Volume 10 Issue 11 May 2014 Pages 52 `100
• Automobile Industry R&D: Quality and Productivity Improvement Using VSM • Fine Machining: Lean Approach • Meet your 21st Century Learner • 9 Books Every Entrepreneur Should Read • The Manufacturing of Aircraft Engine Components using ECM / PECM
Lamborghini saves €150K a year with Renishaw Tool Breakage Detection Systems
May 2014
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This is for the first time, barring all reservations, except a few, a lot of entrepreneurs from the SME industry openly endorsed Modi and NDA alliance. That was the impression the outgoing government created with its economic policies and people just looked for a change. The coming days are not going to be easy for the new government. In one of his recent columns in TOI, Jug Suraiya was mentioning about how white lies became part of our daily life. To please a boss at the workplace or a relative at home, we often support their preference even if we don’t agree with them. It’s not considered harmful, but it’s not the truth! He compared it with the Election Manifestos of political parties, what they promise is to just please us! The mandate India awarded to the new leadership is very much responsible to prove the white lies, and take immediate steps to revive the economy, inflation and give a growth oriented life to each and every citizen of this country. The strengthening of manufacturing sector along with agriculture is need of the hour, and we wish all the best to the new team to come up to the expectations of Mother India. One of the major back bone of Indian manufacturing is its automobile sector and auto component manufactures plays a significant role. Within the last two decades Indian auto component industry had grown to be a global supplier to the major automobile OEM’s. Even when Indian economy was bleeding and recorded one of the worst car sales the last financial year, it’s the global business keep the manufacturing industry going. Roselinlal gives a detailed report about the current auto component manufacturing sector in India this issue. Reducing wastage as well and reducing the errors from the design, R&D not only saves a lot of money, but can provide the best product to the customers. In his quality management column “Automobile Industry R&D: Quality and Productivity Improvement Using VSM”, our editorial advisory board member and country’s lead quality expert Saravjit Singh pens down proper guidance on this subject. Along with two feature articles on Fine Machining we have featured our regular columns, as well as an interview with Rajesh C Suttatti, Managing Director of Sumax Enterprises Pvt Ltd one of the leading auto component manufacture from Pune.
Foreword
Is India back on business? The recent developments in the stock market show that foreign fund managers are showing their increasing interest in India, and we are slowly emerging as the favorite amongst the BRIC countries. Bombay Stock Market crossed its highest of 24000 mark and rupee getting stronger and coming back to 50’s range, was the immediate response of the different exit polls for the Parliament Elections, predicting a clear majority to the NDA alliance led by Narendra Modi. There is no doubt that a stable government can bring a lot of developments to the growth of our economy. Comparing the GDP growth within the BRIC countries, during last year, we are behind China achieving 4.8%. China is impressively growing at 7.7%, while Brazil struggling at 2.2% whereas Russia is at 1.2%. But if we consider the currencies, from 2007-2008 Rupee fallen the most around 51.4%, from the range of 40 to 60 against US Dollar. During 28th August 2013 we witnessed Rupee going down to 68.83 and with the expectation of a stable guard change at the centre, the Rupee is gaining back and has reached 59.67, on 13th May 2014. During the same period of last six years, Brazil Real fallen to 24.3% and Russian Ruble fallen to 42.7%. On the contrary RMB strengthened 15% against USD, showing the economic stability that China has achieved during these worse conditions. If India can create a stable economic friendly atmosphere, we can trigger the industrial growth thereby gaining the confidence of global investors.
Hari Shanker Managing Editor
Hi,
It’s your feedback that has always helped us to bring back a better edition of MART every month. Looking forward your continued support and patronage. Signing Off,
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MART Feature 8
Automobile Industry R&D: Quality and Productivity Improvement Using VSM
12 Modular high-tech solutions for automotive workpieces
Over Drive: Automobile
16 Component Manufacturing In India
22 Fine Machining: Lean Approach 26 Our Journey of Fine Machining
On Face
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Columns 28
Journey Towards Excellence
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9 Books Every Entrepreneur Should Read
P S Satish
Tomas Tungus
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Meet your 21st Century Learner Pavan Sriram
Volume 10 Issue 11 May 2014 Annual Subscription `1200 Member INS Editorial Advisory Board
A S Shetty Saravjit Singh Manoj Kabre P S Satish J R Mahajan LD Bhakre
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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, 2n Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed May 2014 Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every eff employees accept any responsibilities for any errors or omissions. Š All Rights Reserved
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Feature Article A wide range of design possibilities now available with Igus motion products
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The Manufacturing of Aircraft Engine Components using ECM / PECM
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Mart Update
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AUTOMOTIVE
Automobile Industry R&D: Quality and Productivity Improvement Using VSM
Saravjit Singh saravjit.singh@gmail.com
Toyota consistently achieves dramatic improvements in quality and productivity in new product development. This is attributed to their use of Value Stream Mapping (VSM) for development. Other vehicle OEMs are also now using VSM to weed out waste and defects in new product development. A modern car has about 15,000 to 20,000 individual parts. It is designed to deliver high performance and minimum critical failure within its designed useful life (usually ten years). Customer now expects, and gets the best value, when she buys a new car. Sometimes design, manufacturing or assembly defects escape and a new car owner get a potentially unsafe vehicle. This is where vehicle recalls come in. The Society of Indian Automobile Manufacturers (SIAM) introduced the Voluntary Code on Vehicle Recall effective from July 1, 2012. The onus is on the manufacturer to recall a defective vehicle. SIAM’s Code addresses potential issues that do not meet safety requirements due to a manufacturing defect and suggests subsequent remedial actions. All vehicles are covered for recall for seven years from date of first sale. This is how the code works. Defective vehicles are rectified free of charge by the manufacturer through its dealers. The responsibility for the defective component rests with the vehicle manufacturer and not with the component supplier. Examples of safety-related defects as given by SIAM are:
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Table 1: Some Recent Car Recalls in India
1. Steering failure that cause complete loss of vehicle control. 2. Braking system defects that cause significant loss of braking function. 3. Faults in fuel system related components that result in fuel leakage or unintended acceleration.
4. Cracked or broken wheels that result in loss of vehicle control. 5. Failure in seating system that expose occupants to immediate danger. 6. Wiring system defects that cause loss of complete lighting.
Some recent car recalls in India are those as given in Table 1. Some background: A vehicle manufacture is also known as Original Equipment Manufacturers (OEM). Today, an OEM’s key tier 1 suppliers are classified as strategic suppliers. Tier 1 suppliers may May 2014
be entrusted with design and production of complete assemblies. Tier 1 suppliers are responsible for ensuring the quality of material supplied by their tier 2 and tier 3 suppliers. When going through Table 1, we see that most car recalls can be be attributed to design defects in components obtained from tier 1 suppliers. Tavera recalls may be attributed to GM India’s own design specifications and cost considerations when buying readily available Diesel engine froma tier 1 supplier. Over Sixty percent of components of a car are bought-out items. This is ok, provided design defects are identified and eliminated as early and possible, and not passed on to the customer. A defect that is passed on to the customer may cost 10,000 times more than if the same defect is detected and rectified during initial product design stage.
ISO/TS 16949:2009 is a quality management system for the design and development, production, installation and service of automotiverelated products. ISO/TS 16949:2009 and its tools can be applied throughout the automotive supply chain to give the best possible vehicle solution to the customer. To sell components to OEMs, it is necessary for suppliers to get ISO/TS 16949:2009 certification. And, they must use Production Part Approval Process (PPAP) and Advanced Product Quality Planning and Control Plan Process (APQP). Arguably, the best Design and Development process for OEMs and their suppliers is Concurrent Engineering based APQP. APQP was discussed in my article “Advanced Product Quality Planning and Control Plan (APQP)”, published in May, 2012,
Figure 2: APQP Process for New Product Development
even while Plan and Define Program is in progress, Product For your ready reference, I am Design and Development has showing in Figure 2 the five already begun. In traditional stage APQP end-to-end process. sequential engineering, both these processes are carried out Cross-functional team based sequentially – when one ends Concurrent engineering saves only then the other starts. time, money and promotes early detection and correction APQP uses lean manufacturing; of errors and defects in R&D. As an adaptation of the Toyota seen in Figure 1, work is done Production System. Lean concurrently. For example, manufacturing, also known as issue of MART.
lean thinking, is the best way to effectively give the sophisticated car buyer the quality she wants at the right time and price. The objective of lean thinking is to continually reduce all forms of waste in work processes and activities therein. This enables us to keep improving quality and give zero defect products. Lean practitioners believe that processes, and not people, are at fault when errors occur. Lean thinking is now applied to all aspects of business, including R&D. Lean thinking can be continuously improved by using Value Stream Mapping (VSM) to achieve unmatched results. Be someone who judges no one – Dr. Wayne W Dyer
Table 2: Eight Wastes in Design and Development May 2014
VSM philosophy: Do not to point fingers at process workers (designers in R&D) when something goes wrong. Instead, corrects poor work processes. www.martonline.in
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Problems lie in complicated and cumbersome work processes that are used to create and deliver products and services. Components that failed and caused car recalls could have been built right if waste-free APQP and PPAP processes were established at the supplier end, preferably with the help of concerned OEM. In this article, I will briefly cover the fundamentals of VSM, with particular reference to APQP. In our next issue, I will cover, step by step, the methodology to do Current State VSM. And, in the subsequent issue, I will discuss creation of the Future State VSM and implementation strategy. The objective of VSM is to record the current as-is processes being followed in R&D. This helps to identify all waste in the activities being performed. The process is then redesigned by removing undesirable wastes, as shown in Table 2. What is a process? A process is a related group of activities that together create an output that is of value to a customer.A process is customer-centric and its objective to achieve some
Figure 2: APQP Mapped as a Value Stream
pre-defined goal. When reviewing a process in VSM, we understand WHY we are doing it and WHAT outputs the end customer requires. This helps to define the kind of inputs that are needed to achieve our goal. Development processes must collectively ensure the following:
Removing waste is the best way to improve productivity. Table 2 shows the eight types of waste in R&D.
and Reliability Engineering. A full time cross-functional team in APQP helps detect problems at the very earliest.
3. Immediate response to problems: Use the right problem solving processes. These processes include Cause and Effect Diagram, Why-Why Analysis, DFMEA, PFMEA, DFMA, Design of Experiments,
Once you have established a defined design and development process, the next step is to improve R&D productivity. In a creative environment, where you do projects of varying
1. Defect-free delivery: Giving exactly what the target customer needs. 2. No waste in the system: Waste costs money, consumes resources and increases product development time.
difficulty, how do we measure productivity and performance of R&D work? Defining Productivity: Productivity is defined as the effective and efficient use of all resources. Resources include people, time, knowledge, information, finance, equipment, space, energy, and materials. Process Productivity = Process Time รท Lead Time Here, Figure 5: Ways to reduce Lead Time
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Lead Time = Process Time +
May 2014
Delays + Waste Process Time (PT) : This is what adds value to the customer. PT is the time taken to actually perform the work, if one is able to work on it uninterrupted. PT includes task-specific doing, talking, and thinking. PT also includes essential non-value adding activities; one time testing, consultation and meetings to reduce risk, and mandatory regulatory checks. More than one cycle of testing or having to rebuild prototype is considered to be a waste. Emphasis is on first-time right. Lead Time (LT) : This is the elapsed time from when the work is made available till it is completed and handed over to the next process. LT includes process time as well as all inprocess waiting and delays and other non-value added. Waiting / Delays include: 1. Waiting Time: Work passed on to the process worker but not yet attended. For example, the test engineer receives part for doing test. He is doing something else and so does not attend to this new request straightaway. 2. In-process Waiting: This includes delays such as nonavailability of equipment/ people, rework (iterations) and re-tests. It also includes follow up to expedite work. The best way to improve productivity is to reduce undesired waste in a process. This is shown in Figure 5. Productivity is defined as doing more in the same time or by reducing development lead-time. 50 to 60% reduction in lead-time is achievable by analyzing the current state VSM and then creating future state VSM with minimized waiting and delays.
May 2014 2014 April
Productivity is customer specific. Everything that adds value to the customer is productive. Non-value adding activities are of two types: required non-value added and un-necessary non-value added (waste). We minimize or automate required nonvalue adding activities, such as verification of design, and eliminate un-necessary nonvalue added which is neither required by the customer nor by the company. Companies like BMW and Toyota, especially for its Lexus range, go further. They maximize and do more of what adds value to the customer. To manage our resources and design the right development processes, we must: 1. Understand exactly what needs to be done to meet customer needs. 2. Clearly identify the work to be done. 3. Define and implement methods to complete all required activities. 4. Establish time required to complete each routine activity. Standardize activities such as: a. Assigning work b. Design review process c. Placing orders on vendors d. Holding meetings (stand-up meetings at work stations are ideal) 5. Determine and provide resources needed to meet the plan. 6. Constantly monitor what is actually happening against the plan. Treat major works as individual projects. 7. Identify variances and take relevant corrective actions. The author Saravjit Singh a lead expert in Quality Management is the CEO of 10xquality.org. He can be contacted at saravjit@10xquality.org
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AUTOMOTIVE
Modular high-tech solutions for Automotive Workpieces DMG MORI accelerates international automobile commitment with specialised high-tech machines for engine and vehicle components. its comprehensive high-tech portfolio in all relevant technology sectors, global sales and service network, production facilities in all major sales regions and all-embracing automation expertise.
