability

and third party CE certified to Type 4

(IEC61496), Category 4 PLe (EN/ISO

13849-1), SIL3 (IEC61508).

Banner Engineering is a leading

manufacturer of vision, photoelectric

and ultrasonic sensors, fiber optic

assemblies, machine guarding systems,

measurement and inspection systems

Muting allows entry and exit of materials but keeps personnel safeguarded from machine hazards

and wireless network products. The

company provides local application

support worldwide.

For further details write to

Banner Engineering India Pvt. Ltd. Tel:

+91-(0)20-6640-5624 Email: salesindia@

bannerengineering.com


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This new variant allows components to be transferred onto the machine on their machining fixtures and also allows the use of automated systems such as robots and conveyors. The system can inspect features on parts up to 300 mm tall, with rapid changeover to smaller parts using an extended fixture plate spacer.

Since its launch Equator systems have been installed in multiple automotive, aerospace, medical and electronic companies across the world. Users have been attracted by the reduced purchase, maintenance and fixture costs compared to traditional gauges, plus the ability to gauge multiple parts and to re-program for design changes. Equator 300 Extended Height systems have already been supplied to customers looking for the flexibility allowed by an extra 150 mm height below the measuring volume.

In seconds, users can load parts that are still attached to the fixtures used during machining operations. The Equator fixture plate can be easily exchanged for other plates, each mounted to the Equator base using highly repeatable three-point kinematic seats. The plates can also be exchanged for fixture plate spacers, allowing smaller parts on their own fixture plates to be gauged in the same measuring volume.

Turnkey installations

Since the launch of the Equator gauging system in 2011, many customers have also taken advantage of the turnkey programming service offered by Renishaw and its partners. Using

Renishaw Equator™ 300 Versatile gauging takes a step upFollowing the widespread success of the Equator™ 300 gauging system launched in 2011, supported by a turnkey installation service and global support network, Renishaw has expanded the range with the new Equator 300 Ex-tended Height system. Developed in response to customer needs, it provides users with extra fixturing space below the measuring volume.

Renishaw’s comprehensive MODUS™ software, experienced engineers work closely with a customer to generate programs that allow a wide range of parts to be gauged on a single Equator system.

A customer’s shop-floor staff then simply select and run programs using the intuitive Modus™ Organiser operator front-end software, requiring little or no training. The Organiser software can report gauging results with a simple ‘pass’ or ‘fail’ message, while also allowing a full inspection report to be viewed.

Global support

Reflecting the international nature of many modern manufacturing organisations, Equator customers have been able to take advantage of Renishaw’s extensive network of Equator support engineers. Projects initiated in one country or region can be easily transferred and locally supported in multiple locations. Renishaw now has approaching 70 regional support offices and multiple approved partners, covering every industrialised area of the world.

Equator principle of operation

Equator is a radical alternative to

traditional dedicated gauging, filling a gap in the market never before addressed. The patented low-cost design, unique in construction and method of operation, is capable of high-speed comparative gauging for inspection of high-volume manufactured parts. Equator is a lightweight, fast and highly repeatable gauge that operators can use with ‘push-button’ simplicity. Equator can switch between parts in seconds, perfect for flexible manufacturing processes or accepting parts from multiple machines.

Thermal stability

Equator’s innovative and highly repeatable gauging technology is based on the traditional comparison of production parts to a reference master part. Re-mastering is as swift as measuring a production part and immediately compensates for any change in the thermal conditions of a shop-floor environment. Equator


can be used in factories with wide temperature variation – simply re-master and the system is ‘re-zeroed’, ready for repeatable comparison to the master.

Traceability to calibrated CMMs

Master parts do not need to be expensive custom parts like those used on a traditional gauge; users simply take a production part and measure it on a co-ordinate measuring machine (CMM) to establish the variation from CAD or drawing nominals. The results from CMMs can be configured to be used directly within the Equator software.

Effectively, the calibrated absolute accuracy of the CMM (often located in remote temperature controlled rooms to ensure accuracy) can be ‘extended’ onto the shop floor to provide calibrated traceability to Equator measurements.

With the calibration file loaded into the Equator software, measurements made in the Equator system can be referred back to the CAD or drawing nominals.

