mart october 2013

www.martonline.in 1October 2013

A World First

Hybrid servo cable with bus element for the energy chain from igus

Electronics to Increase Productivity Creating New Designs of Automation

Volume 10 Issue 4 October 2013 Pages 52 `100

Rapid Prototyping is not just

3D Printing

The Ethics of Sound Corporate Social Responsibility (CSR)

Journey Towards Excellence

What a Dog and a Monkey Taught Me About Management at Google

DOE to the Rescue

Good is Better than Best!

www.martonline.in2 October 2013


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Dear Readers,

India, one of the fastest growing economies, is on the limelight again, inviting worldwide interest over its first Mars Mission

which is scheduled to be launched during the first week of

November 2013 by ISRO. After US, Russia, Japan, China and the European Union, India will be the sixth country to achieve the feat of having a mission to the Red Planet. Over the last sixty six years India progressed a lot in different fields and we are no

lesser than any other human races in the world. But with all these achievements, are we Independent?

For a stable life we have to be dependent. We must in-depend or out-depend is the matter of concern. Its normal that we always depend on others. Be it parents, spouse, children, friends, administration, so many who comes on our way in life. Our life always becomes an uncertainty with the positive or negative changes occurred with the people we depend on. You can never help this out, until and unless you become in-dependent. Life starts and ends with self. Unfortunately at one point of time, we tend to forget the strength we possess and look to get supported outside. Even the society teaches us from the beginning to become out-depended.

Being in-dependent is taking the responsibility of what we do or

get in life. When we feel proud to be an achiever, we must not try to escape from our drawbacks. Its easy to point a finger on

other, but to realize our mistakes and thereby correcting it is

difficult. But to make success a habit we have to find all answers

within ourselves through acquired knowledge. Once we realize

we are the supreme power, the natures masterpiece, being in-dependent, we will overcome all our difficulties.

Before India got independent in 1947, we were dependent on a lot of human powers. Be it British, French, Dutch, or the hundreds of rulers across different territories who used to decide

the future of India. But from the day of independence, the re-sponsibility of building the future of India came in the hands of its each and every citizen. Reaching sixty seven years of independence, the real question is can Mother India depend on its citizen?

There are no doubts that we have grown to become one of the powerful nations in the world. We have to accept the fact that this happened with time and due to the contributions not more than 5% of our population. 95% of our people still dont realize their roles and duties towards the nation. Bursting crackers on

Indian cricket teams win is not just the duty of being an Indian.

We have to be part of nation building and the first step to realize

about our duties to become in-dependent.

In this edition of MART we are featuring the latest technologies, technical features and case studies about Rapid Prototyping. Apart from that we are also featuring our regular columns, Fair Mart, Mart Update for your reading delight. Do write to us to make MART, SMART!


Saravjit Singh Manoj Kabre P S SatishA S Shetty LD Bhakre Mahesh R P Siji NairJ R Mahajan

Columns

Cover Feature

28

What a Dog and a Monkey Taught Me About

Management at Google

32

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 Publishers. RNI No: KARENG/2004/13614

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

14 Rapid Prototyping is not just 3D Printing

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DOE to the Rescue

Volume 10 Issue 4 October 2013

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16 Renishaws Additive Manufacturing System to boost Production Capabilities at Directed Manufacturing Inc

Journey Towards Excellence24

Good is Better than Best!

P S Satish

Tomasz Tunguz

Gorur Sridhar

Kingparts Overcomes Production Challenges with FARO Edge

8 Why Rapid Prototyping ?

Hemendra K Varma

Fair Mart34

The Ethics of Sound Corporate Social Responsibility (CSR)

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36 Of Utmost precision and highly productive: laser welding in

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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 Publishers. RNI No: KARENG/2004/13614

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

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COVER FEATURE

Why Rapid Prototyping?Hemchandra Agashe

[email protected]

Rapid Prototyping (RP) can be defined as a group of techniques used to quickly fabricate a scale model of a part or

assembly using three-dimensional computer aided design (CAD) data.

Why Rpid Prototyping

The reasons of Rapid Prototyping are

To increase effective communication.

To decrease development time.

To decrease costly mistakes.

To minimize sustaining engineering changes.

To extend product lifetime by adding necessary features and eliminating redundant features early in the design.

Rapid Prototyping decreases development time by allowing corrections to a product to be made early in the process. By giving engineering, manufacturing, marketing, and purchasing a look at the product early in the design process, mistakes can be corrected and changes can be made while they are still inexpensive. The trends in manufacturing industries continue to emphasize the following:

Increasing number of variants of products.

Increasing product complexity.

Decreasing product lifetime before obsolescence.

Decreasing delivery time.

Rapid Prototyping improves product development by enabling better communication in a concurrent engineering environment.

Methodology of Rapid Prototyping

The basic methodology for all current rapid prototyping techniques can be summarized as follows:

1.A CAD model is constructed, then converted to STL format. The resolution can be set to minimize stair stepping.

2.The RP machine processes the .STL file by creating sliced layers of the model.

3.The first layer of the physical model is created. The model is then lowered by the thickness of the next layer, and the process is repeated until completion of

the model.

4.The model and any supports are removed. The surface of the model is then finished and cleaned.

Types of Rapid Prototyping

Stereolithography (SLA)

Selective Laser Sintering (SLS)

Laminated Object Manufacturing (LOM)



Fused Deposition Modeling (FDM)

Solid Ground Curing (SGC)

Ink Jet printing

1st Process: Stereolithography( SLA PROESSS)

Stereolithography (SLA), the first Rapid Prototyping process, was developed by 3D Systems of Valencia, California, USA, founded in 1986. A vat of photosensitive resin contains a vertically-moving platform. The part under construction is supported by the platform that moves downward by a layer thickness (typically about 0.1 mm / 0.004 inches) for each layer. A laser beam traces out the shape of each layer and hardens the photosensitive resin.

The Stereolithography (SLA) System overall arrangement:

Advantages of SLA process & When to use it ?

For High Accuracy & high Surface quality finish

For parts of visual & aesthetic testing

Small part like a PIN or big part like Dash Board.

Parts needing transparency & gloss

For Stiff parts & to make the master pattern

2nd Process: Selective Laser Sintering (SLS)

Selective Laser Sintering (SLS, registered trademark by DTM of Austin, Texas, USA) is a process that was patented in 1989 by Carl Deckard, a University of Texas graduate student. Its chief advantages over Stereolithography (SLA) revolve around material properties. Many varying materials are possible and these materials can approximate the properties of thermoplastics such as polycarbonate, nylon, or glass-filled nylon.

As the figure below shows, an SLS machine consists of two powder magazines on either side of the work area. The leveling roller moves powder over from one magazine, crossing over the work area to the other magazine. The

laser then traces out the layer. The work platform moves down by the thickness of one layer and the roller then moves in the opposite direction. The process repeats until the part is complete.

Advantages of SLS process & When to use it ?

As material used is Nylon or Glass filed Nylon powder, One would get the white color with fine matt finish on the components.

The parts are somewhat flexible & snap fit can be produced without breakage

Complex fully functional prototypes can be produced.

A small production also can be produced at rapid rate.

Comparatively cheap process

SLA vs. SLS: A Summarized Comparison

Material Properties: The SLA (stereolithography) process is limited to photosensitive resins which are typically brittle. The SLS process can utilize polymer powders that, when sintered, approximate thermoplastics quite well.

Surface Finish: The surface of an SLS part is powdery, like the base material whose particles are fused together without complete melting. The smoother surface of an SLA part typically wins over SLS when an appearance model is desired. In addition, if the temperature of uncured SLS powder gets too high, excess fused material can collect on the



part surface. This can be difficult to control since there are so many variables in the SLS process. In general, SLA is a better process where fine, accurate detail is required. However, a varnish-like coating can be applied to SLS parts to seal and strengthen them.