NZX-S2500 for crankshafts and camshafts manufacture
In spite of differences in detail, many workpieces which require machining in the automobile industry are similar – at least as far as dimensions and manufacturing requirements are concerned. In the context of the trend towards standardisation and configurability of machining systems in the automobile industry, this opens up highly encouraging prospects for metal-cutting machine tools. This applies particularly to DMG MORI as the world’s largest manufacturer with
As the world’s leading manufacturer in the standard segment of metalcutting machine tools, MORI SEIKI has also been highly successful for many decades as a manufacturer of specialised manufacturing systems for the automobile industry and its suppliers. This tradition is now to be expanded and accelerated thanks to the combined expertise available within the DMG MORI concern.
machine or as an automated manufacturing system, is found based on the standard program. In these cases, DMG MORI Systems comes on board as a partner with extensive expertise ranging from machine-integrated automation, robotic systems and linked machines to all-embracing turnkey projects. Even if the standard range is unable to meet the requirements, DMG MORI is still involved, as Ralf Riedemann underlines: “We can produce a specialised machine from proven components and modules with manageable design effort so cost effectively that it offers the user the kind of added value which he would otherwise only be able to achieve by investing in far more expensive special designs.”
However, every ambition to specialise has its economic limits, as Riedemann concedes. One of the decisive factors in this context is whether it will be possible to make “As a supplier of high-tech machines, we today a customer develop ment available to have much greater responsibility for optimising customers’ processes. For this reason, every project the “global market” is preceded by a detailed analysis of the components after a certain period. There are some to be manufactured. Only then is the best solution current examples for the specific application determined from of such machines in DMG MORI’s comprehensive portfolio together with DMG MORI’s latest product portfolio, the customer.” which all have one Ralf Riedemann thing in common. Managing Director - MORI SEIKI Europe AG & President In each case, the of MORI SEIKI GmbH, General Manager - European Engineering Department work area is designed to perfectly suit
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In most cases, an economic solution, which either fulfils the requirements as a stand-alone
MAX3000 for pump and valve housings
the envisaged parts to be manufactured. This minimises the space required, reduces downtime for handling or for automatic loading and unloading, and cuts down on the use of materials and therefore cost. As a result of the work area being reduced to the minimum dimensions necessary, the effects of temperature are also reduced, which makes for higher component accuracies even in tough, continuous operation. Ralf Riedemann adds: “All automotive machines are of course already prepared for the use or integration of automation.” MAX3000 for pump and valve housings The high-performance range of automotive machines from DMG MORI includes the compact MAX3000 vertical centre, which has excelled in, among other things, the precision machining of valve
May 2014
TMC2500 – Best in Class for machining connecting rods
housings. However, pump housings can also be processed to perfection on the machine. The MAX3000 has an SK30 interface and is equipped with a high-speed pallet changer. Thanks to its compact design, the machining centre requires a footprint of only 4.6 m², in spite of the pallet changer. The clamping surface of 600 mm x 300 mm is ideal for machining small automotive parts. Rotary tables can also be used, which makes the machine very flexible in use. The MAX3000 achieves a rapid traverse speed of 60 m/min in all axes, which makes it a cut above the competition
in its class. In addition, high acceleration rates ensure reduced machining times – particularly when frequent changeovers between feed and rapid traverse are required, such as when machining several components in one setup. The extremely fast pallet changeover time of only 2 seconds, or just less than 3 seconds chip-tochip, also underlines the claim to maximum productivity. With a speed of up to 15,000 rpm and a spindle bearing inside diameter of 55 mm, the machining centre offers better rigidity than “conventional” machines with an SK30 interface. This enables a high diversity of parts from widely different materials to be machined. The machine is therefore equally suited to high-speed milling of aluminium, heavy-duty cutting of steel, and the machining of magnesium, iron, cast iron or stainless steel. The MAX3000 range is supplemented by various options. These include chip disposal, coolant systems and measuring probes. Integral solutions for automation or machine linking are also available. In all cases, these are configured or developed individually for the particular project by DMG MORI Systems. NZX-S2500 for crankshafts and camshafts manufacture
The BMT® turret is an example of the use of proven components in the development of automotive-specific customer solutions
May 2014
A second example from the DMG MORI range are the ultra-compact NZX-S2500 twin turret lathes, which
are used, among other things, for the complete machining of crankshafts and camshafts. The excellent performance of the NZX-S2500 is thanks mainly to experience gained from the earlier NZX-S1500 machine with turning lengths of 500 and 1,000 mm. More than 160 of these machines have been installed as standalone machines and automated manufacturing cells, and have therefore provided much important empirical data for optimising the NZX-S2500. For this reason too, the NZX-S2500 is a prime example of the company’s development capabilities in the automobile field. Traverse distances, spindle power and feed rate in particular have been explicitly matched to the requirements. The machine also impresses with its symmetrical structure (in relation to the spindle centre), which reduces the effects of temperature on the machining results and increases precision. Further (design) attributes of the NZX-S2500 are the vertical machine bed for optimum chip disposal, exemplary access to the working area and tool magazine for easy manual setup or as a basis for efficient automation solutions, and the use of roller guides on all axes for stable process conditions and maximum reliability. In addition, fast axis traverse speeds of up to 36 m/min and breathtaking indexing times for the two 8-station turrets of just 0.2 seconds ensure maximum productivity. TMC2500 – Best in Class for machining connecting rods A particularly interesting
milling application can also be implemented on the TMC2500. With this compact machining centre, an 8-station turret with BMT® technology with directly driven tools effectively acts as a milling spindle above the swivelling table. This optimises the machining of, among other things, connecting rods, both from the manufacturing point of view and with regard to economy. As a milling facility, the BMT® turret, which originates from the turning sector, achieves incredibly fast chip-to-chip times of just 1.5 seconds, while the short travel distances in conjunction with the highspeed
DIM1500 for automotive components up to a 100 mm cube
axes ensure minimal positioning times. The fact that the TMC2500 lends itself perfectly for automation goes without saying in the light of DMG MORI’s diverse expertise and the envisaged target group. However, the range of applications extends well beyond the automotive sector and, in principle, is limited only by the traverse distances. In all cases, slideways on all axes provide perfect process stability, guarantee maximum precision, and ensure long tool www.martonline.in
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service life. DIM1500 for automotive components up to a 100 mm cube A further automotive highlight in the product portfolio is the DIM1500 turn-mill centre for small components that fall within a 100 mm cube. A design highlight is the position of the spindle and 12-station turret with BMT® technology, which are arranged horizontally at an angle of 45 ° to one another. On the one hand, this saves installation space and reduces positioning movements and, in addition, results in optimum force conditions for demanding turning and milling operations. The workpiece spindle operates at a speed of up to 6,000 rpm and a torque of up to 200 Nm, and can be fitted with a tool changer if the machine is to be
automated. On the other hand, the BMT® turret’s direct drive accelerates tools to a speed of 10,000 rpm and also reduces the chip-to-chip time to just 1.47 seconds thanks to highspeed indexing. A further aspect, from which both the TMC2500 and the DIM1500 benefit, is voiced by Ralf Riedemann as he explains: “In many metal-cutting processes in the automotive industry and in other sectors, and particularly when machining aluminium, contamination in the vicinity of the tool changer repeatedly causes problems. These difficulties are not encountered owing to the design of the BMT® turret, and this increases the reliability in tough manu- facturing operations.” In the same connection, Ralf Riedemann again emphasises the important point that DMG MORI relies exclusively on components which have been proven in practice for all “special products” for the automotive industry. As a result, more than one hundred TMC2500 and more than one hundred DIM1500 machines have been successfully installed. i80L for the serial production of engine components
The latest “special product” for the automotive sector is the ultracompact horizontal machining centre for the highly productive manufacture of engine components in large The tool changer’s double gripper ensures minimal chip-to-chip batches. The times of 4.4 seconds for the i80L/50 and 3.3 seconds for the i80L/40 compactness The i80L’s tool magazine is mounted above the machine to save space and stores up to 30 tools
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has also been achieved by, among other things, positioning the tool magazine in the top area of the machine. Furthermore, the basic configuration of the machine has been designed without a pallet changing system. This means that the i80L only requires a footprint of 2,550 × 4,685 mm. In return, the machine concept provides all options for manual setup The highly compact i80L horizontal machining as well as for customised centre from DMG MORI is specifically targeted automation solutions, towards manufacturers of cylinder for example by means heads and crankcases of gantry loaders or transfer line systems. impressive feature. The whole Furthermore, the design of the process, including clamping and i80L means that it can be easily releasing, only takes 1.5 seconds configured to form a highly for both versions. automated production line, for example for cylinder heads or The minimal chip-to-chip times of 4.4 seconds for the i80L/50 engine blocks, using additional and 3.3 seconds for the i80L/40 machines and machining units. also have a positive impact on Another special feature in the productivity. At the same time, light of the high compactness of the i80L/50’s tool magazine the i80L is the size of the work provides capacity for 20 tools area. Axis travels of the new of up to 110 mm diameter when development (in X-, Y- and Z-axis) fully loaded or up to 280 mm if adjacent pockets are left free. are 800 × 550 × 850 mm. This The maximum tool length here means that even large 6-cylinder is 550 mm, and the maximum engine blocks can be machined weight is up to 30 kg. For the without difficulty. Alternatively, i80L/40, the magazine has a customers can use the available space to position two workpieces capacity of up to 30 tools and in the work area at the same time the maximum tool diameter is 140 mm. When fully equipped, it is and machine them in parallel. This 70 mm. The maximum tool length reduces the number of machines is specified as 390 mm in the data required and consequently sheet, and the maximum weight minimises the investment. is 12 kg. The demand for high process productivity is met, among other things, by the rapid traverse speeds of 60 m/min in all axes and the various high performance spindles. The machine is available in two different designs with an HSK A100 spindle and speeds of up to 8,000 rpm (for the i80L/50 version) or with a 12,000 rpm HSK-A63 spindle for the i80L/40 version. The fast positioning time of the swivel table with its double-sided DirectDrive technology A-axis is another
For manual setup, the table can be moved in the Z-axis, which improves accessibility to the workpiece when manual intervention in the work area is required. The operator is therefore only 500 mm away from the setup position. The low height of the machine, which also reduces the loading height and consequently the loading time for possible gantry loader automation, is also oriented towards the requirements of automation.
May 2014
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AUTOMOTIVE
Over Drive: Automobile Component Manufacturing In India With annual car sales in India dipping for the first time in 11 years, posting a 9.59 percent, stumbling under a prolonged demand slump due to economic slowdown, the component makers gave something to cheer about with the exports grown by 4.4 per cent and touching $9.69 billion last year. Growth of Indian Auto Component Industry in the little over first decade of the 21st Century is phenomenal. The Industry has transformed gradually in stages from serving just the Indian market in majority to the replacement market - Global OEMs (Original Equipment Manufacturer’s). Automotive Sector five year plan (2012 – 17) as projected by Department of Heavy Industry, Ministry of Heavy Industries and Public Enterprises shows the growth of this sub sector has a bearing on the developments and growth of Indian Automobile Industry– Locally and worldwide – expanding and in the aftermarket. Indian Economy: An Overview The Indian automobile industry is capital and technology intensive with a high level of economy of scale and diverse linkages with down-stream industries leading for making a strategic industry as a whole to the Industrial Economy. The auto-component sector is highly diverse and vibrant, one of the key linkages to the Indian Automobile Industry. The Indian auto components industry can be broadly classified into the organized sector and the unorganized sector. There is a clear demarcation with respect to products, the organized sector caters to high value-added
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precision engineering products and accounts for around three fourth of the total production. The unorganized sector caters to the lower value-added segments. The organized players cater to the original equipment (vehicle) manufacturers, while the unorganized sector largely caters to the aftermarket. There are around 600 players in the organized sector accounting for around 70% of the industry’s total revenue.
mostly fragmented.
Based on their class and size of their location, the Indian auto component industry can be categorized in the Tier System as I, II and III.