Low-cost fixturing

Compared to dedicated gauging, Equator cuts fixture costs considerably. By using fixturing that positions parts to within 1 mm of where the master was measured, there is no significant effect on system repeatability and the need for expensive precision fixtures is removed.

Integrated stylus changing

Further versatility is offered by the Equator-specific stylus changing rack, included in the purchase price of an Equator system, which allows automated in-cycle changing of SH25 stylus holders. The SH25 holders couple

to the industry-standard Renishaw SP25 probe, allowing Equator users to swap the stylus configurations without re-qualifying each time. Up to six stylus combinations can be loaded into the rack at any time and they can be used on a single complex part or with multiple parts of varying geometries.

The versatile gauge

Equator is unique in its design and method of operation, and has already changed the thinking of hundreds of production engineers, making Equator the new gauge of choice. The versatility and repeatability Equator offers is re-defining the world of gauging.

For further information on our gauging range visit www.renishaw.com/gauging


As worldwide market leaders, mayr® power transmission has offered the widest range of products in load-holding, load-separating, torque and force-limiting, frictionally locking, positive locking, magnetic, controllable and switchable torque limiting clutches for decades. Despite this extensive selection, the company permanently records demands from all different branches for new, application-optimised torque limiting clutches, as the standard type series available on the market are

unable to fulfil the increased demands optimally.

Test stand technology is one of these application areas. Here, torque limiting clutches must primarily be suitable for extremely high speeds. Furthermore,

Mayr - New application limits for torque limiting clutchesPerfect torque limiting clutches for test stands

Test stand applications place highest demands on torque limiting clutches, which quickly overstrain the standard

designs available on the market. Therefore, mayr® power transmission has developed new torque limiting clutches,

which meet the demands and which are suitable for speed values of up to 16,000 revolutions per minute.

they must be able to transmit the torque in a backlash-free and torsionally rigid manner. In case of malfunctions, protection of the high-quality systems must be guaranteed. When dealing with high speeds, the only expedient option is a residual torque-free separating (disengaging) torque limiting clutch, so that in case of overload, the rotational energy stored in the uncoupled masses can slow down freely.

With the type series EAS®-HSC and EAS®-HSE, mayr® power transmission

has developed new torque limiting clutches tailored for the extreme demands of test stand technology. Both construction series are based on tried and tested design principles, which have proven their worth for decades.

The basic prerequisite for the application of a torque limiting clutch in high-speed applications is, among other things, a high balance quality in each individual component, in order to reach optimum

running smoothness of the drive line on combination of the components. When speeds increase, imbalances cause substantial centrifugal forces and vibrations. This puts a strain on the entire test stand construction, leads to uneven running and falsifies the test results of the measurement

devices. Therefore, optimising the mass imbalance was a top priority in the development of the new high-speed clutches.

In comparison to the standard torque limiting clutches available on the market, the new test stand clutches EAS®-HSC and EAS®-HSE provide numerous technical features. At first glance, the extremely compact design of the clutches is noticeable. The high performance density reduces the rotating masses and has a positive effect on the running smoothness and the machine dynamics.

Torque limiting clutches consist of many individual components, which must not change their positions within the clutch in mounted condition and also in case of overload. This is guaranteed through certain design features. Furthermore, the clutch is balanced in completely installed condition to a balance quality of G2,5, reference speed 3000 rpm.

In order to guarantee that the completely installed torque limiting clutch, which is set to the respective torque and balanced, also provides the required balance quality after integration into the customer system, the joint clearance between the customer shaft and the clutch bore is minimised. The clutch bores are designed in quality 6 in the standard series. Furthermore, the frictionally locking shaft-hub connection guarantees backlash-free torque transmission.

On the test stand clutch EAS®-HSE, individual overload elements transmit and limit the torque. The torque can be varied greatly via the number of elements and the layering of the installed cup springs.

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Disengaging, backlash-free EAS®-torque limiting clutch in combination with a backlash-free ROBA®-DS all-steel disk pack coupling, installed into a test stand at ThyssenKrupp EGM, Langenhagen.

