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FOCUS Cutting tools P. 32, 36

ROUND-TABLE Providing a better value-added proposition P. 28EM - InterviewDr Ravi Damodaran President - Technology & Strategy, Varroc Group of Companies (p.26)

The local address for global needs

VOL 05 | OCT 2014

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BUILDING MANUFACTURING ECOSYSTEM

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FRONT INSIDE _JUNKER_210X273.pdf 9/29/2014 11:23:11 PM

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EM | O c t 2014

ED ITOR IAL

The month of September 2014 proved to be quite eventful, that marked the emergence of a new, confident Brand India on the globe. India made history by becoming the first nation to successfully enter Mars’ orbit on its first attempt. The Mars Orbiter Mission (MOM) with a huge technological and political importance is even more impressive given its modest price tag of ` 450 cr. Kudos to the 500 scientists from ISRO who made this possible! This major milestone would prove the country’s technological capabilities for building up the technology hub of the future and could open the doors to lucrative space deals with the US and Europe. This will also give a big boost to Indian private industries which will fetch them more orders from the defence sector.

September also saw the launch of the “Make in India” initiative by the Prime Minister, Narendra Modi, with an aim to give the Indian economy global recognition. With this, he urged investors (foreign as well as local) not to look at India merely as a market, but instead see it as an opportunity. The idea behind this ambitious campaign is to create cost effective manufacturing, generate more jobs, increase purchasing power, and make a larger market available to manufacturers.

All this looks and sounds attractive. However, it all depends on how big is the gap between the announcement and the execution, to make this initiative successful in the long-term. Also, the Indian businesses have to respond with local innovations instead of doing technology shopping outside India. If everything goes well, then it’s not difficult to ramp up the current share of manufacturing sector in Indian’s GDP from 15% to 25%.

As India looks to a promising future, EM completes its five successful years with this issue. Look forward to our fifth anniversary issue next month, packed with loads of interesting and useful features. Till then, happy reading!

Shekhar Jitkar Publisher & Chief [email protected]

Towards a promising future!

7

“MOM would prove the country’s technological capabilities for building up the technology hub of the future and could open the doors to lucrative space deals with the US and Europe”

XXEditorial-NN-JJJJ

EDITORIAL ADVISORY BOARD

Sonali KulkarniPresident & CEOFanuc India

Dr Wilfried AulburManaging PartnerRoland Berger Strategy Consultant Raghavendra RaoVice PresidentManufacturing & Process ConsultingFrost & Sullivan

S RavishankarDy Managing DirectorYamazaki Mazak India

N K DhandCMDMicromatic Grinding Technologies Dr P N RaoProfessor of Manufacturing TechnologyDepartment of TechnologyUniversity of Northern Iowa, USA

Satish GodboleVice President, Motion Control DivSiemens Ltd

Vineet SethManaging DirectorIndia & Middle EastDelcam Plc

Dr K Subramanian President, STIMS Institute, USATraining Advisor, IMTMA

Overseas Partner:

China, Taiwan, Hong Kong & South-East Asia

Editorial_fullpage_Oct.indd 7 9/29/2014 9:44:58 PM

8 EM | O c t 2014

CONTE N T S

Market Management

10 NEWS

14 “BALANCING PRICE & QUALITY IS A MAJOR

CHALLENGE”

Interview with Prashant Sardeshmukh, Vice President, MMC Hardmetal India

16 “WITNESSING THE COMPLEXIT IES OF

GLOBAL OPERATIONS”

Interview with Pekka Lundmark, President & CEO, Konecranes Plc

EVENT REPORT

70 SPEARHEADING PRODUCTIVITY IN

METALWORKING

A post event report on IMTMA National Productivity Summit 2014 held at Chennai

74 “LOOKING AT TOTAL COST OF OWNERSHIP”

Interview with S Ravishankar, Dy Managing Director, Yamazaki Mazak India

75 “ENSURE THAT THE EMPLOYEES ARE

WELL-TRAINED”

Interview with Vikash Singh, Business Development Manager, Esprit CAM Software

Focus

Cover Story

20 BUILDING MANUFACTURING ECOSYSTEM

The article briefs on how Aequs SEZ has impacted component manufacturing in the aerospace and automotive industry

26 “ENERGY REDUCTION IS A PRIORITY”

Interview with Dr Ravi Damodaran, President - Technology & Strategy, Varroc Group of Companies