Machining Properties: In general, SLA materials are brittle and difficult to machine. SLS thermoplastic-like materials are easily machined.

3rd Process: Fused Deposition Modeling (FDM)

Standard engineering thermoplastics, such as ABS, can be used to produce structurally functional models.

Two build materials can be used, and latticework interiors are an option.

Parts up to 600 600 500 mm (24 24 20 inches) can be produced.

Filament of heated thermoplastic polymer is squeezed out like toothpaste from a tube.

Thermoplastic is cooled rapidly since the platform is maintained at a lower temperature.

Milling step not included and layer deposition is sometimes non-uniform so plane can become skewed.

Not as prevalent as SLA and SLS, but gaining ground because of the desirable material properties.

Stratasys of Eden Prairie, MN makes Fused Deposition Modeling (FDM)

machines. The FDM process was developed by Scott Crump in 1988. The fundamental process involves heating a filament of thermoplastic polymer and squeezing it out like toothpaste from a tube to form the RP layers. The machines range from fast concept modelers to slower, high-precision machines. The materials include polyester, ABS, elastomers, and investment casting wax. The overall arrangement is illustrated

Basic Principle of FDM process & A Typical STRATASY Fuse Modelling Machine

Advantages/ Limitations of FDM process & when to use it?

Durable Parts with greater stability

Functional parts

Economical for medium sized parts

A Surface finish limitations with micro steps/ lines & yellowish white finish

Some Typical Sample Parts:

4th Process: Laminated Object Manufacturing (LOM)

Layers of glue-backed paper form the model.

Low cost: Raw material is readily available.

Large parts: Because there is no chemical reaction involved, parts can be made quite large.

Accuracy in z is less than that for SLA and SLS. No milling step.

Outside of model, cross-hatching removes material

Models should be sealed in order to prohibit moisture.

Before sealing, models have a wood-like texture.

Not as prevalent as SLA and SLS.



The figure below shows the general arrangement of a Laminated Object Manufacturing (LOM, registered trademark by Helisys of Torrance, California, USA) cell:

Material is usually a paper sheet laminated with adhesive on one side, but plastic and metal laminates are appearing.

1.Layer fabrication starts with sheet being adhered to substrate with the heated roller.

2.The laser then traces out the outline of the layer.

3.Non-part areas are cross-hatched to facilitate removal of waste material.

4.Once the laser cutting is complete, the platform moves down and out of the way so that fresh sheet material can be rolled into position.

5.Once new material is in position, the platform moves back up to one layer below its previous position.

6.The process can now be repeated.

5th Process: Solid Ground Curing (SGC)

Solid Ground Curing, also known as the Solider Process, is a process that was invented and developed by Cubital Inc. of Israel. The overall process is illustrated in the figure above and the steps are illustrated below. The SGC process uses photosensitive resin hardened in layers as with the Stereolithography (SLA) process. However, in contrast to SLA, the SGC process is considered a high-throughput

production process. The high throughput is achieved by hardening each layer of photosensitive resin at once. Many parts can be created at once because of the large work space and the fact that a milling step maintains vertical accuracy. The multi-part capability also allows quite large single parts (e.g. 500 500 350 mm / 20 20 14 in) to be fabricated. Wax replaces liquid resin in non-part areas with each layer so that model support is ensured.

6th Process: a) Ink Jet printing (3D PRINTING )

RP ink jet techniques utilize ink jet technology to shoot droplets of liquid-to-solid compound and form a layer of an RP model. Common ink jet printing techniques, such as Sanders ModelMaker, Multi-Jet Modeling, Z402 Ink Jet System, and Three-Dimensional Printing, are presented in this section. Although none of the these techniques have become as established as the Stereolithography (SLA) or Selective Laser Sintering (SLS) systems, several show promise.

3-D Printing Machines (Ink Jet printing)

Lower in cost

10-15 thousand dollars

Could be placed on a table

Less clean up

Only creates small objects

Less that 10 inches cubed

Less material cost than Rapid Prototyping

Few materials the printer can use

Small amount of first time use training

Creates products much faster

b) 3D COLOR PRINTING:Cubic Print_MCER TECHNOLOGIES

By combining roller fedsheet material withprecision cutting blades,anIrish company McorTechnologies is bringing avery cost effective way of producing your 3D designson paper and in colour.The IRIS works in thesame way as most RPsystems, it builds up amodel using layers ofmaterial to create a3D form in slices oflayers of 80 & 160GSM paper.

The system loadsthe first sheet anduses a precisioncutter to slice-in theform of that layer,then using waterbased adhesive topaste, rolls overanother sheet ofpaper and then slices the form of that layer...layer by layer the sameprocess is repeated toultimately build the product.

A PROCESS AFTER DESIGN VALIDATION THROUGH FIRST PROTOTYPING:

As you have seen the first RPT processes have one or more limitations of Material, finish or strength.

Once a DESIGHNER has validated his designs, for its dimensions, fitment ;done the necessary changes in the 3D MODEL , reconfirmed the corrected design by any of the above process ; He needs to have a better PROTO, in all aspects of its strength, finish, color etc. He needs



Features

True Colour : 1 million+ colours and5760 x 1440 x 508 dpi, delivering CYMK 4 ( cartridges

including black ) consistent, rich colour

frompart to part.

Office Friendly & Easy to Use Safe build materials, low noise level, no toxic waste.

Affordable Never has colour 3D printing been so affordable now you can print more

models every day

Sample Photos

10-15 samples for field trial to be given to development & marketing engineers.

This can be done by the following process:

Vacuum casting with Silicon moulds

Step 1: Make a master pattern using SLA process with matching finish as per the 3D-model.

Step: 2: Make the Silicon castingusing master pattern, which would give replica of the master.

Step 3: Cut the casting into two parts forming the core /cavity; runners for feeding resin.

Step 4: Apply vacuum & simultaneously pour the resin.

This process has the advantages of more options of plastic raw materials.

Ex.ABS (White & Creamy white), Acylic ( transparent ) ,Nylon ( Translucent& White

),PP (Translucent ),Rubber( Translucent ) ,Glass Filled Nylon (Biege) ,PC-ABS ( Black )

MACHINE SIZE: 1000X800X600 mm

ADVANTAGES: A good finish on components & good strength for trial batch production cum assembly testing

Metal Prototyping:

Direct metal Laser sintering process to produce components from metal powder.

Material: Tool Steel or Stainless Steel.

Machine: EOS INT M-270 ;

Build size is 250 x 250 x 215 mm

Samples of Metal RPT

The part accuracy that can be obtained with this process:

*Small parts +/- 40 - 60 Microns* Larger Parts +/- 0.2 mm.

This article is compiled by HemchandraAgashe, Proprietor of DARPAN INDOTECH based at Pune. They offer services in Conceptual Product Design, Plastics Engineering Design,Rapid Prototyping, Reverse Engg., Jigs & Fixtures Design, Plastics Consultancy, Training on Plastics Product Design / MouldDesign,CAD/CAM Manpower Placement . He can be reached at Flat No-4, VidurKrupa Co-op Housing Society,Paramhans Nagar, Lane No-11,Near Anand Garage (Krishna Colony)Kothrud, Off Paud Road,

Pune- 411 029 Tel: +91 9922900750, Mobile No.9881140750



COVER FEATURE

When most people hear the term rapid prototyping (RP), they naturally think of 3D printing and additive manufacturing,

which has, over the past few years, captured the imagination of the public and the press worldwide. However, although 3D

printing technology develops at a clip, so do CNC machine tools, meaning anyone aspiring to offer a comprehensive RP

service needs to understand and provide both processes.


Rapid Prototyping is not just 3D Printing

Based in Kitchener, Ontario, Canada,

Hyphen is a full-service, rapid prototyping and environmental testing center with, says the company literature, the countrys widest range of prototyping and environmental testing capabilities under one roof.