The auto components industry in India has been witnessing a steady flow of investments excepting in 2009, when investments dropped due to recession. Investments in the sector have since picked up and are. Major foreign companies have been investing in the domestic industry through joint ventures and partnerships or by setting up their own production plants. Domestic component players are also investing heavily in the industry to reap benefits of long-term growth prospects. Several factors have enabled this transformation of the Indian auto components industry, such as: government’s role in the form of initiatives and incentives; additional subsidies and formation of various clusters as also economic liberalization. The gradual increase witnessed in the per capita income in India leading to aspirations and greater demand for automobiles,
Tier I comprising of large firms with almost all the companies capable for manufacturing multiple auto components, equipped with high-end technology and a large number of OEM. Most having high end research and development centers to carry out new innovation, with high IT penetrations in these areas they reduce their operational expense as most of the machines are automatic. Tier II comprises of medium sized firms, comparatively with less access to latest technology; mostly includes multiple component manufacturers and have comparatively better operational efficiency. Medium penetration of IT which is
Tier III consists of smaller, single-auto component manufacturing firms, largely unorganized players with less access to latest technology with use of traditional technology; they are mostly single component manufacturers having no operational efficiency .There is low level of IT penetration and hence use traditional method of manufacturing.
which in turn has boosted the demand for auto components. In addition, with the Indian market led to companies adopting innovative marketing strategies to fend competition, the competitive intensity has led to the improvement in end products. Current status of the Indian Auto Component Industry The automotive industry occupies a significant place in the Indian economy. The industry’s turnover touched US$ 40.6 billion in 2012–13 and is expected to reach US$ 115 billion by 2020–21. A well developed industry acts as a catalyst and gives impetus to the economic growth of the country. With India emerging as a global hub for auto component sourcing it is set to break into the league of the top five vehicle producing nations worldwide. The country is also on the rise as a sourcing hub for engine components covering a wide range of industries. The industry is further estimated to grow at a compound annual growth rate (CAGR) of 14 per cent during 2013–2021. In addition, auto components exports was recorded worth US$ 9.3 billion in 2012–13 and is projected to touch US$ 30 billion by 2020–21, according to the data from Automotive Component Manufacturers’ Association
May 2014
(ACMA).The Indian logistics industry is likely to continue its growth momentum due to the reviving fortunes of the sector with booming end-user industries, as per RNCOS report ‘3rd Party Logistics Market in India’. The report highlighted that the automobile industry dominates the third-party logistics (3PL) or logistics market with majority share, and is forecasted to remain the fastest growing segment in Indian 3PL market. Continuous improvement in logistic infrastructure has led 3PL services to be perceived as a far better mode of controlling both internal and external logistic processes. The Japan External Trade Organization (JETRO) and the Maharashtra Industrial Development Corporation (MIDC) have signed a memorandum of understanding (MoU) to set up the new industrial zone in Pune exclusively for Japanese manufacturers. India is home to 962 Japanese companies across 1,804 locations. Pune, being home to large automobile original equipment manufacturers (OEMs), is a potential area for auto components sourcing with huge consumer market according to Mr. Takehiko Furukawa (Director-General, JetroMumbai). JBM Auto has formed a joint venture with Italian bus maker Breda Menarinibus to manufacture luxury buses in India. The Indo-Italian venture plans to set up a plant at Kosi, near Faridabad in Haryana, and produce 2,000 buses every year initially, at an investment of Rs 500 crores (US$ 81.30 million). Apollo Tyres Ltd has closed a deal with Japan-based Sumitomo Rubber Industries to sell its South African business for US$ 60 million. Sumitomo will take over Apollo Tyres
May 2014
South Africa, including the Ladysmith passenger car tyre plant and Dunlop brand rights in 32 African countries. The German manufacturer Knorr-Bremse have set up a new plant in Pune at an investment of €14 million (US$ 19.18 million), to make complete braking systems for trucks. It has also established a technology centre for engineering design in the city. Growing credibility of domestic component makers have led to many global companies setting up their sourcing centers in India. There are 35-40 international purchasing offices set up by various global entities in India at present. The US remains India’s biggest component export market but shipments to the country have been down to 7.1 per cent last year at $1.98 billion. Exports to Germany, the second largest market, registered an 8.6 per cent increase at $780 million.
exports through EPL. With Ford India Private Limited setting up a modern integrated manufacturing facility at Maraimalai Nagar, near Chennai, for export of their automobile products, in the last few years, Chennai has emerged as the hub of automobile manufacturing sector with all global auto majors having their manufacturing plants in the city.
having a share of -US $80
Conclusion
capacities and technological
The Indian auto components industry is well poised to achieve strong growth in the coming years owing to rising domestic demand in the OEM market and the expanding Replacement Market. Once the global market stabilizes and the economic uncertainty diminishes, according to the Auto Components Manufacturers Association (ACMA), the Indian auto components industry is likely to grow to US$110 billion by 2020 with the domestic market
billion. The share of the auto components industry in the country’s GDP is also likely to increase to 3.60% by 2020. Given good long term demand prospects in the domestic market and with India emerging as a favored low-cost sourcing destination, auto component manufacturers are likely to invest in increasing production capabilities. Further, companies will continue to diversify their product portfolio to de-risk their businesses. However, competition is expected to increase alongwith prices of raw material likely to follow an upward trend. With expected to exert pressure on the industry’s profit margins in such a scenario, cost control programmes would assume greater significance for the industry players, both big and small.
Government Initiatives The Union Finance Minister P.Chidambaram’s announcement to reduce central excise duty on automobile in the interim budget 2014 was welcoming news for the automobile industry. The budget saw reduced central excise on small cars, scooters/two-wheelers from 12 to 8 percent alongwith reduced central excise from 30 percent to 24 percent on SUVs, and on large and mid-sized cars from 27% to 24% and from 24% to 20% respectively. The Indian Government to give incentives to the auto component industry to boost exports recently signed an Agreement between Ennore Port and Ford India Pvt Limited. Spanning over 10 years the agreement provides for various volume based discounts on wharfage by EPL ranging from 5% to 30% to encourage more
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CASE STUDY
Lamborghini saves €150K a year with Renishaw tool breakage detection systems After the retrofit of Renishaw TRS2 tool recognition systems, SAME DEUTZ-FAHR, manufacturer of Lamborghini, SAME and DEUTZ-FAHR tractors, has seen a dramatic reduction in the time for essential but non-productive tool checking on four Mazak FMS cells.
Lamborghini is a brand that symbolises Italian passion in the world of supercars, but it also has a strong following in the agricultural world, due to a range of high performance tractors produced by SAME DEUTZ-FAHR. At its headquarters and main factory in Treviglio, near Milan, Italy, visitors are struck by the same passion for producing high quality products in an advanced machining operation. Now the company has improved efficiency further by fitting cost-effective Renishaw probe equipment to multiple Mazak machining centres,
Non-contact laser detection
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giving a spectacular return on investment. The flexible manufacturing system (FMS) cells produce transmission and gearbox components, all of which require a large number of threaded holes. With some 70% of machining time devoted to drilling and tapping, tools which vary in size from M5 to M18 break frequently undetected this would lead to scrap and wasted machining time. As Luigi Galimberti, Manufacturing Engineering specialist for machining operations, explains, “We have used tool breakage detection for a long time on the Mazak machines, as machining cycles are fully automated and operators would have no idea if a tap or drill broke. Without detection a component could still have a broken tool embedded; subsequent operations would be incomplete and other components could be damaged.” However, SAME DEUTZ-FAHR was unhappy with the original detection
systems, which used to take more than 21 seconds to check each tool. This led to the decision to retrofit Renishaw TRS2 tool recognition units to multiple machining centres across all four FMS lines. Says Mr Galimberti, “With all the cutting we do we know a lot of tools need checking, so a reduction on that time meant significant time and cost savings. Each component needs at least 34 tool checks, so with the TRS2 check taking less than 7 seconds, the cycle time for every part has been reduced by an average of 7.5 minutes – some 6% of cycle time.” The TRS2 is a non-contact laser system dedicated to tool breakage detection, which allows the machine tool to monitor tool length fully automatically during a machining cycle. In less than a second it can detect the presence of the tip of a rotating cutting tool so that if it has broken during the previous machining cycle, the system detects this and the machine can take immediate
action without damaging more components. The TRS2 tool breakage detection system is also extremely easy to install with both laser transmitter and receiver contained in one unit, which doesn’t need the alignment of full tool setting systems that feature two separate units. If a tool breakage is detected by the Renishaw system an alarm sounds and the machining program is stopped. Any logic could be employed at this stage, for example another identical ‘sister tool’ could be used instead and machining could continue, but the engineers at SAME DEUTZ-FAHR prefer to stop the process for an operator to check the part and make sure that no more damage occurs. Clear cost savings and return on investment Mr Galimberti explains that the decision to invest in the TRS2 tool recognition systems and the subsequent cycle time savings has been extremely successful. “After a detailed analysis, based on February March April May 2014
the cost to run machines, we know this equates to a saving of more than €150K in the first year. This is because most of the non-productive machine time taken to check tools has now been released to machine components. We have paid back the initial investment in the TRS2s in a matter of just 5 months.”
from the cutting surfaces of the tool. During installation the transmitter beam is directed into a convenient position in the machine’s working volume, often crossing the path taken by the machine to perform a tool change, to minimise any extra traverse moves.
The length of a good tool is recorded in the machine from The project to replace the a previous tool setting routine, tool breakage detection units so the machine knows exactly was part of a general costwhere the TRS2 tool recognition reduction exercise. Continues unit should detect the tip. The Mr Galimberti, “When we engineer programming the job started we had several options chooses how frequently the tool for improving machining needs checking, depending on productivity, but this was by far their knowledge of how often the best, the others would have the tool is likely to break. This taken much longer to pay back.” could be part way through a machining operation, or often The TRS2 tool breakage after an operation has finished detection routine and the tool is being returned to the tool carousel. Speed is the key feature of the TRS2, but it is also important Appropriate automation for that a broken tool is not missed efficiency and quality or wrongly identified as good. The tool is moved such that The philosophy employed the tip is in the path of the in SAME DEUTZ-FAHR’s laser beam emitted from the manufacturing is well thought TRS2 and rotated at one of out, to maintain high quality several set speeds. The TRS2 whilst minimising costs, as is looking for a pattern of Massimiliano Tempesta, reflected light in its receiver Manufacturing Engineering May 2014
Manager, explains, “We have a common platform strategy, not just in our products but also in our engineering principles, with engineering knowledge coordinated here in Italy and shared across all the plants. Stock of component parts is kept low by producing only what we need, according to varying demand for different models. We’ve done this in the machining operation with these very flexible Mazak FMS cells producing individual machined parts for the transmission and gearboxes. This is then coordinated with other components to come together on the assembly lines in a ‘JustIn-Time’ style.” Lamborghini, SAME and DEUTZ-FAHR brands The three types of tractor are all produced on the same production lines with common components. Each brand has a following in different regions, but as with many car manufacturers, it makes sense to share a common underlying design across different models. The three companies came together over a number of years, starting as SAME in 1927
in Treviglio, who pioneered the use of diesel engines on tractors. In 1973 SAME purchased Lamborghini tractors and in 1985 also acquired the German tractor company DEUTZ-FAHR. In 2003 the group became a key shareholder in DEUTZ engines, which now produces all the group’s engines. The SAME DEUTZ-FAHR group has three plants in Europe Italy, Germany and Croatia. The production at each is according to the size and power of the tractors, which determines the common components involved. In Treviglio the plant produces tractors that vary between 50140 HP, the German Lauingen plant produces tractors with 140-270 HP (soon to be up to 300 HP), and the Croatian plant produces combine harvesters. In line with the group’s geographic expansion, its Indian plant is currently being expanded, in Russia an assembly plant will shortly start its production of tractors of 150 – 270 HP for the Russian market and a new factory is being built in China, but all still retain common engineering principles. www.martonline.in
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ON FACE
Proving Ground
Matt Bailey press@mbmc-uk.com
With a population of around 1billion people, India has a huge and only fractionally met domestic demand for all manner of consumer goods, including household appliances, vehicles, food and agricultural products. For small to medium sized manufacturing companies, the opportunities are legion, especially as many well-known OEMs make long-term production commitments to the country, and source precision engineered parts locally. Rajesh C Suttatti, a self-taught engineer and Managing Director of SuMax Enterprises, has been developing and making specialist tools and fixtures for the Indian automotive and machine tool sectors for over 30-years. The SuMax factory is in Pune, about 100 miles from Mumbai, which puts it close to the leading manufacturers in India’s industrial heartland. Mr. Suttati talks about how he uses his Haas machine tools to develop fixtures and programmes for parts that will eventually be produced in high-volume for well-known customers, such as John Deere and Cummins.
Tell us a little about the origins of SuMax:
other companies, so we have been able to diversify.
My father already had a successful company called Vijay Engineering, which he set up in 1966. It has a good reputation for making high quality machine tools for other OEMs across India. We started SuMax to supply Vijay with specialist tools and fixtures. However, we quickly found work with
Why is your company located in Pune? For a company indirectly working with large-scale manufacturing companies, location is important. Being in Pune helped us win work with John Deere when the company set up a joint venture nearby, in the late 90s. That got us started making machine components for the automotive sector. It’s purely good fortune that we are next door to the local Haas Factory Outlet (HFO). That’s how we came to buy our first VF-2 vertical machine centre. We started out with very few machines and have increased our capacity slowly each year. We now have a VF-6, two VF-2s, one MDC-500 mill/drill centre, and an EC-400 pallet pool. How have you found new business? Mostly word of mouth.
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Originally, John Deere asked us for some sample fixtures, which they liked very much, then they asked us to make some parts for their tractors. They were building about 150 a month and each tractor needed two of the parts. It was low volume but steady work. However, the real break came when they recommended us to other companies in the automotive sector. That’s when we started developing turbocharger housings for TATA pick-ups and trucks. What type of work do you do with your Haas machines? We tend to use the Haas machines for production development work: proving new parts, designing fixtures, etcetera. They give us the flexibility and accuracy we need. The controls are excellent, enabling us to work on many different parts quickly and easily. Many of our customers still send us PDFs - drawings, not CAD/CAM data – so we have to work out
how to make the parts. That means programming the Haas machines manually – but I’ve been operating them for a long time and they are very easy to use. Do you also make parts in production volumes? Yes, sometimes. Mostly, we provide proof of project and work out the fixtures, before handing volume production to another company. However, we also have specialist, highspeed machines - including the Haas VF-6, for making production parts in larger volumes if needed. For example, SuMax is a tier three supplier for Cummins Turbo Technology. We make 14,000 Cummins parts a month, including a 250mm turbocharger housing, using a variety of machines. We developed around 85 of the parts we currently make on the Haas machines and now produce them in volumes of
May 2014
month – something that was unheard of when we started the business. What are the biggest operational challenges you face?