ROUND-TABLE

28 PROVIDING A BETTER VALUE-ADDED

PROPOSITION

The feature details on the relationship between end-users & suppliers in the machine tool / cutting tools industry

Cutting Tools

32 ADDRESSING THE P25 STEEL TURNING

CHALLENGE

An article addressing the issues and challenges faced by engineers in steel turning

36 CHALLENGES OF MACHINING ISO P WORKPIECE

MATERIALS

The article highlights the challenges in machining ISO P workpiece materials

content Oct 2014.indd 8 9/30/2014 4:35:46 PM

9EM | O c t 2014

CONTENTS

Technology

New Products

76 High speed drilling machine; Multi-slides turn-mill centre; System indexable inserts; Compliant iglidur plain bearings

77 Milling cutter systems; CNC cylindrical grinder machine; Steel turning grades; Solid endmills

78 Cold store scanner with intelligent heater; Micro gun drilling machine; Universal hydraulic chuck; Wheel head dressing spindle

Columns

07 Editorial 08 Contents 80 Highlights – Next issue 80 Company index

MACHINING CENTRE

42 How to choose a right machining centre A feature discussing on how the selection of an appropriate machining centre demands clarity

COOLANTS & LUBRICANTS

46 Formulating metalworking fluids

A read on the sweet spot concept that optimises machine performance with operator acceptability

52 Optimising machining & grinding in medical technologyThe article discusses how choosing a correct metalworking fluid can strongly influence tool costs

MACHINING

56 Solution for precision surface finishingThe article highlights Extrude Hone’s TEM solution that provides precision surface finishing

TEST & MEASUREMENT

58 Process control for 5-axis machiningA read into the various means by which Renishaw has guaranteed precision and quality control for JCB

CONDITION MONITORING & MAINTENANCE

60 Enhancing plant performance levels A feature on the integration of KPIs into visualisation system that enables message generation on certain violation

MANUFACTURING IT

64 Machine schedulingThe article highlights on the machine scheduling activities to optimise utilisation of resources

SPECIAL FEATURE

67 TPM for competitive excellenceAn analysis on the importance of TPM concept in competitiveness building and its implementation in the Indian manufacturing industry

COVER I M AGE COURTESY: SHUTTERSTOCK , A I RB US & AEQUS

content Oct 2014.indd 9 9/30/2014 4:35:49 PM

10 EM | O c t 2014

MARK E T | NEWS

Recognising innovations in additive manufacturing Virtual systems prototyping

The Association For Manufacturing Technology and VDW – Verein Deutscher

Werkzeugmaschinenfabriken (German Machine Tool Builders’ Association)

announced their partnership to present the International Additive

Manufacturing Award annually, beginning in 2015. It will recognise

innovations in additive manufacturing for industrial applications. This

includes developments in design of systems or major components, advances

in processes or materials, new

applications, data generation or

measurement. Those in the industry,

such as system producers, users,

component suppliers and data

modelers & international academia

will be invited to apply. In 2016, the award will be presented at the METAV,

the international fair for manufacturing technology and automation, in

Düsseldorf, Germany. The applications will be evaluated by a high-ranking

international jury comprised of representatives from industry, academia,

health sector, media and trade associations. AMT and VDW founded the

International Additive Manufacturing Award program recognising that the

US and Germany are the key markets/regions for additive technology in

terms of suppliers, users and academia.

ANSYS and Modelon have recently entered an agreement to revolutionise

product development by reducing late-stage integration failures, decreasing

product development costs and speeding time to market at Pittsburgh.

Combining Modelon’s industry-

leading systems behavioral

modeling tools and solutions

with ANSYS’ system simulation

platform enables users to

explore product designs from

the complete system. “This agreement breaks down the remaining barriers

to full virtual system prototyping,” said Walid Abu-Hadba, Chief Product

Officer, ANSYS. “Our users will be able to explore how their product will

behave – not at the component level, but as a complete system. This

quantum leap forward will pay dividends for customers in the future by

enabling them to create more innovative products faster than ever.” ANSYS

customers will gain access to Modelon’s leading Functional Mock-up

Interface (FMI) technology that is used by a range of industrial companies

to exchange simulation models among suppliers and assemble them into

virtual system prototypes that can be tested before physical prototypes

are available.