Originally created to serve Christie Digital Systems, Inc., - makers of sophisticated

visual display systems, Hyphen has evolved to become an autonomous business allowing other companies access to its state-of-the-art technology, which its parent company has invested in and built-up over a decade. Hyphen managing director Mark Barfoot explains how the

company came to be:

Christie began by setting up an in-house prototyping and testing facility, he says. We saw the benefit of being able to do

this part of the product-development cycle ourselves; to be able to prototype

a new part today, test it tomorrow, then do it all over again two or three days later. In October 2012 we launched Hyphen, essentially, doing the same type of prototyping and testing weve been doing for Christie, but providing those services for anyone outside of the company. Weve had a lot of people asking to have access

to our capabilities, now we can offer them

to those people, too.

Joe Holland is the Rapid Prototyping Centre Supervisor for Hyphen. As well as the additive manufacturing machines, we have a number of Haas CNC machines tools, he says. In fact, theyre the only brand of CNC machine tool we own.

In the main row we have three vertical machining centres: one is 3-axis, one is

4-axis and one is 5-axis. We also have a Haas ST-20 lathe with live tooling.

Matt Bailey

[email protected]

www.martonline.in 15October 2013 www.martonline.in 15October 2013

Between them, we have all the tools in the toolbox that we need to produce the mechanical prototypes and short run batches of production parts that we need for both Christie, and also for other customers.

The first machine we bought was a Haas

TM-1 toolroom mill. We then added a VF-3

vertical machining centre, which we later upgraded to 5-axis. We also have a VF-6,

for doing larger parts. We can machine aluminium, stainless steel, copper, titanium, magnesium parts, and we can also machine plastics. Typically, we make

one-offs, but sometimes we make as many

as ten units.

A very good example of a component we made recently using the Haas machines is a three-part assembly created to simulate a die-cast component. Firstly, we cut from billets each of the three parts on the Haas 5-axis machine. Then, when they were assembled, we sand- and bead-blasted them to give them the simulated appearance and feel of a die-cast component. Taking this approach

meant we were able to give Christies engineers the experience of having a finished, high-accuracy die-cast part, but

without incurring the time and cost of going straight to tooling at the prototype stage.

Hyphen also uses its Haas CNC machine tool to make prototype parts for Christie

products where the heat generated by for example; high-powered lamps and

What makes Hyphen unique is that we have successfully combined top-of-the-line prototyping and environmental testing capabilities to allow for optimization of design concept, reduction in overall development time, improvement in quality, or a combination of all-of-the above.

Mark Barfoot Managing Director, Hyphen

electronics would make the use of resin-

based components impossible.

Parts such as lamp housings need to withstand very high temperatures, says Mr Holland. So, we need prototype parts with mechanical properties similar to the final parts; able to withstand not

just the heat, but any other loads they are

subject to. That rules out using the plastic

additive processes, but CNC machined parts are usually ideal, until the product is eventually ready for production.

Obviously, weve made a significant

investment in the Haas machines over the years, adds MrBarfoot. And weve been pretty happy with our choice. Weve had very few issues with them and theyve proved to be very easy to use. Well keep

adding more Haas machines because they are affordable and seem to be the right fit

for our type of business.

A particular advantage of having just

one-make of CNC machine is that Hyphen

can switch tooling between them and operators can run more than one configuration of machine. The department

employs a small team, so everyone is flexible. Operators move freely between

the lathes and the mills.

Our Haas machines have been reliable for us, says MrBarfoot. Yes, weve had the odd couple of issues, which you typically would have with a machine that is run every day of the week. However, theyve

been very minor, little issues. Preventative maintenance means we have very few surprises, and the Haas service reps from the local Haas Factory Outlet, Sirco Machinery, always get our machines up and running again very quickly.

From Christies point of view, having the in-house capability to make high-accuracy

parts, with useful mechanical qualities, for products still in the prototyping stage is invaluable. We can test parts, make design alterations and re-make

the parts very quickly and easily. What

we have learned as part of Christie, we can also offer to other companies,

especially those developing high-end, high-value products where reducing product development costs and reducing time to market are priorities. Employing

the Haas CNC machine tools as part of our rapid prototyping (RP) and testing

services means theres very little we cant offer our customers. Offering a full

suite of rapid prototyping, machining and environmental testing under one roof makes Hyphen the most comprehensive

facility in Canada.

www.martonline.in16 October 2013www.martonline.in16 October 2013

Directed Manufacturing Inc. (DMI), a leading provider of additive manufacturing services, has acquired a Renishaw AM250

laser melting machine. The AM250 will augment DMIs existing range of machines at its engineering facility in Texas,

USA, where the company supplies production metal parts and complex geometric components to the medical, industrial,

aerospace and defence industries. The machine has been sourced to respond to the demand from design engineers needing

to reduce production lead times and costs.

Renishaws Additive Manufacturing System to boost Production Capabilities at Directed Manufacturing Inc

The Renishaw AM250 is particularly advantageous to DMI because of its large build chamber, allowing the construction of parts up to 250 x 250 x 360 mm in size, but also because of the vast range of metal powders that can be used in part construction. This will allow DMI to supply metal parts in aluminium Al-Si-12, cobalt-chrome (ASTM75), H13 tool steel,

inconel 718, inconel 625, stainless steel 316L, stainless steel 17-4PH, titanium CP, Ti-6Al-4V and Ti-6Al-7Nb via additive

manufacturing.

Alex Fima, Directed Manufacturing Inc CEO explains: Were pleased to add this

system to our equipment list and expand our capacity to deliver direct metal part manufacturing services. We thoroughly researched our options and selected the Renishaw AM250 due to its reputation for building precision Titanium prototypes and parts.

Renishaws additive manufacturing machines use a pioneering additive

COVER FEATURE

This sale further reinforces Renishaws growing reputation as a credible supplier within the additive manufacturing market. Directed Manufacturing has substantial experience in rapid manufacturing technologies and it is therefore very satisfactory to have our machine selected ahead of other established suppliers.

Simon Scott Managing Director,

Renishaws Additive Manufacturing Product

process featuring a unique build system. The machine build chambers are a vacuum chamber that is filled with a controlled

atmosphere of inert argon gas. This enables the manufacture of components from highly reactive materials, such as titanium, without the metal powder reacting with oxygen. There is also the potential to run the system with non-reactive materials in an atmosphere of nitrogen gas.

For more information about Renishaws additive manufacturing machines, please visit www.renishaw.com/additive.

Samina Khalid

[email protected]


Kingparts Overcomes Production Challenges with FARO Edge

COVER FEATURE

Yoshihiro Iida

[email protected]

Lost-wax casting is a mold part process that has been gaining popularity amongst manufacturers in recent years due to

its pliable nature in producing small lots in short timeframes. The technique permits reproduction of intricate metal objects

through multiple steps, allowing several mold parts to be assembled to form a product, removing the need for a machining

process after casting.


One company that specializes in producing precise parts using the lost-wax casting process, also known as cireperdue in French, is Kingparts Co., Ltd. The parts manufacturer was established in 1964 and is based in Fukuyama City, Hiroshima Prefecture, Japan.

Kingparts greatest strength is in its ability to master the techniques in all stages of the lost-wax casting process. The company handles the entire production process from start to finish, which begins with the design of metal molds, to mold making, casting, finishing, and delivery. Typically, the parts produced are used in areas such as general industrial machinery, electronic and electrical products, machine tools, medical devices, automobiles, aircraft, measurement instruments, food manufacturing devices, and defense equipment.

Another of Kingparts strengths is reflected in its motto - to expand the possibilities of lost-wax casting process by meeting customers demands. This sometimes involves supplying to companies that require small lot production, quick delivery, and cost reduction.