200 to 6000 on our high-speed machines. In fact, we bought the Haas MDC-500 to develop a turbocharger part but now use it to make the part (requiring 20-micron tolerances) at a rate of 160 a day. How many customers do you have? Are you diversified, or do you only supply the automotive sector? These days, we have just five customers. We used to have many more, but we made very few parts for some of them. Now, we do a lot more for all of them – working three shifts, six-days a week. To minimize our exposure to economic cycles, we have also diversified into different sectors, including: Automotive turbochargers, PET bottle making machines, hydraulic pumps, John Deere tractors, and motorcycle components. The truck sector, for instance, does well when the monsoons are good because agriculture improves; whereas the PET sector is quite consistent. Even when the
economy struggles, people still buy food in containers. If we only served one sector, our customers’ busy periods would coincide. By being diversified, our customers know that we will have the capacity to serve them when their sector is busy.
Isn’t it tempting to take on the big, production volumes?
Managing the work is a big challenge. One part may go through four or five development stages before the customer agrees the final dimensions and features. Minor changes are no problem: they just involve adjustments to the CNC programming. However, a major change to the part means changing the tooling and fixtures too.
We know where our strengths lie. Whenever we get an enquiry, the first thing we do is check the volumes required. If the numbers are in the millions, we simply say ‘no thank you’. However, if the volumes are 10-20,000 month, we’re interested. That might change as we grow but we want to grow steadily. I’m not sure we want to start buying
It used to be that a finished part would stay unchanged for several years. These days, no part really stays the same for more than a year. The complete products - such as motor vehicles, are changing very quickly, so the parts are, too. Our customers expect us to keep up with them.
large quantities of materials – that can be a very risky business.
How have things changed in India in recent years? Are there many companies like yours, able to meet the demands of large, internationally known companies? India is changing very fast. It used to take months to get things done. Now, people won’t accept long lead times. Customers want us to work out processes very quickly. Typically, they might give us, say, 15 days to produce a part (once it is worked out), but only 3-4 days to develop the processes and fixtures. We rely therefore on our ability to program the Haas machines very quickly. We are also pleased that our HFO can get us new machines when we need them in less than a
With so many parts in development, it must be difficult to allocate resources. That’s why we bought the Haas EC-400 pallet pool, because we often develop four or five parts at any one time. Haas designed the EC-400 for high-volume production and unattended operation. It has six stations that we can schedule individually, allowing us to prioritise work efficiently and develop parts simultaneously.
May 2014
When we’ve worked out the process, we move the fixture and the tooling to the production machines.
Are you optimistic about India’s future as a manufacturing nation? Yes, definitely. Economists predict that India will have the third largest economy in the world by 2030. Local competition is tough but the domestic sector is large and growing. Our big opportunities come from increased domestic consumption and the fact that more companies are moving manufacturing to India. We want some of those companies to choose SuMax as their partner. That’s why we will continue investing in Haas machines and developing our existing sector expertise.
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21
FINE MACHINING
Fine Machining: Lean Approach
Shareef M Syed sshareef@sigmaelectric.com
The need for high precision manufacturing was felt by manufacturers worldwide to enhance Interchangeability still maintaining the same product performance to that of selective assembly. In this era of Global village it has further fueled the need of interchangeability, as the components are sourced from low cost countries and assembled at the location where the deliveries to be made so as to make the supply chain more competitive. This necessitated the need for Fine Machining.
Fine machining is all about achieving stringent manufacturing tolerances to meet high performance standards. Variation reduction is a subset along with achieving desired surface roughness (Ra / Rz) values. Global competition demands high performance combined with low cost manufacturing. This compelling challenge can be de-puzzled once we understand the components of machining cost and there by counter challenging technically to arrive at the best manufacturing process which is highly reliable still competitive. Value addition thru Machining, the cost elements basically consists of 1. Cycle times
2. Cost of consumables 3. Energy consumption 4. Rejections / rework 5. Space
Now let us dwell on concepts of fine machining and reliability with a focus on competitiveness. 1. Cycle times :
- Right selection of Machine size, Spindle speeds, Rapid movements of X, Y, Z axes, Tool change Time / Cut to Cut time helps in optimizing cycle
6. Work in Process ( WIP) 7. Labor cost. 8. Asset depreciation The task of manufacturing engineers is to come out with alternate concepts of optimizing each and every element. This way, not only we have a tab on total cost of machining but it gives the right direction. Here Deming’s PDCA cycle (1. Plan 2. Do 3. Check 4. Act) can be applied to carry out experiments systematically.
Each component is unique and selection of Machine tool is to be based on a) Takt time / Cycle time calculations b) Component material and Material removal rate and features
times. High speed spindles are suitable for Non ferrous metals whereas, High torque spindles are for heavy metal removal rate of ferrous components. - Where the requirement of Ra values in the range of 0.2 to 0.4 microns integral spindle with high spindle RPMs
c) Sequence of operations and number of setups d) GD & T to be achieved WRT Datum features.
Thru Coolant Spindles
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e) Critical Ra value requirements.
Integrated Spindel
May 2014
they work on higher cutting parameters (Vc)
Combination Drill & Tap
over Belt driven machines are recommended. Spindle housings are provided with chiller option to maintain thermal equilibrium even at prolonged working hours. This helps bearing life enhancement and avoids possible bearing seizure.
1. UBL Chuck 1. UBL Chuck
for achieving desired positional accuracy. - Deep holes where L/D ratio is more than 3, it is recommended to have thru coolant spindles. This helps in better Ra values of fine bored holes and reduced Cycle times.
2.2.COLLET CHUCK Collet Chuck
- For fine machining, table positioning accuracy is very critical. Machines with linear scales gives better response (sub micron level) over Encoder feed-back type machines. Some Ball screw machines with Encoder feed-back have cooling mechanism for maintaining thermal equilibrium and in some machines temperature sensors senses the expansion / contraction of ball screws and accordingly system is corrected
3. DIAPHRAGM CHUCK
3. Diaphragm Chuck
- Combination tooling helps in reducing cycle times. No doubt is calls for a specially designed tailor made tools and tool holders, the savings are very attractive. - Chucking systems and Fixturing plays a vital role but generally it is neglected. Simple wedge type chucks are suitable for rough / proof machining of components. Depending upon the component features and accuracies involved the
4. COMPENSATED CHUCK
Fixture design should be such, cutting forces are directed towards rigid fixture elements, not to distort component profiles while clamping, able to reproduce dimensional accuracies and the desired GD & T with ease of loading / unloading, Poka-Yoke ( Mistake Proofing ) concepts. Rigid fixture concepts enables higher cutting parameters, doesn’t distort components upon clamping thus saves on Cycle times and rejections. 2. Cost of consumables : Critical component machining always attracts expensive cutting tools and thus cost. By following some ground rules one can exercise better control over tooling cost.
5. FACE CLAMP 5. Face Clamp Chuck CHUCK Reduce number of cutting tools by combining and standardizing component chucking systems where ever possible. For e.g., could be For Machining centers 2 features combined in one the fixturing / component drill as a combination tool. clamping devices depending The savings are two-fold, one upon component features / reduction in cutting tool cost, profiles could be second, savings in non cut time i.e., reduced machining cycle - Precision hydraulic vices time.
4. Compensated Chuck
- Cutting tool material and Geometry plays a vital role. Selection of positive and negative rake angles depending upon the material to be cut along with chip breaker geometry helps in better Ra values and cycle times. Many carbide grades are available for steel and cast iron components where as CBN inserts best suited for hard part and PCD inserts for Aluminum machining saves lot on cycle times as
- Magnetic chucks
Experiments for right geometry
- Vacuum chucks
insert and carbide grade.
- Special fixtures with hydraulic
machining comes down during
clamps.
this exercise even it calls for
Make sure that total cost of
Illustration Of Lean Layout
May 2014
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hence reduction in total machining cycle time. - Autonomation - Man-Machine optimization - Perfect balance between Machine operations and Manual operations to bring harmony in the manufacturing process helps in quick response to abnormalities. high initial investment towards insert. The whole idea is even capture reduction in machining cycle times and capture total cost of production. Pre decide tool life and re-
production volumes support, these small specific machines not only saves Energy, Cycle times but on shop space requirements.
7. Labor cost : 8. Asset depreciation : One best way of optimizing the above cost elements is thru
4. Rejections / Rework :
following Lean Manufacturing
- One piece flow – Focus is on Single piece flow in Anticlockwise direction to ease Load / Unload. The whole concept LEAN is based upon optimization, identification and elimination of waste. Conclusion : If we have to be competitive in this global environment, the process has to be highly reliable and optimized to meet customer demands. Fine machining techniques together with LEAN manufacturing methodology
One-Piece Flow
Concept of Flow Production
helps in implementing cutting edge technology and identification and elimination
grinding frequency to enhance
Rejections are true replica of
tool life. This saves lot on
process performance. COPQ
cutting tool cost and thus cost
(Cost of poor Quality ) needs to
per piece.
be assessed and can be tackled
3. Energy Consumption : On a production shop-floor, machines have to be specific to a product line rather than using general machines which have high KVA ratings. If the
systematically using QC tools and 6methodology depending on the nature of the quality problem. 5. Space : 6. Work in Process ( WIP) :
techniques. LEAN cell is all about Small dedicated machines arranged in process sequence – Small machines are robust and easy to maintain and reduces Capex burden. - Takt time and Cycle time balancing – Machining cycle times are balanced to Takt times (Takt time = Total available time / Number of units to be produced). As the lines are balanced to Takt time, there is no waiting time and thus reduction in WIP.
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of waste systematically in a manufacturing process. This process has to be dynamic and proactive in nature to reap the benefits on a continuous basis. The author Shareef M Syed, a Mechanical engineer with MBS qualification, I having around 25 years of industrial experience in Design and Development of Metal cutting machines, Assembly Automation systems and component manufacturing companies. He is certified by ASQ (American Society for Quality) or Black Belt programme. Developed more than 500 SPMs in Metal cutting area as a part of Productivity
- Load / Load cells – Operator
improvement programme.
has to only load the
Presently he is the Vice
components into machining
President – Manufacturing
fixtures, unloading is automatic thus saves upon OCT ( Operator Cycle Time) and
Engineering with Sigma Electric Manufacturing Corporation Private Limited, Pune. May 2014
May 2014
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25
FINE MACHINING
The Journey of Fine Machining
Swaminathan S B swami.b@indo-mim.com
Machining of Metals has always been a challenging task and when dealing with Metal Injection Molded (MIM) parts, it has become tougher. The machining process at Indo-MIM started with operations like drilling, tapping, surface grinding to finish features and tolerances; which were beyond the MIM tolerances. Due to unavailability, most of the prominent operations like turning, drilling, reaming, tapping and surface grinding were being outsourced in the initial years of inception. The major thrust for in-house machining came from our Founder and Chairman Dr. Krishna Chivukula, who was not satisfied with the parts being ricocheting between places and sub-suppliers. He had foreseen the need to start in-house machining to instill customer confidence particularly for the automotive customers.
• High production Singlepass honing with one part every 13 secs.
We established in-house machining in 2009 and have so far established many critical operations including
• ID Grinding with ± 6 micron requirement
• CNC turning with close tolerances of upto ± 6 microns • CNC Milling – 3rd and 4th Axis in machines with Pallet changers
• High production Profile grinding at 15 secs. / part having ± 7 micron tolerance • Multi-part Surface grinding • Lapping and Polishing to achieve flatness of upto 2 microns.
Against the general belief that in-sourcing is more expensive, we have been so far successful in making the supply chain leaner and easier, with in-house machining as it gives us tremendous amount
Honing machine
of focused improvement initiatives. We have also crashed the lead time for product delivery by as much as 400 % in some cases. The customer delight being the icing on the cake. The following advantages are helping us to sustain our machining process: Right machine selection
Multi part
Milling Line
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We have engaged ourselves in an active role in the process of selecting the machines. Our guiding factor for the process has been the method of maximizing the machine running time. We opted for VMS’s equipped with pallet changers to shorten the time lost in loading and unloading time. Further, we opted for machines which were small, compact, rigid and with low
torque spindles since we remove very less material and most of our parts are smaller in size. Whenever critical tolerances are to be maintained within capability, machines have been fitted with probing systems for auto tool offset corrections. Even for honing and grinding, we have opted for for machines with the facility of parallel loading and unloading of parts, while the operations are carried out in other stations. Work Holding Even though we use the general chucking systems and collet systems in our turning centers, we have custom built fixtures for specific parts. Having our own design department doing both the March May 2014
not only helped us arrive at get the solutions, but also to get them fast. There have been instances where the outcome of our discussions have become standard options for the machine tool manufacturer later. Pallet Changer
part design and fixture design has helped us decide the optimum clamping systems for highly challenging part requirements. All our milling and surface grinding fixtures are multi part fixtures. Having multi part fixtures not only has helped in increasing the productivity, but also have given us the advantage of full machine bed utilization irrespective of the part size. Most of the small batch productions have multiple parts / operations preset in the machine bed thereby practically zeroing the change over time. Cutting Tools Though we get support from different tooling manufacturers and dealers, we work with the suppliers to achieve the lowest possible ‘per piece rate’. The tool cost alone is not taken into account but the advantage of higher cutting parameters and better material removal rate is also being considered to finalise the optimal tool source for any application. We approach each application with an open mind giving equal opportunity be it established players like Iscar, Sandivik, Walter etc., or low cost sources in India who manufacture and supply tools which are less expensive.
May 2014
Continuous Improvements Our culture to work always on continuous improvements by conducting kaizen events, identification of Improvement projects and tracking them have helped us complete significant improvement projects in optimizing the usage of Man, Machine and Methods. Statistical Process Control The usage of statistical process control is another tool we have successfully implemented to establish robust and repeatable processes. Statistics have come handy in the study of tool wear pattern and establishing auto offset corrections through program macros. The macro programs have reduced the high variability caused by operator interventions. Processes where very close tolerances needs to be achieved have been established in this way and we have derived significant reductions in product scrap levels.