External reaction forces which have an effect on the output flange of the high-speed clutches are absorbed by a high-quality clutch bearing, and therefore do not influence the disengagement mechanism. The precise torque limitation remains intact. In case of blockage of the drive line, the torque limiting clutch disengages instantly. The input side to output side of the EAS-High Speed is accelerated extremely quickly. The high-quality clutch bearing is designed to absorb these accelerations.

After overload occurrence, too, the position of the individual components to each other must not change. On clutch disengagement, the input and output are rotated in relation to one another. Therefore, it must be guaranteed that the initial position is re-established after re-engagement. That is why the new test stand clutches are disengaging, with synchronous re-engagement.

On the EAS®-HSC, the torque in normal operation is transferred via balls which engage simultaneously into the grooves of the hub and the output flange. Cup springs pre-tension the balls via a ring. The amount of spring force is proportional to the transmittable torque.

This principle also remains backlash-free in case of wear on the grooves. mayr® power transmission uses cup springs with falling characteristic curve in their torque limiting clutches. This means that the torque is transmitted torsionally rigidly until the pre-set disengagement value is reached. In case of overload, the spring pre-tension force is reduced, and the clutch disengages precisely.

After disengagement, a special disengagement mechanism ensures that the clutch remains disengaged. The drive line can slow down freely. During the stopping time, there are no engagement impacts, which might have a negative effect on the drive line, in particular on the torque measurement device. The torque transmission unit is designed so that re-engagement is only possible at the disengagement position. This means that the individual components of the clutch always have the same angular position to each other during operation, and the balance quality is maintained. The special disengagement mechanism enables easy, fast re-engagement without major expenditure of force.

On the EAS®-HSE, individual overload elements transmit the torque via

positive locking. In case of overload, these overload elements disengage and separate the input and output almost residual torque-free with high switch-off and repetitive accuracies. The kinetic energy of the rotating masses, which is stored in the system, can slow down freely. The elements do not re-engage automatically. They remain separated until they are re-engaged manually or via a device. The position for synchronous re-engagement to maintain the balance quality is clearly marked on the clutch.

The new test stand clutches are supplied in flange design for the attachment of customer-side elements or with torsionally rigid single-jointed or double-jointed disk pack couplings. In addition to the classic connection of 2 shafts, mayr® power transmission offers adaptor flanges for the direct integration of standard measurement flanges. This enables extremely compact overall designs.

The EAS®-HSC type series covers a nominal torque range of 5 to 1,000 Nm with 5 construction sizes. Depending on the size, speeds of 6,000 to 12,000 rpm are permitted. For the EAS®-HSE type series, 3 sizes for torque values of 500 to 5,700 Nm have been realised up to now. Plans have been made for four additional sizes. The complete type series will be able to cover torque values of 300 to 25,000 Nm and speeds of up to 16,000 rpm.

Due to their characteristics, the new torque limiting clutches EAS®-HSC and EAS®-HSE are not only suitable for test stands, but are also the perfect solution for all other high-speed drive axes.

For further details write to National Engineering Company (NENCO), J-225, MIDC Bhosari, Pune 411026 Tel: +91/2027474529 Email: [email protected]


The whole initiative named “Jagruti”, which is an endeavour of “Udaan” was highly paid attention during previous IMTEX and this year also the organizers expect a massive attendance from the enthusiastic engineering students.

“We in IMTEX give the opportunity to the industry as well as the academia to interact with each other solving their queries and opening new windows towards development. This year “ Jagruti” has been held up for all engineering students who wants to make their career in manufacturing firm, entrepreneurs from small scale industries to learn and share the basic fundamentals.”, said Mr. Shailesh.R.Sheth, the past President and the Chairman, Media of IMTEX 2013.

Indian Machine Tools Manufacturers’ Association has formed this club named “Udaan” much earlier with a positive

Industry meeting Academia to cultivate future ‘think-tanks’Development will only follow in our country when the industry will meet the academia and this year, Indian Machine Tool Manufacturers’ Association is going to spot the light again on this issue at IMTEX by arranging “Academia- Indus-try Synergy” which is the need of the hour. During IMTEX, IMTMA has held a special interaction space for the students of various engineering colleges and the leaders of different manufacturing association, technocrats, and entrepreneurs from SMEs as well as the researchers from high-end technical institutions.

note to involve the second-generation entrepreneurs, emerging leaders and young professionals of the machine tool industry into the mainstream activities of the industry. Thus, the tagline is very tuned to the objectives: Emerging Leaders Expanding Horizons.