Issue: Shape Measurement in Quality Assurance

In an effort to improve on casting technology, Kingparts invested in a significant amount research and development in recent years. The company increased spending on capital investment by acquiring a new wax mold making machine, core firing furnace, vacuum heat-treating furnace, and a lost core device. This intensive investment

resulted in a brand new die

Lost-wax casting process: Mold making by using pattern making robot

casting technology using ceramic core. The technology took around 3 years to develop, as the company had to overcome technical difficulties of varying degrees including precision of joining mold and core, as well as core flexure control. But as soon as Kingparts had some success with resolving the technical issues, interest in the new casting technology picked up and the company started to receive a larger volume of orders from existing and new customers.

However, a new problem then emerged. Kingparts had to measure complex curved surfaces of parts on objects for quality control, which called for the implementation of a metrology solution. At that time, Kingparts owned a few gantry-type measuring machines to perform three-dimensional (3D) measurements. The drawback of these machines was that it was incapable of capturing all Wax pattern making machine


the fine details of objects with irregular curved surfaces. As such, Kingparts chose to farm out the measurement jobs. This process proved to be time-consuming and cumbersome for product creation.

As production using the new die casting technology gained pace, the demand for 3D measurements increased. In anticipation of a growth in orders, there came an increasing need for Kingparts to possess its own non-contact measuring equipment that would enable it to conduct its own quality checks. A decision was then made to acquire the FARO Edge a portable 3D measurement arm with multiple axis-of-rotations that emulates the versatility of the human arm.

New Capabilities and Benefits

With the FARO Edge, Kingparts technicians are able to measure objects that could not be accurately captured using traditional tools. There is tremendous positive impact on quality improvement as the deployment of non-contact 3D measurement arm permits intricate die making, leading to high precision die casting reproduction.

In the past, using the traditional gantry-type measuring tools required the object to be turned over, moved around or measured with the aid of a jig. Repeated benchmark measurements were also necessary. But with the portability and flexibility of the FARO Edge, cumbersome processes are no longer needed. This greatly improves the efficiency of the measuring process and reduces measuring time. Issues like storage space for the jig, prolonged production time and cost have

also been eliminated. In addition, with its new in-house metrology capabilities, Kingparts also enjoys other benefits such as time-savings and cost-savings since it no longer has to outsource the measurement jobs.

Looking Ahead

Mr Kimura of Production Control Division, Kingparts, said, In the past two months, weve seen the FARO Edge enable us to take precise measurements. Now, we need to familiarize ourselves to perform those measurements with greater efficiency during periods of mass production.

In fact, Kingparts is starting to realize the need for dedicated personnel to manage all measurement tasks. When the FARO Edge was introduced, Mr Kimura and Mr. Yamate (from Kingparts Process Division)

picked up metrology skills and performed tasks on a needs basis. Moving forward, the company will make a change in order to better meet demand. Mr Kimura said, It is no longer sustainable for the both of us to operate the FARO Edge in our spare time as the number of parts to be measured is on the increase.

To enable mass production, we now need to assign personnel dedicated to performing measurements, and provide in-house training to them as soon as possible.

The capabilities of the FARO Edge expanded Kingparts range of products, including objects with irregular surfaces. Envisioning future possibilities, Mr Kimura explained, Its now possible for us to perform evaluation of objects such as turbines and ceramic cores. This could not be achieved with traditional techniques before. Im looking forward to applying this technology to the next project that involves measurement of molds or products with irregular curved surfaces such as wings.

With an eagerness to take on new tasks involving the use of non-contact 3-D measurement instrument, Mr Kimura added, We have received orders that require us to perform reverse engineering. Even though the number of projects is very small at the moment, I look forward to using the FARO Edge more and more for this new field in the future.

KINGPARTS specializes in producing precise metal parts using the lost-wax casting process. The parts manufacturer was established in 1964 and is based in Fukuyama City, Hiroshima Prefecture, Japan.

With FARO Edge, it became possible to measure an irregular curved surface at any time.

Color map for parts with tolerance plots identifiable by colors


1.000

0.850

0.700

0.550

0.400

0.250

0.100

-0.100

-0.250

-0.400

-0.550

-0.700

-0.850

-0.1000

A014 D :0. 025

A016 D:0.199

A013 D:- 0. 213

A018 D:-0.182

A019 D:-0.317

A012 D:- 0. 293 A015

D:- 0. 054

A020 D:-0.132

A023 D:0.062

A022 D:-0.015

A021 D:-0.209

A017 D:-0.017


MANAGEMENT

The Ethics of Sound Corporate Social Responsibility

CSR is a vital area of what has historically been rather vaguely called business ethics. As such, it relates to the situations,

policies and activities in business where the issue of right and wrong action, good and bad behaviour must be considered.

Various scandals over the last decade and a half, from Enron to Satyam to Libor, have highlighted the unethical way some

individuals and corporations have behaved.

Dr. Kevin Sludds

[email protected]

The Ethics of Responsibility

In todays economic and social environment, issues related to social responsibility within the business arena are gaining ever greater importance and relevance. Business activities are inseparable from the communities, societies and wider global environment within which they operate. A reluctance, therefore, to manage these impacts

will mean business practices, over time, becoming unsustainable and irrelevant.

CSR is a vital area of what has historically been rather vaguely called business ethics. As such, it relates to the situations, policies and activities in business where the issue of right and wrong action, good and bad behaviour must be considered. Various scandals over the last decade and

a half, from Enron to Satyam to Libor,

have highlighted the unethicalway some individuals and corporations have behaved.

Unquestionably, matters of an ethical nature confront all organisations, large or small, local, national or international and it is vital that an appreciation of it is gained for both practical commercial reasons as well as moral soundness. Managing risk,

for instance, is a central part of many corporate strategies, and reputations that



have taken decades to build can be ruined

in hours through corruptionscandals or environmental accidents. These can also draw unsolicited attention from regulators, courts, governments and the media. Therefore, concretely building a sincere culture of doing the right thing within a company can help offset these very

tangible risks.

In commercial business terms, CSR focuses on identifying and analysing business operations in relation to society and the various responsibilities a business owesto itself, its stakeholders, the public,

its customers and the government. It is worth emphasising, when CSR is taken

seriously it is fundamentally about how companies make profits rather, than,

how they spend profits. In other words,

though being philanthropic, e.g. donating to charities is laudable, a more profound and reflectiveexamination of social

responsibility issues must be established if these actions are to be, and are seen to be, genuine.This point may be condense by saying, CSR is about internal examination and external engagements.

The word ethics of course simply means custom or practice, that is, a characteristic manner of acting or a consistent mode of behaviour by a company and, therefore, somethingwhich has a direct impact on a business key

asset, its reputation - for good or ill.Critically, ethics is active, it is concerned with assessing the beliefs, attitudes and behaviour displayed by a company and because of this, CSR must not be engaged in merely to act as camouflage for other

activities, Professor Sri Ram Khanna (Uni.

of Delhi), speaking at an ISO26000 meeting

in Zurich earlier this year, commented that,

Most companies social responsibility reports in India are like bridal make-up . . .

they hide reality.

A survey undertaken in 2010 of large UK

businesses revealed that ethics training was being conducted at 71% of them, a 50% increase in just three years and an

increase which has continued to grow globally. Such training focuses on three main areas: i) identifying situations where

ethical decision-making is involved; ii)

understanding the culture and values of an organisation; and iii) evaluating the impact

of ethical decisions on an organisation.

Social responsibility issues directly influence areas, such as,

sustainingemployee morale; attracting

and retaining workers, customers and

investors; enhancinggood relations with

clients, the media, and the government;

and, of course, building reputation capital.

Ernst and Youngs Global Fraud Survey 2012

makes sober reading for those companies

who are keen to be differentiated from

the 39% of respondents who reported that bribery or corruption were a frequent occurrence in doing business in their countries. In India the figure was 70%, the

Czech Republic 80% and Brazil a whopping 84%!