With the establishment of our Investment casting facility at Tirupathi, we have got into the challenge of machining bigger parts having more material removal. The machining of MIM parts have helped us quickly establish highly critical machining projects for Investment casted parts. All through our machining journey, our primary objective has been and will be low operating cost. With our management willing to invest on suitable machines though expensive but guarantees lower operating cost in future; is the corner stone for our rapid growth in
the machining process . With starting from three machines in 2009 to currently holding 60 machines in 2014 is a remarkable achievement! Having established sales offices across the world in addition to having satisfied customers, has opened new opportunities of bigger and more challenging machining projects. With the strong fundamentals established along with the past learnings, we can confidently say that we are well placed to handle them and succeed. The author Swaminathan S B with rich industrial experience of more than 25 years in forging and machining fields have established several high volume projects for the automotive customers. He is working Indo-US MIM Tec Pvt Ltd as Deputy General Manager Machining projects and can be contacted at swami.b@indo-mim.com
Collaborative approach As we believe that when bright minds meet, ideas spark out; we approach any challenge with an open mind and discuss them with machine tool suppliers, tool suppliers or work holding sources for optimum solutions. This has
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MANUFACTURING EXCELLENCE
Journey Towards Excellence
P S Satish gotopssatish@gmail.com
Managing a SME in India - Part 16 As a continuation of last article, we will discuss on few more points to manage SME’s better in India 29. Construct a virtual building of the
Satisfied Customers
Company
well by cross beams so that the structure can carry the weight of the super structure currently planned and also possible future expansions. We never build a house
Training Defined Process/ Systems Resources
keeping some finite years of life but will be
Visions, Missions, Values & Strategies
built as if its life is forever. What care we take when we build our
Visual Building of Company
company? I am not talking of physical building here but a virtual one. Which are all foundation, pillars, cross beams and super structure here? This article tries to explain these points. The following figure
strategies they got a better picture to lay
wanted to put up a plant for manufacture
the roadmap for further actions.
of Ethanol. They have sufficient land for this and investment required is high. When
a. Foundation
basic question was why they want to do
strong foundation. Foundation for the company is the vision, mission, values and strategies.
they asked me to guide them further, my
Recap on major stones of foundation:Vision – Where you want to reach?
this business. They said, ‘One of our friends
Mission – What is the purpose of your
told us that there is a great demand for
business? What guides you?
Ethanol which is used along with petrol and diesel since there is a shortage of this in the country. We can make huge money
Values - What you believe in? Strategies - What roadmap you take to
• Are you clear where you want to reach?
from this’. Apparently they had no idea of
• What is the purpose of your business
investment etc.
b. Pillars
other than making money?
Ethanol manufacture, risk involved, raising
reach vision?
I am not trying to say they are wrong. I
Having led the foundations, let us look at
• Is there an emotional reason on why you
advised them to discuss among Directors
the pillars which can support the super
run the company?
on what their vision would be 5-8 years
structure. For building to be strong, there
from now, how they formulate their
is a need to ensure that all pillars to be
mission by seeing bigger picture of helping
focused to make them strong. Neglecting
nation to reduce dependency of oil, on
one will make the building to that extent
what values they would like to stand
weak.
• What changes company can make on Life of people and the surroundings? • What strategies you can adopt to reach the vision?
and strategies they adopt for getting
• On what values and principles company
them that by focusing only on money,
stand for?
they will take many wrong decisions which
Clearer you are on these points, stronger will be the foundation of the company.
28
I met few Entrepreneurs recently who
explains the concept.
You cannot build a super structure without
Responsiveness
adequately strengthened and supported
Measurement
Competetiveness
will ensure that pillars or columns are
Delivery Fulfillment
foundation is made very strong. We
Planning
Quality
want to live, we normally make sure that
Innovation
When we construct a house where we
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investors & setting up the facility. I told
would be detrimental to their long term vision and sustenance of the company. By deliberating on vision, mission, values and
The main pillars to be strengthened are – • Quality • Innovation • Customer responsiveness
May 2014
• Competitiveness • Delivery fulfillment Let us look at each of the pillar in little detail – Quality One of the strong pillars to be reinforced regularly is Quality. No company can survive on price alone without focus on quality. Quality meant here is that of product, process and system.
of wastes in everything. No Customer inefficiency, mismanagement or negligence of the company. It is important to bring awareness of cost at all levels of the company. Delivery fulfillment
on the role they are playing. All areas to be covered and deployed by identifying specific need, gap, implement and later words of Peter Drucker, ‘Training is
with respect to time and quantities?
expensive. But no training is more expensive’.
Consistently meeting the requirement of
Training need identification is a continuous
Customer even when volumes fluctuates,
process.
is one of success element. This is all the more critical when you are a single source. In many cases, volumes lost in one month
increase with the increase of quality. But
can not be compensated in the next
actually cost will come down by focusing
month. We can also add here requirement
on cost of quality like defects, scraps,
of time to market for the new product
reworks, warranty claims etc. Focus daily
launches. Delay in launch may jeopardize
on quality to improve. Develop mindset of
the sales volume. It is also critical to ensure
quality in the company.
that quantities are met in ramp up phase
company needs to innovate continuously.
It is essential from clerk to CEO depending
measure effectiveness. Remember the
Supplier. There is a myth that cost will
Considering current competition, every
Training
Are we meeting the schedule of Customer
Quality will enhance Value perception by
Innovation
could be qualitative or quantitative
is ready to pay for costs incurred by the
and corresponding capacity is planned in
Defined process/ systems Define each process on how it has to be executed. It could be like procedures, working instructions, guidelines, hints etc. Insist on documentation of everything to ensure Organization learning happens. Resources
advance.
Nothing will move if proper resources are
c. Cross beams
need and provide suitably. This is one of job
not provided to employees. Identify the of top management.
New product development is included
Building cannot be strong without cross
here. Product life cycle is coming down
beams that run across. In the virtual
and each Customer is looking for improved
company, following key cross beams are
product. There is a need to question the
necessary –
After having built foundation, pillars and
• Planning
a super structure which is nothing but
way things are done for improving to enhance features, reduce complexity, and reduce waste or faster delivery. Mantra is on how to do more, faster and better. Look at the companies like Yezdi Motor bike. They vanished mainly because they did not innovate. Customer responsiveness In reality, patience of Customer is coming down. He expects a faster response to all the queries or to attend to his problems. Company need to set up a system where
• Measurement • Training
d. Super structure
cross-beams, you have a provision to build satisfied Customers. Further construction will be easy with no chance of collapse. You will have provision to build on more satisfied customers.
• Defined processes/ systems As explained in above paragraphs, to • Resources Let us look at each cross-beam little in detail Planning
construct a strong company which lasts for hundreds of years, it is essential to have a strong foundation, strengthen pillars and cross beams. Then you will have a provision to put up super structure for Customers. What is explained are basics for structure
Customer needs is attended on priority.
Planning is a must in all the activities to be
and more pillars and cross beams may be
This pillar is normally neglected or taken
effective. In one of survey made in USA
added for further reinforcement. Start
for granted by SMEs in India. It is seen that
among small Scale industries, planning
constructing your virtual building of your
companies responding faster to Customer
came out as top point where companies
Company.
and being proactive has flourished. The
need to focus to be successful. Strengthen
Employees’ especially marketing staffs
this cross beam across the company.
have to be trained to take care of this pillar. Competitiveness
in the next issue. Please send your Measurement There is a saying, ‘Which cannot be
Long term sustenance is guaranteed by
measured cannot be improved’. Find
working on this pillar. Focus is to add value
suitable measure for all the processes to
to Customer by working on elimination
focus on improvement. The measurement
May 2014
I will continue the series of article inputs,remarks,suggestions to P S Satish, Mentor and Capability Developer, M/s Saraswati Industrial Services, Q 103, MantriParadise Apartments,Bannerghatta Road, Bangalore-560076. Do visit www.satishps.com. Have a good day.
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29
TOMASZ’s CORNER
9 Books Every Entrepreneur Should Read
Tomasz Tunguz ttunguz@gmail.com
Some of the best content to be found about startups is locked in books. Thomas Kjemperud asked me yesterday for a 140 character recommendation of one book for founders. Reducing my list to just one and condensing an argument for why founders ought to read it in just 117 characters was just too great a challenge for me. Instead I’ve written a blog post about the nine favorite books I’ve read over the last five years have helped me understand startups and the processes that make them successful. They range from written 70 years ago to written in the past 3 years. They have been written by salespeople, CTOs, speechwriters, consultants and magnates. These are the books I go back to, time and again, when I have a question or I’m looking for an insight. If they weren’t all e-books, they would be dog-eared and foxed. Here they are: How to Castrate a Bull describes the creation and dramatic success of NetApp, the storage company. Unlike most business stories which are penned from the point of view of the CEO, this one is written by the CTO/ founder, David Hitz. Hitz lived on a ranch in his youth and draws parallels between the activities on the ranch, like castrating bulls (!), and building a startup. For example, from Hitz’s point of view, politics is the art of getting groups of people to come to a common conclusion by developing consensus. Consensus is a state where all are willing to provide their consent for a decision to take place - not necessarily reaching total agreement, but allowing for the process to go forward. Other chapters focus on risk, including evaluating the risk of entering new
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markets, of changing corporate culture and attitudes, and of changing CEOs. The Essential Drucker condenses the extensive writings of Peter Drucker, one of the most respected management thinkers of the last century. I’ve written posts about his views on Communication, Optimal Team Sizes, The Myth of the Generalist, a team member’s Obligation to Dissent. Drucker coined the term information worker and presaged the changing nature of work resulting from people
managing data instead of machines. Despite the age of his writings, many of his insights ring true today. Business Model Generation proposes a visual technique for creating and understanding business models for companies. Each time I meet with a company, I write down the BMG framework in my notebook and fill it in. The BMG is clear and simple but comprehensive. The book also includes many examples of successful companies’ models which helped me understand those companies better.
But for founders, it’s a good technique to think through different ideas. Predictable Revenue is the classic SaaS sales handbook. Written by Aaron Ross, one of the first salespeople at Salesforce, Predictable Revenue is one of the first books to describe the inside sales model with sales development teams, inside sales reps and account executives, and the processes that unify them into one coherent performant organization. Some of the techniques described in March April May 2014
this book have since been outmoded, but the broad principles still apply. The Success Equation describes a mental model for risk. I heard about this book because David Lee from SV Angel wrote about it. I read it and I loved the concept. when we make decisions, particularly business decisions, our goal is always to maximize the expected value of an investment. But the expected value is a combination of both skill and luck. Playing a match of chess, I have a 50% chance of winning because both sides start out as equal. That’s the luck part. But if I were to play against the Grand Master, the skill part would become much more important. Understanding this equation, the importance of skill and luck in each major decision involving risk helps us to ensure we are making the right calls. It’s a quick read but a fascinating book that forced me to reflect on my decision-making processes for investments. To Sell is Human who is a former speechwriter for Al Gore penned this book to proclaim dead the hard sale. Pink’s book argues that the most successful salespeople today, unlike 30 years ago, are the ones who listen to customer needs and match a product’s features and functionality to serve those needs. With a huge volume of information about different products at their disposal, today’s customers are far more sophisticated and consequently demand a different sales process. This book made me reflect on the right characteristics of a salesperson within a company that is pursuing an education sale versus an execution sale.