> MORE@CLICK EM01332 | www.efficientmanufacturing.in > MORE@CLICK EM01333 | www.efficientmanufacturing.in

New mantra for Indian manufacturing sector

CII President, Ajay S Shriram,

welcomed the launch of Make in

India (MII) by the Prime Minister,

Narendra Modi, calling it a new deal

for Indian manufacturing sector. He

said that the initiative to ease

procedures and welcome investment

into the sector had been taken at

the right time. “It is the only way to

generate employment for the large

pool of young people joining the

labour force every year,” he added.

CII endorses the idea that security

of investment and consistency in

policies are most important for

developing trust of investors. Modi’s

emphasis on self-certification will

go a long way in reducing difficulties

for businesses. The organisation has also taken many initiatives in this area

and trained many workers with specific skills across sectors by adopting

ITIs and developing skill gurukuls. Another new idea in the PM’s speech

was that India is ideally placed to

look east and link west. This will

help products manufactured in India

to enter the global value chain. It is

interesting that the PM has equated

FDI to the notion of First Develop

India. Digital India should lead to

much better governance that will

help India improve its rank in the

ease of doing business.

“The repeated mention of ease of

doing business is very heartening,

since CII has taken this up as its

priority in our advocacy with the

government and we are grateful

that it has been receptive to the

various suggestions,” said Shriram.

He also welcomed the emphasis on

ease of doing business by Ms Nirmala Sitharaman, Commerce and Industry

Minister.

CII endorses that security of investment and consistency in policies are important

for developing investors’ trust

> MORE@CLICK EM01331 | www.efficientmanufacturing.in

703-827-5277 +49 69 756081-36

INAUGURAL IAMA PRESENTATION:

ASSESSMENT CRITERIA:

JURY:

DATE:

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CONTACTS:

Market News Oct-14.indd 10 9/29/2014 3:37:40 PM

11EM | O c t 2014

NEWS | MARKET


Haas F1 team joins hands with Scuderia Ferrari Ingersoll Rand upgrades its manufacturing facility

Haas F1 Team has recently announced that it has selected Scuderia Ferrari

as its technical partner in the FIA Formula 1 World Championship 2016.

Scuderia Ferrari will provide the team its power unit, gearbox and overall

technical support. “Formula One showcases the latest technology and is

the most competitive form of racing. Aligning our team with such a company

provides us with the greatest

opportunity for success in 2016 and

beyond,” said Gene Haas, Chairman,

Haas F1 Team. The power unit

consists of the engine, motor

generator unit-kinetic (MGU-K),

motor generator unit-heat (MGU-H),

energy store (ES), turbocharger (TC)

and control electronics (CE). The

gearbox has eight forward gears,

which are operated by the driver via

paddles affixed to the back of the

steering wheel. “Depending on their technical support, we will develop a

team of talented people at an exceptional pace so that we are ready to race

competitively in 2016,” said Guenther Steiner, Principal, Haas F1 Team.

Ingersoll Rand recently announced its investment of ` 100 crores to

upgrade its manufacturing facility in Gujarat. The strategic investment

reinforces the company’s overall growth strategy in India which is focused

on driving innovation, technology and product development. Products and

solutions manufactured at the 14 acres spread plant will be distributed

across both Indian and global markets. Technologies for air treatment,

filtration solutions, storage solutions,

energy saving control solutions, remote

monitoring and energy saving modular

solutions for compressed air will be

enhanced at this plant. The facility caters

to markets such as industrial efficiency,

transportation, food security, logistics,

process, pharmaceutical, healthcare,

cement, mining, defence and others. “As

India is focusing on manufacturing, we

are upgrading the facility by introducing

new flexible production techniques, enhanced process efficiency methods

and new technologies,” said Venkatesh Valluri, Chairman & President,

Ingersoll Rand India.


Products and solutions

manufactured at the plant will

be distributed across Indian

and global markets

The collaboration will provide the team

its power unit, gearbox and overall

technical support

Tower cranes for Nagarjuna Construction EMO MILANO 2015 to be held in October

Zoomlion ElectroMech India has recently supplied two high-end flat-top

tower cranes for Nagarjuna Construction Company (NCC) to construct

cooling towers at a coal-based

thermal power project, Nellore.