The survey found there had been a marked increase in respondents who were

prepared to make cash payments to induce

a favourable outcome and win business - up from 6% to 15% in two years. Their overall sense was that boards of management felt swamped by the volume of material on risk

management and control information they were expected to master. And one result of this was that misconduct very often went uncorrected, the message then being sent was that sharp practice was acceptable.

Ethical considerations in business which relate to CSR show themselves in fundamental questions such as:

What sort of business (morally) do I run/

work for?

How do I treat my employees/colleagues/

clients?

How seriously or otherwise do I take

my responsibilities to the community and environment in which I work?

What are the motivational drives behind

my/ the organisations philosophy?

What are my/ our social responsibilities

within the organisation and beyond?

Ethics offers us a means of making

business choices that can be promoted as having moral import, specifically if there is

uncertainty about what ought to be done (e.g.balancing the pros and cons of mine

exploration). It moves beyond sound-bite

references to trust and integrity and allows for meaningful CSR planning, the benefits

of which include:

Helping to prioritise considerations

of socially and environmentally friendly projects that might otherwise lack a

corporate advocate

Keeping organisations attuned to

potential societal impacts even when thenegative impact may not be immediate, therefore, lessening possible liability

And positively influencing decision-

making where societal impacts are

maximised while ensuring such efforts

remain within budget.

Genuine ethical awareness in commerce

enables businesses to question and analyse long-held presuppositions which they may unwittingly retain. It isolates and defines

unethical and inappropriate behaviour within a business and on an inter-business

Respect , Duty , Integretated Values : Engaged - Detached

Partnership , Reliability , Honesty Theories : Care / Rights based Personal Morality/Corporate Drives

Approches

Core Value

Bedrock / Ethical Foundation

www.martonline.in22 October 2013www.ibmart.in22 June 2013www.martonline.in22 October 2013

basis. And it provides businesses with an appreciation of the character and nature of particular CSR situations or dilemmas.

Personal Morality Codes (PMCs) as Building

Blocks to Sincere CSR Policies

When it comes to the topic of CSR, we must remember, that ethical choices in business only become ethical when the intentions behind them, their results and the values (individual, corporate or

societal) they reflect are considered. Facts

alone do not decide whether something is right or wrong.

Having well-defined and meaningful CSR

policies means making commercial choices

which can be promoted as moral and helps in positioning a business in a unique way. That is, genuine CSR is seen to be more than merely expedient and external, rather it has the tangible effect on a business of

clearly defining its ethos and markedly

increasing its reputational value.

A Personal Morality Code lays down the principles and values that guide an individuals conduct and is an imperative, though very often overlooked, aspect of

a companys capacity to deliver on CSR issues. A PMC identifies and defines those

fundamental moral concepts in business, such as, honesty, trust, fairness, integrity, and respect.PMCs for business people would, thus, include having the ability to discern the distinctions between these terms and to providing a rationale for their particular CSR policies.

CSR is a key area of self-regulation

that has historically fallen under the broad rubric of business ethics. However, compartmentalising ethics as businessethics alongside various other such categories, business strategy, business analysis, business development and so on, wholly undermines its importance and dilutes its power to define

an organisation. To enhance ones business identity one needs to engage with ethical matters beyond considering them simply aspectsof a business and, rather, to seeing them as elemental to an entire business.

ECTis Ethics in Business Principle moves across all dimensions within an organisation and can, when properly managed, act as its main driving focus. This principle provides businesses with

a singular rather than generic identity, something which is a keen competitive

advantage.

It should be noted, however, that PMCs are mutable, as it can and regularly does occur, that experiential insights necessitate the updating of ones personalmorality code in line with changing circumstances and new understandings. As a result, a companys CSR policies may also need to be adjusted,

to fall into line with the new motivations and/ or the approaches that support them.

We must now ask, How does one go about

developing such ethically founded CSR policies? A traditional model for framing an organisations business ethics in relation to CSR can be succinctly summarised if we imagine three rings one inside another:

i) The Inner-ring represents the

organisations stated core values, as we might expect to find them expressed

in corporate literature, websites and advertisements. These values will remain however, indistinct, free-floating and

inactive.

ii) The Mid-ring represents the

organisations activities (sales, services,

products). These activities will remain

wholly unaffected by the Inner-ring of

proclaimed core values as there is no medium through which they can be linked.

iii) And, finally, the Outer-ring represents

employees engagement with customers, the public and each other. As with the Mid-ring nothing within this sphere can be effected by the organisations stated values

as there is no pathway to do so. Though offering fine words in reports and public

statements, senior management will, from this Outer-ring, be without an appreciation of on what their companys core values (Inner-ring) are founded. As a result, and

most alarmingly, they will remain incapable of altering unethical behaviour when it arises.

The Ring Model is generally vacuous when it comes to enthusiastically engaging in CSR matters, as there remains no grasp of just what an organisations principles are

built on or how, when or why they should be up-dated. Such ambiguity laced with inactivity can have a powerfully detrimental effect on the culture and reputation of any

organisation as its CSR activities are framed

using merely free-floating terminology.

ECTisOrganisational Ethics Pyramid (the following relates to the Hospitality

Industry) on the other hand, succinctly

sets out an organisations core values, the theories/ approaches which support them

and the bedrock/ foundation on which they

are built.

Core Values: The pinnacle of the pyramid

contains engaged value terms that are commonly referred to in the hospitality industry - empathy, care, rapport, respect. However, for behaviour to be guided by such values they cannot by free-floating

as they are in the Ring Model. That is, a business must have an appreciation of just

what it is they have built their values on.

Approaches/ Theories: Understanding

our values must also mean knowing what

approach to behaviour one considers correct/ right. For this to happen, we

need to recognise that particular theories provide parameters for appropriate behaviour. Broadly speaking, these are

around care, contract or duty-based principles.

Bedrock/ Ethical Foundation: Below

Approaches lies the foundation of ones organisational ethics pyramid. Here we can access the root of our beliefs in specific

motivations and, where required, change our evaluations of them. It is vital if an organisations CSR pronouncements are to be taken seriously, that they have an

appreciation of what drives them, and that they ensure these motivating forces are in harmony with the core values espoused at the top of their ethics pyramid.

Finally, we should note, a clearly defined

ethical scaffold to good CSR offers an

opportunity for senior management to continue to steer their organisations forward in a manner which is defensible, principle-led and exclusive.

The author Dr. Kevin Sludds is the

Managing Director of Ethics consultancy and Training International (www.ectiethics.

com), Dublin,Ireland and he can be reached

at [email protected] any support to implement above concepts in your company, please contact P.S.Satish (www.

satishps.com) of M/s Saraswati Industrial

Services, Bangalore on [email protected] or +91 9845043202.


MANUFACTURING EXCELLENCE

P S Satish

[email protected]

As a continuation of last article, we will discuss on few more points to manage SMEs better in India

Journey Towards ExcellenceManaging a SME in India - Part 10


21. Adopt best HR practices of other companies

There is a myth in the mind of SMEs is that best practices are seen in big corporates and are very difficult to Pursue in small set

up when there are employees of 100 or less. This is wrong.

As dealt in earlier articles, key challenge of

SMEs is to retain talented employees. One of the Studies done in USA on Great place

to work among SMEs, many interesting

observations are recorded as best practices in handling employees and taking care of

their welfare. Many can be emulated. Let us look at few of those and others.

Providing key employees housing facilities

and to take care of their travel expenses

Apart from annual performance reviews,

discuss on career development

Rewarding employees suitably

depending on duration of stay in company. E.g. for 5 years, provide few weeks of paid

vacations.

New employees are assigned a senior

member as a mentor to orient them

Company supporting to develop

personal ( e.g. buying a home) as well as

professional goals

Flat organization with minimum hierarchy

level

Profit bonuses are shared among

employees and handed over every quarter instead yearly

Employees get a gift card on their

birthday from CEO along with a token gift.