May 2014
Like Peter Drucker, Peter Senge is another extraordinary management thinker. In his book, The Fifth Discipline, Senge Describes the four principles that have been well covered in management science before: team learning, shared vision, mental models and personal skills mastery. But the fifth one, the one the book is named after, is Senge’s stroke of genius: systems thinking. Systems thinking, despite its esoteric name is actually quite simple. Systems thinking means looking at a business as a collection of positive and negative feedback loops. Virality is a positive feedback loop. Poor customer support experience leading to churn is a negative feedback loop. Senge argues that management teams ought to consistently develop an understanding of the feedback loop that govern their business and manage those loops actively. High Output Management is Andy Grove’s seminal work on management. It is the origin for the practice of OKRs, the management technique that Intel and Google, among others, use to set goals for the company and align everyone in achieving those goals. Zero to One is the compilation of Blake Master’s notes from Peter Thiel’s Stanford class. There are some profound insights in the book. My favorite is the idea that entrepreneurs should develop a secret. A secret is not an unknown. Rather, it’s something just not widely believed to be achievable or feasible. In other words, it’s an insight, a thesis that isn’t widely held that creates a business opportunity. Source: www.tomtunguz.com
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31
TALENT MANAGEMENT
Meet your 21st Century Learner Aspirational, Collaborative and Socially Engaged
Pavan Sriram pavan@ittige.com
In pursuit, the theme of ‘21st century learning’ often surfaces, a popular label that, while perhaps cliché, still seems to be necessary as we iterate learning models, fold in digital media resources, and incorporate constantly changing technology to an already chaotic event (i.e., learning). “Give learners a thought and they’ll learn for a day. Engage with them to apply and they’ll learn for a lifetime.” During one of my recent client meetings in Mumbai – their Chief Learning Officer pointed out that he is constantly wrestling with two big questions: How do his employees learn, and how can they do it better in a constantly evolving context? Experts, pundits and futurists often point to the need for individuals and organizations to adopt 21st century learning priorities and practices, but what are these? Reflecting on our futures work across different professions and industries, we organized some thoughts of learning this century so far seems to require of learning individuals and organizations. Learning standards for employees, trainers, and
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business heads help to measure proficiency and set aspirational goals for the knowledge, skills, and attitudes needed to succeed in today’s digital age. Business leaders have been especially outspoken in their call for a workforce well versed in 21st century skills. In a recent survey, they were asked about the skills most “The only irreplaceable capital an organization possesses is the knowledge and needed for readiness for today’s business environments. ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.” – Andrew Carnegie, 1919 The highest ranked skills were not facts and basic skills; they were applied skills that enable filled with tools and peers. inputs at a later time through workers to use the knowledge This realization has led to audio and video recordings and basic skills they have the study of learning and augmented by online instructor acquired over the years. The solving problems in social and class notes. most desirable skills were work environments. This style of learning requires ethic, collaboration, social Over the past few years, a collaborative environment in responsibility, and critical as we’ve seen our training which instructors and learners thinking and problem-solving. program move from are not bound by geographic Employers also see creativity boardroom planning to distances; learners will be able and innovation as being classroom and virtual to work together remotely to increasingly important in the implementation, various future. seamlessly complete projects themes guided our thinking and apply it at work. Current thinking about 21st regarding curriculum and century skills is based not instruction, one of them being Here are some interesting only on recommendations initiatives that organizations the most critical and that is from business leaders, but are creating with new Collaborative Digital Learning. also on research about how structures and attributes The 21st century learning people learn. Much of the to help individuals and environment will be an early research on this topic organizations learn more environment where anyone, was carried out by cognitive effectively: from anywhere, at anytime can psychologists during the 1970s • 24*7 Networked - taking full access community resources. and 1980s and focused on advantage of online platforms The traditional classroom will how individuals, especially be extended by the use of and collaboration technologies. experts, learn and solve online communities of learning. problems. Although fruitful, • On-demand - from online Learners will be able to access researchers realized that resources to mobile and their programs online, receive their work did not take into embedded decision systems, instruction by attending class account the rich environment employees have answers at our either in person or remotely, in which individuals worked to fingertips. and be able to retrieve the solve problems-environments May 2014
• Technology-supported - this is a demanding learning curve to make the right investments in learning technologies to deliver on expectations. • Curating/Knowledge management - learning is happening everywhere through experiences and in multiple media channels and organizations need better systems to collect and distribute this learning. 21st century learning will also be ecologically friendly by reducing the need to expand brick and mortar organizations and commuting to conference rooms to attend programs. Security, whether physical or logical, will become increasingly important in the 21st century learning environment. Security elements will be ubiquitous across traditional and virtual campuses and will work in concert to provide a safer environment for all employees and staff. 21st century literacies will be greater communications technologies, such as mobiles, laptops and iPods; rapidly changing demographics; and a change in how learners are expected to process information - critically, rather than simply regurgitating what they have consumed.
Futuristic Learning Network
The Six C’s of 21st Century Learning
It is an emphasis on what learners can do with knowledge, rather than what units of knowledge they have, that best describes the essence of 21st century skills. These are the 21st century learning priorities and practices we’re tracking across our futures work in lots of different fields. What would you add to this scan of what individuals and organizations are learning and doing to live and succeed in our times? Here are six learning channels from what we believe will change the landscape of learning and what 21st century learners are adapting - Obviously this doesn’t mean that these are the only pathways for learning, but rather these six are emerging or have always existed as powerful players in how learners make meaning: Communication, Creativity, Critical Thinking, Collaboration, Computing and Change 1. Communication - Learning is a conversation between people and organizations - whether personal, local, and direct, or more general, global and digitally-based communication is the life blood of futuristic learning. 2. Creativity Creativity isn’t just art and whimsy, but the
May 2014
overlap between the macro thinking and micro details to solve the challenges of learning. Business leaders recognize that the new competitive frontier in the world of work is place-based creativity - the ability to create again and again within one environment. What this means for learning is innovation and creativity is critical to future success in life and work. 3. Critical Thinking - Employees need critical thinking skills to discern new challenges and opportunities from the flux and glut of instant-access information. These critical thinking skills have become a core competency in every workplace to manage teams and demanding clients. 4. Collaboration - One of the pillars of 21st century skills is collaboration. Collaboration is not the same today as it was 20 years ago. In today’s global economy, high-speed communications allow virtual teams to take on projects from locations spread out across the globe. Collaborative learning teams attain higher level thinking and preserve information for longer times than learners working individually. 5. Computing - At the core of today’s ubiquitous technology is a collection of new generation web-based tools and businesses that form a “social participatory web.” Many of these tools are free. Many allow multiple users to participate collaboratively rather than working alone. Learning through digital
means, such as social networking and simulation. Each of these elements enables individuals to function in social and professional networks and contribute to the development of mutual intellectual capital. 6. Change - The 21st century is an age of perpetual or continuous change, a fact that can daunt the most progressive learner. To meet the challenge of on-going change successfully, insight and strategies that support change management initiatives at all organizational levels are needed to support the learner. A myriad of change management models, theories, tactics, and processes exist to help learner to plan and implement change. With the Internet growing by over 10 million new pages a day, it comes as no surprise that many new-age employees simply feel overwhelmed by the sheer quantity of information out there. I look forward to hear from you on how your 21st century learners are leveraging their peers, process and technology to learn more and share more. Pavan Sriram is the Founder and CEO of ITTIGE Learning, a performance-based training company that works with c-level executives to improve learning outcomes. For further details contact Pavan Sriram at pavan@ittige.com www.martonline.in
33
SUCCESS STORY
Multivac Relies on Kollmorgen for Pneumatic to Electric Transition
Petr Osipov sales.europe@kollmorgen.com
An increasing number of companies in the packaging machine industry have chosen electrical servo technology – mainly to replace motion axes previously powered by pneumatic systems. “Servo technology increases controllability and reduces noise emission. These systems also help us to increase the number of production cycles“, Guido Spix, CTO Multivac, recently emphasized during a packaging show. The packaging machine company uses motion control solutions from Kollmorgen to reduce energy consumption, increase the overall machine effectiveness and improve safety of packaging processes. Secure packaging: Besides machine and operator safety, for Multivac, this also includes safe packaging processes. The excellent traceability and controllability of Kollmorgen’s servo technology for example, helped Multivac to design a more efficient sealing process
From meat stock to finished packagingand all processed electrically. Compared to traditional, mostly pneumatic-driven lifting units, the new lines of R2XX to R5XX machines utilize a motor-gearbox combination to deep draw and seal the foils.
for deep drawn packages with the additional benefit of improved food safety. This solution is currently used on the high performance deep draw machines, designed for mid-size to large loads. Compared to traditional mostly pneumatic-driven lifting units, the new lines of R2XX to R5XX machines utilize a motor-gearbox combination to deep draw and seal the foil. These units utilize a knee lever mechanism to lift the molding tools – some weighing several hundred kilograms. They withstand the high bonding pressure of up to 20 tons, ensuring the two foils seal securely. Being a strategic motion control partner for Multivac, Kollmorgen implemented a compact unit consisting of an AKM® servo motor (http:// www.kollmorgen.com/engb/products/motors/servo/ servo-motors/) and a cycloidal gear drive for the lifting axis. Kollmorgen calculated and selected the optimal motor
A motor-gearbox combination achieves a bonding pressure of 20 tons in the high performance R535 packaging machine. Being a strategic motion control partner for Multivac, Kollmorgen implemented a compact unit of their AKM servo motor series and a cycloidal gear drive for the lifting axis. The high power density of this unit allows for compact dimensions.
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size and gear drive type in close cooperation with Multivac’s engineering development teams. Two important aspects for the drive train selection were the overall unit length and overload capacity. The model HKS03 six-point lift unit features a servo gear motor with brake having a total length of 307mm and an acceleration torque of 1400 Nm. These results are possible thanks to the high power density of the AKM servo motors, the ideal overall length of the cycloidal gear drive and the fact that the unit comes without end bells and clutches. Piston rods convert the rotary to linear lifting motion. This solution has three significant advantages. Firstly, the energy efficiency of the machine increases because the pneumatic system was replaced as the power source to create the required pressure for the deep draw and sealing operation. Secondly, the geometry of the piston rods creates an extreme closing force at the end of travel which improves food safety. Finally, the high sealing force results in a more secure and thus reliable sealing process. “Perfectly Clean” inside and out The two-component epoxy coat used for the hygienic
Optimized motorgear box combination.
design conforms with FDA 21 CFR 175.300 and is resistant against acids, bases and established cleaning agents with a pH range of 2 to 12. In a long term test performed by the company EcoLab, this coat withstood exposure to an equivalent of more than 2000 washdown cycles including disinfecting treatments. Kollmorgen’s washdown gear motor comes standard with a white coating, significantly improving the machine operators’ ability to detect dirt and biofilms on the surface during cleaning operations. A stainless steel-like coating is offered as an option. The surface of both coats is water repellent (hydrophobic) and aqueous liquids will run off more easily, which leads to decreased formation of residue on the surface. Hence, Kollmorgen’s standard of a “perfectly clean” gear motor April May 2014
can seamlessly be incorporated in the MULTIVAC Hygienic Design™ concept that is rigorously applied to all deep draw packaging machines. From Co-Engineering to Production Multivac has a global distribution network with about 60 subsidiaries and offers a variety of different machine models with different features. Managing this Kollmorgen was able to cover most of variety with extensive the transportation and rotary applications in meat processing and standardization requires subsequent packaging processes with strategic partners that two standardized solutions: The AKM are able to cover a servo motors with washdown and food large range of machine grade option – available also with the applications with their innovative single-cable technology. technologies. The Kollmorgen washdown gear motor solution is a perfect and Kollmorgen’s close example for how a project cooperation in this project, based custom-designed and the entire pneumatic system custom-built product becomes was replaced by a highly efficient electrical solution. a standardized, ready-toAfter the first successful install module. The concept practice runs, Multivac of the current motion and determined a reduction in automation technology used energy consumption for the on the deep draw machine R 095 e-concept of at least 20 follows the requirements of percent compared to similar the new Multivac solution: models. more flexibility by being able to combine several Kollmorgen is a leading provider of integrated axes interchangeably and automation and drive systems at the same time, smaller along with corresponding control units, plus an increase components for machine in dynamic performance builders all over the world. for better productivity. In summary, thanks to Multivac’s With more than 70 years of Motion Control Design and application experience and profound knowledge of constructing standard and special solutions, Kollmorgen supplies solutions time and again that stand out in terms of performance, quality, reliability, and ease of use. As a result customers can achieve a market advantage which is beyond question. The AKMH™ stainless steel motors (http://www.kollmorgen.com/en-gb/products/ motors/servo/akmh-series/akmh-stainless-steelseries/) provide a scalable solutions portfolio for motion applications in the packaging, food processing and pharmaceutical industries.
May 2014
For further information please contact think@ kollmorgen.com or visit our website www.kollmorgen.in
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35
BEARINGS
A wide range of design possibilities now available with Igus motion products
Santhosh Jacob santhosh@igus.in
tribo-polymer specialist igus is presenting its new dry-tech campaign for moving applications. Igus will be presenting 144 brand new products in Hall 17 at this year’s Hanover Show, the result of intensive research and development. The plastic experts will be showcasing a wide range of products and materials, including the world’s first 3D printing tribo-filament. Iglidur abrasion-resistant 3D printing material and tape igus is presenting it first 3D printer filament, designed using the same features of its iglidur self-lubricating bearings. The filament, specially developed for moving applications, is up to 50 times more abrasion resistant than conventional 3D printed materials. Now, quality prototypes or special parts can be printed and still have the excellent wear and friction properties of iglidur plain bearings. The filament is offered in a standard 1,75 mm thickness, and other sizes will become available over time. Also on display is the new, 0,5 mm thick
igus’ tribo tape can be bonded in many ways, providing freedom of design in the construction of tribological stressed sliding surfaces.
tribo-tape, made from iglidur A160. The tape can be bonded in many ways, providing freedom of design in the construction of tribologically stressed sliding surfaces. The tribo-tape is characterised by its high wear properties and low wear rates, and is also FDA-compliant. Additionally, igus’ popular barstock is now available in round rods, virtually doubling the variety of materials available for various custom machined applications. These round rods allow design freedom for engineers to choose the right materials for almost any application, from foodcompliance to underwater use. And there is a new material available to help improve applications – the iglidur W360, specifically developed for exceptionally high service life in continuous-running applications. High wear durability and temperature resistance, plus an outstanding price-performance ratio make this material a truly all-around, long-lasting product. An entire range of self-lubricating products
The dryspin DST-JFCRM is a flange bearing suitable for use in confined spaces. The key surfaces of the flange nut, available in size 10, also provides for additional rotational protection
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The rugged drylin SLW protect drive system is suitable for harsher environments. The linear table’s lead screw is protected by the resistant drylin W frame. Both the lead screw nut and lead screw, as well as the drylin W linear guide can
be safely and easily moved. For less harsh environments and for more ease of use, the AWMR hollow aluminium shaft works together with the drylin polymer linear bearings in 12 and 16 mm diameters. With a wall thickness of 2 mm, it is an extremely lightweight system, which is suitable for applications where weight and/or speed are important. The aluminium surface is hard anodised to offer excellent corrosion resistance and low coefficients of friction. The new drylin E radial kit is useful wherever limited space is an issue. The electric motor can be deflected over a pulley and a toothed belt and mounted next to the actuator, by which the module can be individually fitted. The screws are available with a DST-JCRM flange bearing, which is noted for its slim design and ease of use in confined spaces. The key flange areas, available in size 10, also provide additional torque resistance. They are available for all dryspin highhelix threads, as are other dryspin lead screws, and can be combined with drylin E lead screw motors. New items for the food industry – xiros polymer ball bearings All xiros plastic ball bearings, as well as the many new line extensions share a few common traits: they are all self-lubricating, maintenancefree, and corrosion-resistant. These characteristics make xiros polymer ball bearings
Specially developed for moving applications this 3D printer filament is up to 50 times more abrasion-resistant than conventional materials.