Two TCT7527-20 cranes have

been installed at the centre of

the project for the construction

of two 170 m tall natural draught

cooling towers (NDCT). The tower

crane offers heavy capacity

lifting of 20 t and tip load of

2.7 MT at 75 m jib end, or 3.2 MT

at the 70 m jib end, which helps

in reducing downtime and

improving efficacy. The crane

can be dismantled in one section at a time, after the completion of the

project. “Indian infrastructure construction market has been expressing

interest in heavy capacity tower cranes of late with renewed focus on

infrastructure development,” said Tushar Mehendale, Managing Director,

Zoomlion ElectroMech India Pvt Ltd.

EMO MILANO 2015 to be held at Fieramilano from October 5 - 10, made its

debut on the international scene. The global exhibition dedicated to the

metal working industry was recently previewed at IMTS, Chicago. Nearly

200 guests including representatives of Italian and foreign machine tools

manufacturers and US user companies participated in the event. With 400

companies and a production value of

4.5 billion euros (2013 data), the Italian

machine tool, robot, and automation

system manufacturing industry has an

even higher economic importance for

the Italian country as a whole. It

contributes to the national GDP for 7.2

billion euros along with production

side, sale of parts, tools, numerical

controls and machine servicing.

“The interest expressed by the Italian

manufacturers for the US market has been also confirmed by the presence

of nearly 60 made-in-Italy brands at IMTS,” said Luigi Galdabini, President-

UCIMU-SISTEMI PER PRODURRE. Italy will register a remarkable increase in

machine tool consumption, with growth rates above the European average.


The exhibition was recently

previewed at IMTS, Chicago

The crane can be dismantled in one

section at a time, after the completion of

the project


12 EM | O c t 2014

MARK E T | NEWS

Overhead crane for lifting needs KEPL launches API steam turbine

Konecranes recently announced the introduction of CXT® UNO, a new

overhead crane, in Pune. It has been

developed to give small and

medium-sized customers in

emerging markets access to the

company’s proven technology. It is

primarily intended for companies

operating in manufacturing,

construction & logistics and is based

on the company’s existing CXT hoist.

It also combines a strong range of

features based on a simpler set of

components and technical solutions

compared to existing CXT products.

“The CXT UNO is important for us because it expands our product offering

into a segment where we haven’t been present before,” said Jukka

Paasonen, Konecranes’ Vice President, Head of Business Line Industrial

Crane Products. “The CXT UNO offers customers in this category access to

Konecranes’ quality and reliability in what we believe is an attractive and

competitive package.”

KEPL recently announced the launch of India’s first indigenously-developed

next generation API steam turbine ‘K-Tur’. It is among the most efficient

single-stage turbines with a wide

spectrum of interesting features such as

steam shields, blade-tip seals and

reusable bearing liners. The steam

turbine uses profile blading, which helps

in reducing the windage losses, thus

improving its efficiency. Currently, the

turbine is available in two frames, the

first one (KT-B) is for the power

requirements up to 1 MW and the second

frame (KT-D) is for the power requirements

up to 3 MW. The next-generation steam

turbine is an effective alternative to

imported ones. While the Indian industry

is reeling under the pressure of abiding by the past track record clause,

KEPL is the first Indian company to have developed the breakthrough

technology and that too, as per international specifications,” said Sanjay

Kirloskar, Chairman & MD, Kirloskar Brothers Limited (KBL).


A K Nijhawan, Head - Rotating, EIL

along with Jayant Sapre, Executive

Director, KBL; Sanjay Kirloskar,.CMD,

KBL & Aseem Srivastav, MD of KEPL

at the launch

CXT UNO is primarily intended for

companies operating in manufacturing,

construction and logistics

Platform for innovation in manufacturing technology

The 30th edition of IMTS(International Manufacturing Technology Show)

experienced a 13.9% increase over IMTS

2012. It covered more than 1.282 million net

sq ft of exhibit space and hosted 2,035

exhibiting companies. Multi-spindle machines,

multi-tasking machines, automation/robotics,

digital data integration, in-line quality

assurance and additive manufacturing

technology were the main focus of the show.

It had a remarkable display of new and

emerging technologies that will continue to

revolutionise the manufacturing world.

“Even more exciting to the exhibitors was the

fact that customers came with buying

intentions and a confidence that has not been

seen in the manufacturing industry in many

years. The evidence is clear in a capital spending survey released by

Gardner Business Media, which predicts a 37% increase in metal-cutting

machine tool consumption in 2015”, said Peter Eelman, Vice President –

Exhibitions and Communications, AMT.