Recognize birth days of employees

children and sending a birth day card with a token gift

Mile stone of the company say 10 years

completion is celebrated along with employees may be as a party or an outing

Developing in-house talent groups like a

band, music etc.

Encouraging employees to take up social

work with clear guidelines in companys

time

Group discussions among set of

employees on a specific company related

topic for improvements to involve them

Allow employees to make decisions.

Ownership will increase with this

Encourage employees for good decisions

by a gift card or a lunch

Allow employees to participate in

conferences and exhibitions for them to have an idea of happening around

Employees begin the day with stretching

exercise or yoga

Standing meetings at fixed time in day

to discuss critical issues of day. Sometime called sunrise meeting, morning meeting

Monthly gathering by CEO with key

personnel to hear a talk or see a chosen

video like TED talk

Company being a part of local

community for development. E.g. support a local school or hospital

Taking the employees to visit other

companies to see how they do and to learn from them.

Other company could be in any field and

focus is on processes

Allow employees to make decisions. Ownership will increase with this


When family of employee is staying

in other town, encourage them to visit employee at companys cost

Incentives for referring others to join the

company

Focussing on health of employees by

way of regular check-ups, education and

insurance cards

Offering employees to be a part of

company on profit sharing basis

Key employees brainstorm together

every six months for new ideas, team changes and future strategy of the company

Have a suggestion box where employees

are allowed freely to comment on company guidelines and policies and also suggest improvements

Recognising top performers and those

coming out with new ideas/suggestions

Reimbursing fees of tuitions and trainings

taken by employees related to their work

If company is hiring an applicant to

work at clients location, involve client in

interview process

Employee get together once in a year or

more where each department/function

will present to all their achievements and challenges. They also seek inputs to

improve further

Extra bonuses including if any

stock options for taking additional

responsibilities

Having a library of good books and

encourage employees to borrow and read to upgrade

Increasing the visibility of company by

involving all employees for a marathon run. Bonus for participation

Encouraging employees to take

vacations with some incentives to recharge themselves

Providing foods free of charge or at

discounted price

Creating awareness of being

environment. E.g. Incentive if an employee purchases eco-friendly vehicle

Relocation benefits when an employee is

transferred to another location

Tickets to employees to attend

with family a music concert or some entertainment programme in the town

Salary increase percentage linked to

profit of the company. This will motivate all

to work hard

Meeting each employee by turn by CEO

to give importance and to hear his views on company

Everyone in the company including CEO

wears same uniform

Once in a month employees are allowed

to go home early to spend time with family

Recreation room in the company with

few in-house games to use during breaks

Encouraging employees to join

associations or some specific sports clubs

to spread visibility of the company

Yearly tournament of the company in

a sport say cricket where internal teams

compete and trophy is rolled over years

Paying for the unused holidays above the

minimum holidays employee need to take,

at the end of year

Workshops among employees say

every quarter to improve operational and workplace improvements

Chit-chat session with key personnel by

CEO once in a while to talk general topics,

sharing experiences without any focussed agenda

Defining clear roles and responsibility for

each employee

By creating unique work cultures in the

company, employees find an identity and

feel proud to work for the company. Few

SMEs argue that many of above are cost to the company. Actually, this is not the cost but an investment company has to do to be in business for long term. After all, how can company survive for long-term without right people? Company cannot transform itself without transforming employees. Let us focus on that.

I will continue the series of article in the next issue. Please send your inputs, remarks, suggestions to P.S.Satish, Mentor

and Capability Developer, M/s Saraswati

Industrial Services, Q-103,Mantri Paradise Apartments, Bannerghatta Road, Bangalore-560076. Email : [email protected] ; www.

satishps.com. Have a good day.

Recognize birth days of employees children and sending a birth day card with a token gift


What a Dog and a Monkey Taught Me About Management at Google

TOMASZs CORNER


Tomasz Tunguz

[email protected]

Tomasz Tunguz, a venture capitalist at Redpoint Ventures, an IT venture fund with offices in Silicon Valley, China and Brazil

continues his column in MART. You can follow him on twitter @ttunguz.

At all hands meetings on Tuesday afternoons, our 75 person AdSense Ops team reviewed the most important metrics for the business: top-two box customer

satisfaction scores, revenue growth and customer churn.

But unlike every other all hands meeting

I attended, these meetings ended with a monkey and a dog. Our director, Kim

Malone, would stand up and call for two stuffed animals, first, Whoops the Monkey

and Second, Duke the Dog, both of whom

employees had carried to the meeting.

At the mention of Whoops, a handful of team members would stand up and one-by-one retell the story of a mistake, big

or small. It might have been a mishandled customer case, a forgotten internal data analysis or causing a car accident on the way to work. Often, the teams managers

and directors contributed anecdotes. Once or twice, an employees Whoops mistake cost Google millions of dollars.

After hearing all the yarns, the team voted on the worst mistake and Whoops would

be thrown from one side of the room to the other, finding the winner of the

competition who would put the monkey in

his or her cubicle for the week.

Then Duke the dog was summoned.

In contrast to Whoops self-reported monkeywrench mistakes, Duke stories

are retold by someone else and the dog is a reward for service to the team that went above and beyond the call of duty. Several Googlers would stand and tell a

story of a teammates dedication: how a

colleague alerted them of a problem in a customers account, or stayed late that week to process unusually high customer

support volumes, or released an internal tool that might have increased our productivity dramatically. Again, the team would vote on the stories and Duke would

be bestowed on the winner. Then, the all hands meeting adjourned.

Despite their childlike simplicity, Duke

and Whoops, were incredibly effective

management tools. Whoops created a culture of honesty and transparency, where mistakes were shared in an

environment of openness, trust and support. With Whoops, Kim created a

culture that valued learning and camraderie

over pride.

Duke celebrated our internal successes.

Each week, we wanted to win Duke

because we knew whatever effort we

contributed at the very least would be celebrated before our teammates and Duke, prominently displayed on in our

cubicle would remind our teammates and start conversations. That knowledge made

us all work harder.

To the individual, it mattered who won Duke and Whoops. But sharing all of the

stories, building a community based on shared experience and trust, was far more important and beneficial to the team. The

dog and the monkey were tools to weave

a fabric of shared experience and create a culture of strong values.

The first time I interviewed at Google, Kim

told me about a book she was writing.

A little more than 8 years later, Kim has

finally published that book. This week, Id

like to nominate Kim for Duke because of

her perseverance and her commitment to achieving her dream.

Source: www.tomtunguz.com


QUALITY

DOE to the RescueDesign of experiments and Monte Carlo approach make short work of CFD

Gorur Sridhar

[email protected]


During new product development, computational fluid dynamics (CFD) is

often used in the design stage to simulate such things as the effect of air flow on

cooling. The problem with CFD is that it can take a long time to find the solution due

to the number of iterations that must be performed.

Since the architecture of the CFD software is based on solving the field equations,

the time needed to complete a CFD run depends on the degree of convergence, or accuracy, expected. Long run times can tremendously increase the cost and the turnaround time of a project, an important

aspect to consider when you are in a war to beat the competition.

An alternative to using CFD alone is to cut down on the number of iterations by using design-of-experiments (DOE) to preselect

runs that you know are going to yield

results close to what you are looking for.

This reduces simulation bottlenecks, thus

increasing productivity and efficiency while

maintaining the required accuracy levels. The number of runs can be further refined

and optimized using the Monte Carlo approach.

One such study and comparison between CFD analysis and the statistical techniques mentioned above is demonstrated below. In this example, I explain how using DOE reduces the number of runs using some optimum combinations. These combinations will then be run through the CFD software to get the results. Monte Carlo further optimizes the runs which again must be run using the same CFD software to get the refined optimized

results to the required accuracy or convergence levels.

In effect, standalone CFD has taken 23

iterations and 18 hrs, where as optimization using a combination of DOE and Monte Carlo has taken eight iterations and 5.9 hrs.