excellent for use in the food industry. The xirodur M180 is a new, detectable material that is lightweight and media resistant. The easy-running xiros F180 ball bearing is also ESD compliant, preventing static discharge of components due to its electrical conductivity. igus has introduced anodised aluminium balls in the product range for maintenance-free guide rollers. These are available in clear or black, and anodised versions up to 3,000 mm maximum length. The extremely versatile xirodur B180 is used as the flange ball bearing material. These, like all igus products, have been extensively tested in the company’s 1,750 square meter test lab in order to provide reliable lifetime and performance data. For further details visit www.igus.in April May 2014
May 2014 April 2014
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37
AEROSPACE
The Manufacturing of Aircraft Engine Components using ECM / PECM According to the latest survey by Boeing the number of aircraft deployed worldwide will double within the next 20 years. This will, of course, lead to an enormous increase in the number of aircraft engines required. But it is not only the increasing demand for engines that will pose new challenges to engine manufacturers, there are also ever tightening environmental standards to be taken into consideration. The demands made on future aircraft engines are characterised by three prime criteria. Owing to ever greater cost pressures and fierce competition, the market calls for engines with noticeably lower fuel consumption levels. Environmental regulations are also getting tougher in their demands for a reduction in emissions. And there is a need to reduce purchase and maintenance costs of the new aircraft engines. The two criteria of fuel consumption and emission levels are closely connected and are, to a large extent, determined by the design of the various compression stages of the engine. Every increase in efficiency brings with it a reduction in fuel consumption and, in turn, in CO² emissions. An increase in speed leads to an increase in the compression
ratio between the various compression stages and to the desired increase of thermal efficiency. This strategy will, at the same time, bring about a reduction in the number of blades required, which – in turn – allows for an optimally aerodynamic design of the individual blade. Higher speeds and higher temperatures exert ever increasing pressure on the compressor rotor – a fact that has to be taken into consideration by opting for an integral design. In other words, the interface between blade root and disk disappears and the rotor is produced as an integral component (blisk = blade integrated disk). This ensures that the high loads on the blade root are absorbed, an elaborate interface is eliminated and the integral design provides for a mass-reducing
The machining of blisks on an EMAG PO 900 BF
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construction that offers greater economic viability. In the past, the choice of material used in such cases fell on nickelbased alloys, especially as the high operating temperatures in the highpressure compressor environment had to be taken The machining of blisks on an EMAG PO 900 BF into account. To satisfy the still components over the next few increasing demands for higher years. temperatures and a reduction in component weight the ECM process effort has, for some time, concentrated on the use of ECM (Electro-Chemical titanium alloys to replace Machining) stands for the them. Development in this area removal of metal through has meanwhile reached levels electrolysis, the workpiece that cover the official approval being polarised positive of the material as safety (anode) and the tool negative class 1 in the sector „rotating (cathode). The working gap components”. is flushed with conductive, Compared to nickel-alloys the new material is even more difficult to machine, so that is imperative to find, for both materials, alternative production processes that satisfy economic and technological requirements. Against this background it seems to be imperative to quickly introduce new production processes for the production of those aircraft engines still at the development stage, especially when one considers the overall requirement in blisk
watery electrolytes. The application of a voltage leads to the molecualr dissolution of the workpiece material. The material removed (metal hydroxide) is flushed out and separated from the electrolyte by a filtering system, making the electrolyte ready to be reused. The ECM process has become known through its wide application as a deburring tool, especially in injection technology, where special design tools were used to May 2014
increased, the process does not lengthen the cycle time. PECM process With the subsequent development of the ECM process into PECM (Precise Electro-Chemical Machining) it became possible to increase the accuracy of the images and to reduce the development costs involved in the effort to arrive at the required final geometry. To achieve a precise cathode geometry the machining gap is narrowed down considerably. The exchange of electrolytes Tooling area of an EMAG PO 900 BF for the is supported by a mechanical machining of blisks using PECM (Precise oscillating movement that Electro-Chemical Machining) technology. overlays the feedrate. A pulsed current/voltage source remove material only at strictly ensures optimal surface localised points – to get rid finishes and great precision. of burrs or for the creation In the generation of a of radii. They were also used blade geometry as a single to create annular grooves, workpiece, but also of a blisk, cavities and other structures. both sides of the workpiece Using 2.5D imaging are machined simultaneously, technology and DC using a synchronised generators it also allowed countersinking action. for the implementation of The monitoring and adjustment countersinking processes. of voltage, current and However, either the quality of electrolyte flow offers optimal the image proved mediocre process integrity, with the or the development costs generator technology playing for the tools to achieve the a particularly important part desired geometry were too in it. Working gap control, high. However, where the steep changes in current results fulfil the requirement, reproducibility of the process is supply, fast-action short-circuit good, tool wear is minimal and shutdowns and an operatorthe hardness of the material friendly integration of the has no negative influence on process parameterisation feedrates. If the machining into the machine concept, surface for the cathode is are preconditions for the application of this manufacturing strategy on an industrial scale.
Process For the machining of both single blades and blisks we recommend a division into rough and finish machining operations.
The EMAG ECM / PECM technology covers a power range of up to 20,000A DC and a pulse rate of 30,000. The machine can accommodate workpieces of up to 900 mm diameter and single blades of up to 250 mm in height. For engine components in particular, EMAG relies on the latest developments of a tried and tested machine platform – the PO 900 BF, on which preand finish-machining operations can be carried out on large single blades and blisks alike. These machines can also be equipped with hydraulic zeropoint clamping systems, variable oscillators and automatic tool changers.
• a high degree of repeatability and excellent surface finishes • no burrs
Machine concepts
• the machining of hightensile alloys • minimal tool wear
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An electrolyte management system ensures that the quality (pH and conductance, temperature and purity) of the working medium remains constant at all times. This can be achieved with different filtration techniques (gravity filtration, chambered filter presses, microfiltration), depending on the machining requirement.
With its scalable power electronics and generator technology the whole installation can easily be adjusted to suit customer requirements and to make it economically viable.
The rough machining process is a pre-contouring operation with open tolerances and a feedrate of 2 – 4 mm/min. It should be coordinated in such a way that only a minimal allowance remains for the subsequent finishing process (approx. 0.2 All in all, EMAG offers the mm). The rough machining marketplace unique cohesion operation can be carried out in the machining of engine using a variety of tooling strategies that have to be economically optimised to suit the relevant workpiece. Whereas the single blade might conceivable be better machined with a double-sided, synchronised operation, Schematic diagram of a synchronised PECM machining operation the pre-machining of blisks would be better done along the blade’s axis. The twocomponents. Their expertise dimensional ECM has the covers everything from process advantage that tool geometry and tool development to the and suitable scaling of the machine, and from power current supply allow for even electronics to filtration. This large blades to be machined at the same feedrate and the same gives the customer opportunity to enter into the technology at cycle time, as the whole of the the side of a strong partner in geometry is machined in one overall responsibility. piece.
The major advantages of ECM/PECM are:
Left: rough-machining, right: finish-machining
• thermally neutral process that has no negative effect on the material or recast layer
For Further details visit emag.in www.martonline.in
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MART UPDATE
Valve box minimizes cycle time and cost High-performance assembly SCHUNK, the competence leader for clamping technology and gripping systems further ex-pands the efficiency potentials in high-performance assembly. SCHUNK has developed the VCU valve box as an accessory for the PPU-P pick &place units and the DRL rotary lift unit, which simplifies commissioning, reduces the compressed air consumption, and increases cycle rates.
connected, the complete system consisting of assembly unit and actuators is ready for use. All the conventional sequential programs for the Pick & Place-, rotary lift unit, and the connected gripping and rotary modules are already stored in the VCU. For a complete cycle with 2 x Y-stroke, 4 x Z-stroke, 1 x gripping, and 1 x opening of the gripper one single I/O signal of the higher-level control unit is enough.
As soon as the hose and cables are
Everything else is independently done by the VCU, and additional programming is not re-quired. Consistent to the individual application, the valve box is optionally available with four to nine integrated 3/2 directional valves. They are comfortably and economically sup-plied via one single air feeding on the backside of the VDU. Compared with conventional valve terminals, the price-attractive VCU is more compact, and can be located directly behind the assembly units.
VCU cross section : Plug & Work: Typical sequentional programs for controlling the assembly units and actuators are already stored in the compact valve box. No time-consuming programming is necessary.
Short supply lines between valve box and actuator helps to lower air consumption and cycle time. Since control is directly carried out in the valve block,
VCUapplication : Energy- and cycle-time efficient: The VCU valve box from SCHUNK minimizes the air consumption and cycle time of the PPU-P and DRL assembly units. Moreover, it greatly reduces the commissioning effort.
communication times with the PLC can be omitted. Optionally, the valve box is controlled via ten digital I/Os,via Profibus or CAN-Bus. Consistent with the individual unit, the valve boxes are available in sizes 25 and 50. For further details write to info@in.schunk. com or visit www.in.schunk.com
SK180E: intelligent IP69K drives for pumps and conveyors in the chemical, pharmaceutical, and food industries Nord Drivesystems supplies efficient drive units for dynamic speed control and automatic process control in applications that need to be regularly cleaned with high-pressure steam jets. Developed for strict hygiene requirements and featuring IP66/IP69K ingress protection, smooth-surface motors with an integrated frequency inverter are available for the 0.37..1.1 kW performance range. Common applications include conveyors, pumps, mixers, and agitators. Sensor data such as pressure or flow rate values can be directly communicated to the drives, enabling them to automatically adapt to current demand. If partial load operation is frequent, an automatic energy-saving function decreases the running costs by a significant share. In conveyor applications, light barriers can be used for contactfree or gapless accumulation. A soft start function reduces the starting current and results in less stress on the mechanical
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system and the transported goods. The drives tolerate high temperature fluctuations and are suitable for ambient temperatures from -25 to +50 °C. The type SK 180E inverter comes in a rugged die-cast aluminum housing that absorbs impacts up to 7 J. The cooling fins are especially flat and easy to clean. Due to class C1 radio interference suppression and a discharge current decidedly below market average, SK 180E drives can even be operated on standard domestic power sockets. NORD also manufactures a range of gearboxes with specially smooth surfaces and high power density. Full compatibility of all components enables fine-tuning of output speed and torque according to actual plant requirements. The optional nsd tupH surface conversion treatment endows the aluminum smooth-surface motors and gearboxes with corrosion resistance similar to stainless steel drives without the scratch
or chipping risks of a paint finish. At the same time, the drives are much lighter and have a better thermal performance than stainless steel units. The NORD-developed treatment is compliant with FDA Title 21 CFR 175.300 requirements. With these integrated drives, commissioning and operation is very user-friendly, including applications with a large number of drives and spacious facilities. NORD delivers complete systems parameterized for the customer’s needs and including the required communication interfaces.
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Fast plasma cutting of contours Kjellberg’s next step in Contour Cut technology Contour Cut Speed (CCS) is the latest, patented plasma cutting technology from Kjellberg Finsterwalde for the up to 50 % faster cutting of outer contours and larger inner contours in steel. The Contour Cut technology cuts smaller contours, in particular holes with a diameter/material thickness ratio of 1:1, to the highest quality.CCS uses the same consumables and enriches the existing Contour Cut technology with a number of significant
economic advantages, as there are reduced cost per metre cut as a result of higher cutting speeds in the quality area, very low heat-affected zone, high quality in terms contour accuracy, perpendicularity and surface quality as well as further reduction of angular deviation at inner and outer contours and excellent repeat and dimensional accuracy. Contour Cut Speed is integrated as a
“The cutting speed has the most important effect on cutting costs per meter. ‘Contour Cut Speed’ offers up to 50% higher speeds. Higher cutting speed improves the cutting output and reduces overall cutting costs significantly. A speed increase by 43 % causes cost savings of 31% compared to a standard plasma cutting unit.”
Vishal Deore India Technical Manager Kjellberg Finsterwalde Plasma und Maschinen GmbH
Strategi offers Shimpo Planetary Gear Heads Shimpo of Japan offers high quality Planetary gear boxes for Servo Motors to offer high precision, low Backlash units. These are available as both inline units and in right angle configuration. These units are available in 3 levels of backlash. Precision : less than 3 arc minutes, Low Back Lash : less than 5 arc minutes and Standard : Less than 15 arc minutes. These gear heads come in various frame sizes which range from A to E with allowable torques upto 92 Nm and peak Torques of upto 274 Nm. The Motor Mounting side is made to order in order to match the Servo Motor. These gear heads are readily available to match common brands like Panasonic, Mitsubishi & Sanyo Denki etc. Gear Ratios are available from 1:3 to 1:100. These can however be ordered to suit
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standard feature in all new plasma cutting units in the HiFocus series. Users who already have a system with Contour Cut can also use CCS by getting an update. Older HiFocus systems can also be retrofitted with the new plasma torches of the PerCut 200 and 450 series to take advantage of the Contour Cut technology. Kjellberg is presenting the Contour Cut Speed technology at the fair AMTEX from 25th to 27th of July 2014 in New Delhi, India.