The application of additive manufacturing stole the show, the highlight of

which was the world’s first 3D-printed car. AMT collaborated with Local

Motors, Oak Ridge National Laboratory, and

Cincinnati, Inc, to 3D print and assemble the

first-ever electric car onsite during the six

days of IMTS. There were two co-located

shows at IMTS: Industrial Automation North

America (IANA) and Motion, Drive & Automation

North America (MDA NA). IANA showcased the

best in process, factory and building

automation with products and solutions for

production automation, metalworking and

precision manufacturing. The inaugural MDA

NA provided a networking hub of North

America’s power transmission, motion control

and fluid technology sectors.

The show focused on education and hosted

six conferences. From additive manufacturing to trends in advanced

manufacturing, attendees and exhibitors were able to find solutions for

their manufacturing needs while learning more about this ever-changing

industry.

IMTS had a remarkable display of new and emerging

technologies that will continue to revolutionise the

manufacturing world



13EM | O c t 2014

NEWS | MARKET

As an initiative to transform the Indian manufacturing industry, CII had recently organised visionary leadership for manufacturing programme at Mumbai. The event also saw the launch of Village Buddha Project. Speaking on the occasion, Ajay Shankar, Member Secretary, National Manufacturing Competitiveness Council, Govt of India said, “India can achieve an average manufacturing growth of 12-14% over the next 10 years, backed by the talent that has potential to drive innovation and take critical decision at the micro and enterprise level. In the past few years, public discourse in the country has shifted towards manufacturing and with the talent generated from VLFM that is expected to be further scaled up, Indian manufacturing will hopefully be the supply base.”

Village Buddha project

The organisation has also launched Village Buddha Project to build strong relation between business and society. In this context, Shankar believes that transforming economic activities is a challenge. “Unless we transform the way, where economic activities are undertaken, we cannot transform the quality of life.” However, he expressed hope that with the help of technology and information technology in particular, a dramatic transformation at village level can be achieved.

The project is an integrated package of skills/methods, systematic approaches and mindset to engage with the community for building a better and happier society. Through this process, organisations will explore and enhance their

CII had recently organised visionary leadership for manufacturing programme along with the Village Buddha project, that hopes to elevate manufacturing growth in the coming years

capability to develop new businesses and offerings for the emerging markets, namely, in the rural and urban fringes of India where significant growth is expected in the coming ten years. It also aims to introduce and transform Indian manufacturing companies to become more competitive by introducing breakthrough management, which extracts the scientific principles from Japanese “Monozukuri” or “Big M” manufacturing.

Changing arenas Venu Srinivasan, Chairman VLFM Initiative & Past

President, CII, was of the opinion that the VLFM initiative has snowballed across institutions and today we have a force of 1,100 committed managers that have emerged from this program. “These managers are now been instrumental in changing the mind-set at the companies they represented. The challenge now is to train people and retain them as a lot of manufacturing is set to come to India. This will increase competition to attract talent,” he added. Jamshyd N Godrej, Past President, CII and former chairman of VLFM Initiative, said that it willlargely relate to serving higher level of consumer needs. Stating that the manufactured product has to be good and green, caring for the environment, he said that the future of any product is going to be convergence of satisfaction and sustainability and add value to the society. ☐


Visionary leadership for manufacturing program


14

MARKE T | I N TER V I EW

EM | O c t 201414

“Balancing price & quality is a major challenge”

Prashant Sardeshmukh, Vice President, MMC Hardmetal India, in this interaction with Megha Roy suggests the need of some progress in the manufacturing industry to foster demand

in the cutting tools industry. Excerpts…

With confidence level building in the manufacturing sector, how do you look at the change in your industry? With the new government coming in, there has been high confidence building in the manufacturing sector. In fact, the government has also highlighted the focus in this area, which will help the economy grow faster and better. Global manufacturing sectors have also been invited to India. This will accelerate the manufacturing sector’s growth. Based on the recent results on automotive manufacturing, it has been observed that this sector has not been doing well. According to reports, the last fiscal has witnessed a dip. However, in June, there was a much better pick-up in the sales of cars. Currently, it is a wait and watch time.

Can you elaborate on the demand and technological trends in your domain?Unless the manufacturing sector grows, the demand for cutting tools will not grow. Cutting tools is mainly required for automotive, aerospace, energy, oil & gas, defence and general engineering. Majority of these sectors are currently not showing sizable growth. Demand in cutting tools depends on the progress in these sectors.