CFD approach using standard commercial dedicated software

In this example thermal analysis was carried out for a printed circuit board (PCB), including the heat sink and a fan,

which was used as a forced convection source. Fin height, number of fins, fin

width, and base thickness were the

factors considered for the given heat sink.

The details of PCB and IC chip were also considered in the analysis.

The fan flow characteristics were then

measured, and a fan with a particular flow

characteristic was selected for the analysis. The analysis phase involved using a specific

software for the CFD analysis in the order detailed below:

The given problem was modeled using

software that was specially suited for CFD analysis.

The requisite boundary conditions were

assigned and the analysis was carried out.

The integral optimization module within the software optimized the junction

temperature by varying the factors mentioned above within their assigned lower and upper bound limits.

The complete optimization run took 23

iterations and 18 hours.

Finally, a prototype with a similar configuration was made, and the actual

junction temperature was measured and

found to be within the acceptable limits.

Using Minitab for DOE

In this alternate method, we used Minitabs DOE features to reduce the number of iterations required for our CFD.

Step 1: Select four factors and assign two

levels each, one high and the other low. Assuming uncoded levels, the number of runs generated by Minitab for half factorial design is as follows:

Run 1 -1 1 1 -1

Run 2 -1 -1 -1 -1

Run 3 1 -1 1 -1

Run 4 -1 -1 1 1

Run 5 1 -1 -1 1

Run 6 -1 1 -1 1

Run 7 1 1 -1 -1

Run 8 1 1 1 1

Experiment

Heat Sink Base Thickness

Fin height

Fin Thickness

Number of fins

Step 2: Carry out the runs in the CFD software and tabulate the results.


Step 3: Study the Main effects and Interaction

plots.

Step 4: Analyze the Pareto plot to estimate the contribution of each of the factors toward the end result.

Step 5: Refine the analysis further to eliminate the uninfluential factors, and

then study the effects of the two main contributing factors (i.e., fin height

and number of fins).

The complete optimization took eight

iterations and 5.9 hours.

If you carry out another CFD iteration with the levels as suggested by DOE for the above-mentioned factors, the results will be within 2-percent deviation with respect to the optimized CFD results. This is carried out mainly to fine-tune the model.

Monte Carlo approach using Crystal Ball software

To further refine the number of runs

required in CFD, we used a Monte Carlo approach.

Step 1: Define the assumptions by way

of distributions for all four factors under study, along with the minimum and the

maximum values.

Step 2: The forecasting factors are the transfer function or the regression equation generated out of the DOE runs, both for the four factors and the optimized two factors.

Step 3: The sensitivity analysis of the data reveals the same factors as suggested by DOE. The correlation and overlay plots are in sync as shown above


Step 4: Refine the model further by using the levels of the factors as suggested by the Monte Carlo iterations, and run an additional iteration in CFD. The

optimized result of junction temperature will be much closer to the original value that was obtained from the former CFD analysis without using DOE.

Step 5: Study the percentage deviation of the various factors with respect to the DOE and Monte Carlo analysis. The values of the significant factors are in line with the DOE results.

Cyle of Reduction

DOE approach

DOE gives the optimum levels for the experiments.

DOE gives the transfer function.

DOE gives the main effect plots.

DOE gives the interaction plots

In Monte Carlo the levels can be interpolated further for fine tuning.

In Monte Carlo the transfer function can further be used for forecast analysis.

Monte Carlo gives the sensitivity analysis.

Monte Carlo gives the forecast plots.

Monte Carlo approach

Conclusion

This case study shows that combining DOE along with Monte Carlo analysis is a good tool for cycle time reductions in areas involving repeated iterations. Optimizing the rest of the factors is open for discussion. This gives rise to the scope for further optimization based on cost, weight, and other parameters.

The author Gorur Sridhar is a Mechanical Engineer and a qualified Six Sigma Master Black belt with more than 26 years of industrial experience in Manufacturing, Quality and Design in Aerospace, Automotive, Engineering Services and Medical domains. He has been instrumental for substantial cost savings through Value Engineering, Process Improvements & Failure Analysis.

He has got major achievements to his credit including filing of 6 Patents (4 granted, 1 under review) and authoring many articles on Quality to various International Quality Portals and Journals. He has mentored more than 100 Six Sigma & Kaizen projects and is a Qualified Internal Auditor for ISO 9000, QS 9000, AS 9100 & other Quality Systems and associated with the Implementation and Sustenance of CMMI L5 activities. He is also equally contributing in EHS and Community development programmes.


Mumbai based Marvel Gloves Industries was appointed as the authorized distributors of Showas Gloves in India. Established in 1954, Showa Glove Co., a manufacturer of a wide variety of gloves from home-use to industrial use gloves, vigorously promotes high-quality gloves that provide grip and dexterity, including Top Fit gloves and Palm Fit gloves, targeting semiconductor and electric and electronic equipment plants both in Japan and abroad. The company has an annual total production capacity of 180 million pairs of gloves.

SHOWA maintains a manufacturing plant and research and development centres in Himeji, Hyogo Prefecture in Japan, in addition to its head office. It also has production plants in Perlis, Malaysia and Binh Duong, Vietnam. It has sales bases in Seattle in the United States and in Paris, France and has been strengthening its sales activities in the Asian market. SHOWA offers high-performance solutions to the complex problems of hand protection in the workplace. The constant growth of our brand on the international market is a testament to the increasing popularity of SHOWA range of gloves.

Mr.Shuji Kondo, Director and GM of International Division Showa Glove co. says From its inception, the basics of SHOWA company have been to produce high-quality products based on our original idea and with ethos of accident reduction through the promotion of Glove wearing, SHOWA will continue to offer high quality Gloves and Solutions for Hand Protection

Mr. Farooq Abdullah of Marvel Gloves Industries is confident that Indian workers & Industries will use high quality gloves for hand protection and will not compromise by using low quality safety gloves and will insist for right safety gloves for hand protection and also to avoid workplace accidents

Considering tremendous growth of Industries in India and demand of high quality safety gloves in Indian Industries in all sectors, Showa Glove decided to enter in Indian market and has appointed Marvel Gloves Industries Mumbai-India as their Authorized Distributor for SHOWA Gloves for India.

Marvel to offer Showa Gloves in India

Marvel Gloves Industries founded in 1980 established its first Seamless Knitted

Gloves manufacturing unit in Ankleshwar,

Gujarat State. Marvel Group believes in

creating awareness in Indian workers for

the use of right type of safety gloves as per their applications to avoid injuries

and accidents in workplace and work

efficiently, safely and without restriction

of movement. For further details do visit www.marvelgloves.com


MANAGEMENT

Good is Better than Best! When you search or aspire for the best, you are never sure that you have got it because it is likely that, somewhere,

there is better, since you cannot possibly have looked everywhere. If you acquire or aspire for what is universally

acknowledged as the best, there is always a chance that it will get bettered in the next few days --- what will you do then?

Go after the new best? And when and how will this search end?


Hemendra K Varma

[email protected]

Similarly there is the search for the best clothes, the best tailor, the best hair stylist, the best cook, the best house,

the best linen, the best sofa set, the best paint, the best cutlery and so on for everything that forms a part of our life.

However, when you look for the good

there is no such confusion because when

you say I am happy with what is good what you are saying is that you are happy with what is good enough. This good enough is defined by you and is therefore

entirely in your control and up to you. When a housewife goes shopping for vegetables, she doesnt search for the best vegetable she looks for what is

good enough. She doesnt look for the

best tomato but is satisfied with what

will serve her purpose e.g. even if she

comes across slightly soft tomatoes , she will still buy it if she is going to use it for making soup or Pau Bhaji, rather than

keep looking for the best tomato red,

firm and large.