Udaan members consist of the young entrepreneurs, young professionals being nurtured with CEOs/COOs as well as the second generation of the family-owned enterprises. Its key objectives are to nurture, develop and foster leadership development, to groom fresh talent giving them the confidence to think creatively and individually and to encourage and enlist their active participation in all initiative of Industry and Association.

Udaan has framed its own charter and to execute this, all Udaan members have set up ‘Action Plans’ for the group and

the industry in large. The ‘action plans’ are segmented under four categories: Leadership, Management, Vision and People.

After developing self-identity, an entrepreneur can focus on leadership development and through self-empowerment and setting high goals and values; family and professional management can be combined up. Academia – Industry synergy should be addressed in a larger perspective to share and learn best business practices. Udaan, doing this, is actually selling exciting future of Machine Tools to young engineers.

As Machine Tool is the basic of all manufacturing industries, every industry should identify and encourage these synergies. Colleges should come out with projects like special visit to industries, plant visit, seminars where the students can meet business leaders, make presentation of their own manufacturing solutions, develop and sustain information regarding R&D as well as the industry people can also learn about the latest research on the technologies and manufacturing solutions. IITs and IIMs are already in execution of this kind of seminars. It will definitely help to re-define work-life balance making India globally competitive.

To know more about ‘Udaan’, please contact Mr. Srinjoy Das at [email protected]

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Online High Pressure Washing, Ultrasonic Cleaning, Drying and Inspection System from NTBSubject system includes the following sections :

1. Washing Section : Equipped with large-opening plastic modular belt conveyor with side-walls. Components pass through multi-stage high pressure, high velocity jets of water and/or solvent from both top & bottom sides of the conveyor .High washing efficiency is achieved with a recycle system using a double diaphragm pump. After washing the components are transferred to Ultrasonic large-opening plastic modular belt conveyor.

2. Ultrasonic Online Cleaning Section : Ultrasonic waves generating transducers are built into the chamber of this section, just under the side-wall conveyor belt. Vacuum Bubbles formed due to cavitation collapse with enormous energy and pressure resulting

into effective surface cleaning of the moving components.

3. Hot Air Drying Section : Components from ultrasonic cleaning section are then transferred to the high efficiency hot air dryer for continuous drying of wet components.

4. Inspection Conveyors : This stage is equipped with belt suitable conveyors driven with a variable frequency drive for online inspection of components.

Applications :Online industrial ultrasonic cleaners are used in automotive, sporting, printing, marine, ceramics products,medical, pharmaceutical, electroplating, disk drive components, engineering and weapons industries.

For further details contact NTB International Pvt Ltd, 622/2,Kuruli, Pune - Nasik Highway, Tal: Khed, Dist: Pune- 410501 Tel: +91 2135 309 201/ 235,Cell no.9322594371 E-Mail: [email protected], [email protected]

Washing Section

Ultrasonic Cleaning


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Ref Number : 7159137Tender Number : 2012000316Buyer/Seller : Ordnance Factory BoardRequirement : Supply of Herring Bone Gear Location : Katni Madhya PradeshDocument Fees : Rs.250EMD : Rs. 246,000Closing Date : 31/01/2013 at 17:00 Hrs.

Ref Number : 6975005Tender Number : NCL/SGR/MMD/112A1081/82Buyer/Seller : Northern Coalfields LimitedRequirement : Conclusion of Rate contract (valid for one year) for supply Of worm wheel and worm pinion of p and h 1900 al shovelLocation : Singrauli - Madhya Pradesh-Document Fees : Rs.5,000EMD : Rs.206,000Estimated Cost : Rs.10,300,000Closing Date : 31/01/2013 at 13:00 Hrs. Contact Details : Northern Coalfields LimitedSingrauli, Madhya PradeshDocument Sale To: 31-1-2013 at 11:00 Hrs