Prosoft releases Industrial Media Converter
any Motor brand like Siemens, B&R, Indramat etc. These gear heads have lifetime lubrication and need no periodic maintenance. Shimpo offers the most silent operation gear heads in its class. Applications abound in Packaging, Pharma, Machine tools etc. Bangalore based Strategi Automation Solutions Private Limited offers Shimpo Planetary Gear Heads in India. For further details write to sales@ strategiautomation.com or visit www.strategiautomation.com
The Ethernet to Belden® 9463 Blue Hose® Industrial Media Converter allows EtherNet/IP™ to run communications over the existing Allen-Bradley® Remote I/O™. ProSoft Technology® is pleased to announce the release of the Ethernet to Belden® Blue Hose Industrial Media Converter.
Using patented technology, we will help you upgrade your AllenBradley® Remote I/O™ systems with minimal downtime. For more about ProSoft Technology’s legacy Remote I/O Migration Solutions – including the Ethernet to Belden® 9463 Blue Hose Industrial Media Converter visit: http://psft.com/ eiprio5. April May 2014
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SC-System: New family of signal conditioners from Pepperl+Fuchs A width of just six millimeters, an extended temperature range up to 70 °C, and high long-term stability, reliability and precision—this is what characterizes the signal conditioners of the new SC-System that will be presented for the first time at this year’s Hannover Trade Fair. The
Figure 1: The 6 mm system modules are mounted on a DIN rail
SC-System is a completely new development that combines the most powerful features of comparable products in a family of devices. For example calibration is performed by fully automated laser trimming of fixed resistors. This means the best calibration results without production spread, and the risk of interference from trimming potentiometers due to their slider contact point is eliminated.
is achieved by a compact design, the housings, which are just 6 mm wide, reduce the space requirement of the signal conditioner modules to a minimum.
Electrolytic capacitors have been omitted and alternative components are used instead. The temperature-dependent reduction of the capacitance values observed with electrolytic capacitors, as well as signs of aging, is thus effectively counteracted. By replacing the electrolytic capacitors, the SC-System signal conditioners can be operated at an ambient temperature of up to 70 °C.
Transmitter power supplies are an integral part of the SC-System. Figure 3: Transmitter power They transfer the supply, also available with 4 mA to 20 mA a splitter function and as a signals from SMART version connected signal converters, and at the same time deliver the supply voltage for them. Transmitter power supplies are available with a signal splitting function and as SMART devices which can transmit multiple HART variables.
The SC-System uses high-quality 3-way isolation between input, output, and supply which withstands a working voltage of up to 300 V and a test voltage up to 2.5 kV. The risk of short circuits in coils within the signal conditioner is counteracted by the use of PCB transformers. Figure 2: Simple wiring with stacked screw terminals
Effective use of the switch cabinet space
The SC-System Portfolio
Temperature converters, loop-powered current repeaters, and universal signal converters for bipolar signals are also part of the portfolio of the new SC-System. For further details visit: www.pepperl-fuchs.com
Self-Ventilating Heat Exchanger Cools Electronics AMETEK Rotron Discus Thermal Management System offers higher capacity, lighter weight than previous technology AMETEK Rotron has introduced a thermal management product that cools sealed airborne or ground-based electronic and optical compartments without introducing contaminated external air. The new Discus self-ventilating heat exchanger offers greater cooling capability and reduced weight compared with previous technologies.
channels with active induced air circulation via an integrated set of motorized impellers. This keeps compartment air separate from the external cooling air. Heat transfer occurs by convection from the circulating air and then by conduction through a common bulkhead connecting the two sets of integrated aluminum pin fins.
Designed specifically for pod-mounted airborne optical systems, the Discus can also be used to cool other aircraft, helicopter, drone and ground-based electronics requiring air segregation.
A single brushless DC motor turns two impellers on a common shaft, each circulating air past the exposed pin fin exchanger surface. The mounting bracket, common bulkhead and both sets of pin fins are all incorporated into a single homogenous aluminum structure for
The product has two separate airflow
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maximum heat conduction, robustness and precise product dimensions. The Discus system meets or exceeds the requirements of applicable US military and commercial aerospace specifications. For further details write to ananth.h@ametek.com January April May 2014
The Anybus X-gateway family upgraded to make Industrial networking even easier Anybus X-gateways are used in thousands of industrial applications all over the world to enable communication between two industrial networks (fieldbus or industrial Ethernet). These popular “network translators” are now modernized as HMS Industrial Networks introduces a new version of Anybus X-gateways, designed to meet the future of the automation industry. The new version contains several new features, but is fully backwards compatible meaning that existing users can easily upgrade to the new version without hassle. USB interface and new configuration software The new X-gateway comes with a USB interface, enabling the users to easily connect the gateway to a PC and configure the network communication via the Windows-based tool “Anybus Configuration Manager.” No programming is necessary. New design for easier installation The new housing with upright design requires less rack space and enables easier installation in the switching cabinet. The flexible design also allows mounting on the side (flat) similar to the previous
version of the X-gateway. Additionally, X-gateway now offers even lower power consumption. Ethernet focus As part of the new release, HMS introduces connectivity to CC-Link IE Field in the X-gateway family. Furthermore, several of the industrial Ethernet versions now include integrated dual-port Ethernet interfaces with an integrated switch, removing the need for external switches. Making system integration easier “This new version of the Anybus X-gateway will provide machine builders, system integrators, OEMs and end users with a modern communication gateway that is very easy to use when it comes to configuration and integration,” comments Markus Bladh, Product Manager at HMS. “The X-gateway product family is a proven and trusted solution already in place in thousands of industrial automation plants. For these existing users, HMS ensures backwards compatibility within their industrial automation systems – keeping the same high performance, reliability and low latency.”
What is an X-gateway? Anybus X-gateways help system integrators to easily interconnect any two networks, enabling consistent information flow throughout the entire plant. In today’s industrial installations, one common problem is that there is often more than one control system and industrial network. Most new factory upgrades need to integrate Fieldbus with Industrial Ethernet. Connecting these similar or dissimilar control systems and networks can be a challenge. With over hundreds of individual Master/Slave and Slave/Slave versions, Anybus X-gateways allows users to connect almost any possible combination of industrial networks. For further details write to in -sales@hms.se
Elscint offers Vibratory Feeders for feeding of rivets in 4 rows Elscint Automation, the leading vibratory bowl feeder manufacturer recently completed an order for feeding of components related to the stationary industry. One set was for rivets having head dia 9.5 mm x 9 mm ht. which needed to be fed in orientation of “head down”. The requirement was for 4 outlets with a speed of 60 parts per minute per outlet. Hence, Elscint supplied two bowl feeders, each with two outlets and a single 4 track linear vibrator for feeding these in a total
of 4 tracks. Both the bowl feeders were mounted on a single base plate, making it easy for the customer to integrate the same with his machine. Overflow provision i.e. ensuring that in case any of the tracks is stopped, the balance rivets fall back into the bowl, was ensured in case of each of the four rows.
The bowls were coating with Elscinthane PU coating “Proper feeding of any part in more than to ensure the noise level was less and additionally one row requires ensuring proper overflow of diminishing the chances of parts. Very few bowl feeder manufacturers any damage or discolouring like Elscint can ensure the same.” of the rivets due to continuous movement on Monish Shete the metallic surface of the CEO, Elscint Automation bowl.
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Elscint could achieve a speed in excess of 250 rivets per minute per row. There being sensors on the linear track to switch off the bowl feeder, the excess speed was automatically adjusted with the customer’s machine. The bowl too was designed in such a way that 10 kgs of rivets could be accommodating in the bowl at any given time. For further details write to sales@elscintautomation.com www.martonline.in
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Hypertherm announces new leadership team U S based manufacturer of plasma, laser, and waterjet cutting systems, Hypertherm today announced two leadership changes. Effective immediately, Aaron Brandt assumes the role of Vice President of Engineering while Hidde van Hoeven becomes Business Team Leader for Mechanized Plasma. In his new role, Mr. Brandt will oversee Hypertherm’s industry leading team of plasma, laser, and waterjet engineers, fostering innovation and technology advancement throughout the company, and providing functional leadership to Hypertherm’s growing engineering community. Currently more than 10 percent—or 150 Hypertherm associates—work in engineering as part of Hypertherm’s commitment to innovation and the introduction of industry changing technologies. In his new role, Mr. Brandt will place even greater emphasis on research and development and create additional synergy among Hypertherm’s engineering teams.
A named inventor on ten Hypertherm patents, Mr. Brandt’s experience with cutting technology spans 18 years. His responsibilities while at Hypertherm include a number of engineering and business roles such as work as a plasma design engineer, engineering manager, and business leader of the mechanized plasma team. Mr. Brandt holds a master’s degree in mechanical engineering from Penn State University where he did his graduate research on laser cutting. Mr. Brandt’s successor is Hidde van Hoeven, a 9-year associate, credited with making significant contributions to Hypertherm’s U.S. and Europe, Middle East, Africa operations. In his role, Mr. van Hoeven will lead development of the next generation of high-precision plasma products like Hypertherm’s HyPerformance HPRXD and work closely with CNC, THC, and CAM software teams on the development of new Built for Business Integrated Cutting Solutions applications.
“Hypertherm has had a legacy of strong engineering accomplishments since its founding nearly 50 years ago,” said Hypertherm President Evan Aaron Brandt Smith. “We are proud of our commitment to research and development and our leadership position in technology innovation. I am confident the Hidde van Hoeven appointments will help extend that leadership tradition, advancing Hypertherm on our mission to provide the best industrial cutting solutions to customers around the world.”
Kennametal Introduces GOdrill™ Versatile and cost-effective tools for micro-drilling The comprehensive portfolio of holemaking solutions from Kennametal is an impressive collection of standardoption, application-specific platforms for any diameter, feed rate, or hole quality. The GOdrill™, Kennametal’s first microdrill, is an outstanding example that works with multiple applications and multiple materials with excellent results. The GOdrill is specially designed for holes in the range of 1 to 12.7 mm (0.0394 to 0.5 inches) diameter. Due to its unique design, the GOdrill expands the advantages of modular drills into the small-diameter range. High-end material grades, a wear indicator coating, and new, proprietary geometries allow shops to fully utilize the tool life capacity of the drill. In addition, the GOdrill qualifies as a very cost-effective throw-away type tool in the given diameter range. A multi-purpose solid-carbide microdrill, the GOdrill is the perfect tool for customers with a need for small to medium-sized holes at a reasonable price.
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Its unique design makes the GOdrill a very versatile tool to be used in a broad variety of materials and workpieces. The proprietary marginless design reduces friction and heat, while its straight cutting lip with protection chamfer allows no starting point for wear and an even distribution of cutting forces. This results in longer tool life in all materials due to less chipping on the cutting edge. Built on Kennametal’s proprietary KC7325™ grade of solid carbide, the GOdrill also features a multilayer TiAlN-based coating for high hot hardness. This not only enables high cutting speeds, it also provides excellent holemaking, even in minimumquantity lubrication (MQL) situations. A second TiN top layer serves as a visual wear indicator, useful for achieving full tool life in microdrills. GOdrills are available in solid (flood coolant) or through-coolant options and are excellent first choices in a wide range of materials and applications, including fuel systems and precise medical components.
For drilling small diameters with high quality, GOdrills are an excellent and cost-effective tool for a growing range of microdrilling tasks. For more information, visit www.kennametal.com January May 2014
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May 2014
THE LAST LEAF Dear All, Courage is more essential to succeed as an entrepreneur – more than vision, creativity and charisma. These are the views of Ben Horowitz, who was the mentor of stalwarts and successful entrepreneurs like Mark Zuckerberg, Tony Bates, Dick Costolo. Building a company, he says, is like boxing – it demands relentless focus and perseverance. He often gets compared to Bill Campbell, who is considered to be the mentor of people like Jeff Bezos, Steve Jobs, and Eric Schmidt. Courage, when combined with creativity and vision, can help one realize true. success . With its new terminal, the rebuilt Chhatrapati Shivaji International Airport in Mumbai is one of the finest airports in the world – this is an excellent example of re-engineering and courage. It has been built on 2000 acres of land given by the government, 50 % of which was occupied when the work started. The men behind the new airport are the father and son duo of G V K Reddy, Chairman of the GVK Group, and Sanjay. It is one of the unique terminal titled “Jay Hai”, that truly reflects the country. The creative person behind this work is Rajeev Sethi, who was brought from Delhi to build more than 3 km of this art programme – four floor wall about 60 feet high. The ceiling (reflects) a thousand white peacocks in the sky, to aptly designate our national bird. The colours used across the terminal through the use of a lot of wood, reflect India’s hospitable attitude. India’s 60% of rural population does not have a bank account. The simplest and most effective way to reach out to this huge untapped market is through ATM’s. An attempt to de-bottleneck the deployment of ATM’s owing to high cost, has been accomplished by a Chennai start-up Vortex Engineering. Vortex ATMs use only up to 100 watts – about as much as it takes to light a bulb. It can also function in temperatures up to 122 degrees Fahrenheit with no air-conditioning. It stacks notes vertically instead of horizontally so that the cash “falls” out of the machine rather than dispensed. Its lean design and few moving parts make it less susceptible to breakdown. And, above all, it works on solar power. Its disruptive and frugal technology is well suited to the market conditions.(Courtesy : CNBC) 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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