When iPhone came out, it was the best phone and there was a mad rush for it till, very soon, its makers declared it obsolete

and said i2 was the best phone and there was again a mad rush for it to be followed in quicker succession by i3, i4 and now i5

so what happened to the seeker of the

best every time they got the best, they

were nervously waiting for the next best.

Look at Gillette. They started with one

blade protected in a plastic sheath saying this is the best (i.e. safest) razor for the

closest shave. Soon they obsoleted the buyer saying the twin blade gives the real close bestest shave. Then, they went on to 3, then 4 and now 5 blades for doing what earlier they themselves claimed their single blade could do.

You know what is good enough when

you know what your purpose is and this

is the nub of the matter. Those seeking

and satisfied with good know what

their purpose is -- those seeking the best,

do not. Hence the best seekers remain

forever seekers in their lives but never

arrive and that is why they are always a dissatisfied lot because they are never

sure that what they have is the best and are always scared that there is a bester out there which they do not have.

The good seeker simply says -- this good

enough for me and that is the end of the matter.

Saying this is good enough requires courage, for it involves making a

commitment, and making a decision,

which most of todays younger generation are incapable of, having been fed on the fiction of best, which always allows them

to postpone making a commitment or

making a decision and allows them to,

perennially, pretend that they have such

high standards that ordinary things and ordinary mortals cannot match it. The best is illusory and temporal; the good

is real and long - lasting. The seekers of

the best are always unsure and insecure and, therefore, more often than not, rather an unhappy lot. Those that are satisfied with good have no such doubts

or insecurities and are, generally, a more satisfied and happier lot.

The truth is -- there is no best, for there is always better. However, there is always good because it is en-capsuled in good enough, which a matter of decision is. If only we learnt to be happy with what is good, there is always a chance of making

it better and never be worried about the best.

The author Hemendra K Varma is an

Alumni of IIT, Kharagpur and IIM,

Ahmedabad and is currently the Managing Director of Pratik Management

Productivity Systems, a Mumbai based

management consultancy organisation.

And how does the 5-blade shave prove is it is the best of the best? Have you ever been accosted by anyone who says, wow you have had a 5-blade shave, it shows. Or the reverse - oh man! You have just had a 3-blade shave & it shows!

This is true, ad nauseum, for anything that you buy as the best. Unfortunately, this greed for the best (for it is nothing but that plain and simple greed) is affecting our personal lives too. People are searching for the best marriage partner so they want good looks, nay the best looks, the best figure, the best brains, the best dress sense, the best voice, the best bank account, the best conversationalist and not finding all these best qualities in one, renew their search with doubled vigour for the elusive best.


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Strengthening bonds between India and Germany 2nd

VDMA Engineering Summit

The 2nd VDMA Engineering Summit was held on 30th September 2013 at TajVivanta, M.G.Road, Bangalore.Around 110

members attended this prestigious event. India is the second-largest sales market in Asia for theGerman engineering

industry. Presently more than 525 VDMA member companies are engaged with their ownbusiness in the Indian market.

After a successful debut in Pune last year, the Summit was held in Bangalore thisyear offering a platform for exchange in

engineering sector and to expand the network within VDMA members.

FAIR MART

India has always been on the radar for

Europe and especially for Germany. With

the long standing relationshipbetween the two countries since centuries, the prominence of India for Germany has only

grown severalmanifolds and continues to be one of the most important markets

in the Asian region and likewise for

India thesignificance of Germany within

European Union too has grown over the years.

The summit started off with a welcome

from Rajesh Nath, Managing Director,

VDMA India. Mr Nath mentionedthat the

exports of German Machinery to India

touched 3.2 Billion Euros in 2012. With this the exports of Germanmachinery to India

have increased by around 7 times in the last 12 years. The exports of machinery from India toGermany attained a figure

of around 500 Million Euros indicating an increase of 5 times in the last 12 years.

The Chief Guest, Mr. Joern Rohde, Consul

General of Federal Republic of Germany

in Bangalore reiterated thestrengthening bonds between India and Germany and

the increased bilateral trade between the 2 countrieswhich crossed 17 Billion Euros in 2012. Mr Rohde finds immense potential

for growth in the country but feels thatit has been at a slow pace especially in the last few months.

This was followed by the address of Mr. M Maheshwar Rao, Commissioner for Industrial Development & Directorof Industries and Commerce. He elaborated on the skilled labour problem that India

has been facing themeasures that has been taken by the Karnataka government

to counteract these problems. He mentioned thatthere was around 40% 50% shortage of skilled labour in the

country and skill management associations

like KGTTI The German Training Centre

need to provide their assistance for skill

management. He also mentionedthat the state government has provided incentives for SME by providing loans to small entrepreneurs. Mr Raoexpressed that the manufacturing industries need to promote the cluster development in states of India therebyproviding a more inclusive versus non inclusive growth as presently provided by the service sector.

Mr. Ulrich Ackermann, Managing Director,

Foreign Trade Division within VDMA

Frankfurt elaborated how theIndo-German

relationship has grown over the years. Out of the many things he stated what clearly stood out wasthat while India was Germanys 20th largest trade partner in

2011 (StatistischesBundesamt, 2012), the

previousyear saw India climbing up the ladder finishing as 10th largest partner in

the mechanical engineering sector.

Further the Guest of Honour address on

Fall of Rupee and its Impact on Indian Economy was from Prof. Aman Agarwal, Senior Vice Chairman, Indian Institute of

Finance. Prof. Agarwal called India as the Baby Elephant.with large potential but slow pace with movement and growth. India has been successful in bringingdown the trade deficit from 11% to 4.9% currently.

He mentioned that India accounts for 2.5% of world GDP inUS dollar terms and 5.5 %

in purchasing power parity (PPP) terms.

With the land acquisition bill recently releasedby the President of India, he feels there is more room for growth.

He also stated that since there is a largeunorganised sector also thriving in India the growth figures projected

are always on the lower side and hence agrowth of 5% declared will in real terms be around 8.4% due to the additional contribution of the unorganized sector. This has also been the reason why that India was one of the few economies in the


Left to right: M Maheshwar Rao, Commissioner for Industrial Development & Director of Industries and Commerce; Joern Rohde, Consul General of Federal Republic of Germany in

Bangalore; Prof. Aman Agarwal, Senior Vice Chairman, Indian Institute of Finance; Rajesh Nath, MD, VDMA India; Ulrich Ackermann, MD, Foreign Trade Division within VDMA Frankfurt


world to surpassrecession even in worst times. The rupee depreciation is only a temporary phase and the economy has alreadyshows first signs of recovery. In the

next quarter, there are new polices and reforms that will be implemented and

this also includes the entry of around 10 multinational banks through joint ventures

into India. This has beenlooked upon

bringing in more investment in the country which will also help in the growth pace to speeden up. Healso elaborated about the 8.5 billion USD stimulus package that will

be rolled beginning this quarter in India thatwill help India stabilise its economy and appreciate the rupee much faster than expected.

The Key note address on Indian Economy

Light at the end of the Tunnel was made

by. Dr. Wilfried Aulbur, Managing Partner, Roland Berger Strategy Consultants Pvt. Ltd. He mentioned that with the presenteconomy scenario in India, as per the Industrial Index of Production, there is a demand of around 1 million jobsand

this will increase to 70 million in the future. The ideal GDP for India should be

at a pace of 7% 8%. Thechallenge today

in India is to deal with the high voltality, regulatory complexity and infrastructure in India. Hementioned that there has been a steady growth in the Automotive sector in India over the past 125 years and thisis going reverse in terms of growth in Europe, especially in Germany. The Indian

automotive growth has been atthe rate of 18.5% CAGR and for the auto component

industry grew at 19.6%.

The GDP in Germany which hadbeen

declining in the past years, showed robust growth from 2009/10 onwards after the

global meltdown. Even inthese difficult

times, growth is stable at 1.3%. He termed

t

mart october 2013

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