Ref Number : 7123240Tender Number : SWR/TM.506/YPR/S/TN/2012-13/03Tender Prod. No : SWR/TM.506/YPR/S/TN/2012-13/03Buyer/Seller : South Western RailwayRequirement : Supply of Hydraulic FiltersLocation : Hubli - Karnataka - IndiaDocument Fees : INR172EMD : INR2,000Estimated Cost : INR95,600Closing Date : 30/01/2013 at 15:00 Hrs. Contact Details : Shri D.G Diwate0836-2289801. PCE office Head Quarters Gen-eral Manger Complex, South Western Railway Club Road, Keshwapur, Hubli- 580023Document Sale To: 30-1-2013 at 15:00 Hrs

Ref Number : 7129678Tender Number : SWR/TM.506/YPR/S/TN/2012-13/03Tender Prod. No : SWR/TM.506/YPR/S/TN/2012-13/03Buyer/Seller : South Western RailwayRequirement : Supply of Hydraulic Filters as per description mentioned in scheduleLocation : Hubli - Karnataka - IndiaDocument Fees : INR172EMD : INR2,000Estimated Cost : INR95,600Closing Date : 30/01/2013 at 15:00 Hrs. Contact Details : Shri D.G Diwate0836-2289801. PCE office Head Quarters, Gen-eral Manger Complex, South Western Railway Club Road, Keshwapur, Hubli- 580023Document Sale To: 30-1-2013 at 15:00 Hrs

Ref Number : 7151933Tender Number : 2420122505Tender Prod. No : 2420122505Buyer/Seller : Chittaranjan Locomotive WorksRequirement : Supply of Pneumatic Chisel For more detailed please log on to www.ireps.gov.inLocation : Multi Location - Multi State - IndiaClosing Date : 29/01/2013 at 00:00 Hrs. Contact Details : Chittaranjan Locomotive Works

Ref Number : 7117212Tender Number : Tender Prod. No : Buyer/Seller : Eastern Coalfields LimitedRequirement : Supply of 4 sets 250MH x 38 LPS Centrifugal Pump Set completion with Motor, Starter, Cable and other Accessories to operate in Indian Coal MinesLocation : Burdwan - West BengalDocument Fees : INR5,675EMD : INR111,942Estimated Cost : INR5,597,088Closing Date : 29/01/2013 at 13:00 Hrs. Contact Details : R P Pandey, 03416451079 General Manager (PR), Eastern Coalfields Limited, Sanctoria, Dishergarh, Burdwan, West Bengal, 713333

Ref Number : 7123316Tender Number : SO(MM)/KTA/HEMM/NIT/12-13/1081Tender Prod. No : SO(MM)/KTA/HEMM/NIT/12-13/1081Buyer/Seller : Central Coalfields LimitedRequirement : Supply of Spares – Gear Brake, Spring, Disc Fiction, Screw Flatihead, Plate Pressure, Screw Hsfh, Spring, Roto Seal, Switch Pressure, Valve Solenoid, Leven Trip, Pinion Crowd Motor, Shoe Slid, Plate Yoke Slid, Arm Lever for 182M,10 Cum Marion Shovel.Location : Ranchi - Jharkhand - IndiaDocument Fees : INR2,000EMD : INR20,772Estimated Cost : INR1,038,600Closing Date : 29/01/2013 at 13:00 Hrs. Contact Details : Gksingh, 06512360716/257 Darbhabga House, Ranchi, Jharkhand-834001Document Sale To: 28-1-2013 at 16:30 Hrs

Ref Number : 6975419Tender Number : NCL/SGR/MMD/111A1093/85Buyer/Seller : Northern Coalfields LimitedRequirement : Conclusion of rate contract valid for two years for supply of spares of orbitrol valve assembly for bh 85 t dumper.Location : Singrauli - Madhya Pradesh Document Fees : Rs.5,000Estimated Cost : Rs.14,000,000Closing Date : 29/01/2013 at 13:00 Hrs. Contact Details : Northern Coalfields LimitedChief manager(mm), nclhqrs., Singrauli, MP.Tel # 9406711641, Document Sale To: 29-1-2013 at 11:00 Hrs

Ref Number : 7137759Buyer/Seller : Punjab Rural Water Supply And Sanitation ProjectRequirement : Providing & installing 200mm i/d straight Tube well with Reverse Rotary Rig up to 150 mm depth, Pump chamber, pumping machinery, disinfection unit and distribution pipe etc. Construction of one No. RCC OHSR 100000 Itrs capacity having height 25.00 mtr up to FSL and 20.50 m up to bot-tom slab as per DWSS standard.Location : Ludhiana - Punjab - IndiaEstimated Cost : Rs.4,168,079Closing Date : 30/01/2013 at 14:00 Hrs. Contact Details : Punjab Rural Water Supply & Sanitation Project, Ludhiana, PunjabDocument Sale To: 26-1-2013 at 17:00 Hrs

Ref Number : 7137659Tender Number : 65/2012Buyer/Seller : Public Health Engineering DepartmentRequirement : Drilling of Tube well, Hand Pump Installation & Platform Construction Location : Sarguja - Chhattisgarh - IndiaDocument Fees : Rs.750EMD : Rs.11,960Estimated Cost : Rs.598,000Closing Date : 30/01/2013 at 17:00 Hrs. Contact Details : Public Health Engineering Department, Sarguja, ChhattisgarhDocument Sale To: 28-1-2013 at 17:30 Hrs

Ref Number : 7157333Buyer/Seller : Punjab Rural Water Supply And Sani-tation ProjectRequirement : Providing Sewerage Scheme & Sewage Treatment Plant at the Village Rampur Kalan. Supplying And Laying Of Upvc Pipes, Construction Of Sewage Treatment Plant Based On Waste Stabilization Pond Technology Of 0.224 MLD Capacity Including Pumping Station, Collecting Tank, Machinery, Specials, And Site Development Complete In All RespectsLocation : Patiala - Punjab - IndiaDocument Fees : Rs.5,610EMD: Rs.253,000 Estimated Cost:Rs.12,671,000Closing Date: 30/01/2013 at 17:00 Hrs. Contact Details: Punjab Rural Water Supply & Sanitation Project , Patiala, Punjab

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Get Access To 20 Lakh Global Tenders Annum only on www.TenderTiger.com Contact : Mr. Amit Bhanushali – Chief Manager, e-Procurement

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Dear Readers,

Heartiest New Year Greetings for 2013! Emerald has been declared the official colour of this year. It signifies growth, renewal and prosperity through its lively, radiant and lush green colour. It is a symbol of regeneration, accomplished through Persistence.

Persistence gives confidence and continued right mental attitude followed by consistent action, which in turn brings success. A legacy in form of Sachin Tendulkar, India’s most admired sportsperson, proved this fact -time and again - in the past two decades of his Cricket Career. His recent retirement from the ODI Cricket was a reminder of this quality.

With the passage of 2012, there have been various lists of Most Admired People, and Most Admired Companies that have been published revealing the people and the companies who made greatest impact during the year. Barack Obama and Hillary Clinton were voted the Most Admired Man and Woman for 2012, as per a survey. Apple Google, and Amazon were sequentially the top three most admired companies as per FORTUNE’s survey. Such companies are structured for long terms and are able to deal with short-term opportunities and threats. They go to great lengths to create the right conditions for their people to thrive. Finally, they make sure they have the right leaders and the right talent. Following are the four essential ingredients of their recipe for success : Strategic excellence, Structures and processes that sustain performance over time, Achieving success through their people, Placing a high value on leadership and talent.

The arrival of 2013 is also important for the ‘Internet’, a revolutionary and cheap communications system that has transformed the lives of billions of people across the world, since it turns 30 now. The computer network officially began its technological revolution when it fully substituted previous networking systems on January 1, 1983.

Meanwhile, a gauge of raw-material prices ranging from burlap to steel may point to improving global growth amid signs of an industrial recovery in China and the United States, the biggest users of commodities. As always, Chinese economic growth could give a real shot of adrenaline to many commodities, say most of the fund managers. In fact, some of them opined of a global resurgence in commodities markets. In fact, Wheat posted the biggest gain in 2012, among the 19 commodities in the Thomson Reuters-Jefferies CRB index, soaring 19.2% despite falling for three straight months. Corn and Soya beans were the next gainers, despite drought during the year. (Courtesy The Economic Times)

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

Till then, Happy Technology !

Manoj Kabre Member, Editorial Advisory Board (EAB)

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