On the other hand, technology upgradation is happening at a rapid speed. Keeping in mind the demand from the manufacturing sector, we invent tools which are required in future. We have tie-ups with major machine manufacturers worldwide. After getting an idea on what new machines these companies are developing, we work on the required cutting tools in advance to ply with the machines. For example, if something is happening at “X” speed currently and if the machine tool industry develops a machine for “2X” speed, we will start developing tools at an earlier stage.

In your opinion, what are the major challenges in the cutting tool industry?

Unlike developed economies such as Japan, Europe and the US, where people work with latest technology aided tools & machines; India has a mixed technology with less high-end and more low-end technology users. So, we need to serve both ends of customers by balancing price and quality. This is a major challenge for the Indian market.

With changing demand scenario, how do you align your strategies to deal with market competence?We do not have sales engineers in our company. Rather, we have customer support engineers experienced on machines

and cutting tools who work for customer benefit. This in turn improves the customer’s performance and accelerates business. We have also hired product or industry specialists in areas like aerospace, oil & gas, die & mould and automotive. In today’s scenario of shrinking demand and cost-cutting pressure, we need to ensure that our customers are benefited in the long run.

Mitsubishi Materials has recently formed a long term management policy supporting recycle oriented society by creating new materials. Please elaborate.

These days, resources are limited. We strongly believe in preserving resources, i.e. mother earth. We stand on the principles - “For people, society and the earth”. Based on these principles, we believe in recycling resources so that the same material can be re-used. This in turn preserves the resources.

What is your agenda for 2014-2015?Our main agenda is to benefit customers. We would like to be with our customers for a longer period of time. We would help them on the shop floors by making some developments and helping them improve productivity. ☐


Market Interview_Prashant MMC.indd 14 9/27/2014 4:07:17 PM

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EM | O c t 201416

“Witnessing the complexities of global operation”

Pekka Lundmark, President & CEO, Konecranes Plc, discusses future technologies in material handling and his management strategies, during an interaction with Sumedha Mahorey

How has been your experience working in the emerging markets? It’s a great experience to witness the complexities that exist when you build a global operation. When you are expanding in emerging markets like India, Indonesia, China, etc, the same rules often do not apply, it takes longer time to implement plans, the processes are not straightforward as in the Western countries, but it’s a great learning experience.I would really like to emphasise that sooner or later this difference between established and emerging markets will get blurred and we are already seeing signs of this happening today.

What benefits have the two manufacturing plants at Jejuri brought to Konecranes’ business globally?The Indian market is large, and we expect it to grow. But besides that, we would really like to develop Jejuri units as an export plant. When you make cranes, usually it makes sense to manufacture the heavy steel structures quite close to the customer. We have two parts of manufacturing operations at Jejuri. One is manufacturing complete cranes and steel structures. The other one is the machine workshop, where we manufacture components. Those components travel very well in containers and we are definitely looking at an opportunity to develop this into a global source for components. Also, as and when the logistics cost allow it, we also plan to export complete cranes from Jejuri.

With real-time communication and safety being increasingly adopted in material handling, what sort of forecast can be predicted for newer technologies in this segment?Industrial Internet is the next big revolution that will happen and take place in manufacturing industries. We have, in our corporate strategy, two key elements, from the offerings point of view. One is Industrial Internet and the other one is the mid market product. Industrial Internet is already a reality for us today. We are in 24X7 contact to thousands of cranes in different parts of the world from our surveillance centre. New sensor

technologies have made it possible to re-dimension things in the machines, to create acceleration, pressure, temperatures, vibrations, etc. With such high-end technologies in place, we are today able to automatically calculate the remaining lifetime of the components; we are also able to see if there is misuse of the crane by the operator. But this is only the beginning; we are developing future technologies that are able to see in real-

time the condition of the wire rope, gear box, brake, etc.

India is a cost-conscious market. In this circumstance, do you think Indian customers will be open to adoption of such high-end technologies in the near term?I think the answer is absolutely yes, but your question is extremely relevant, because it is a fact that Industry 4.0, or industrial internet is currently a high-end concept. But, I believe that the adoption of such technology will start from heavy duty applications such as process industries, steel industry, container ports, and paper mills, etc areas where

typically the crane is a critical part of the production process and is constantly used. The adoption will not start from manufacturing operations or where the crane is only used for maintenance purposes. And considering the cost-conscious market, we have formulated a dual strategy – we focus on the high-end through Industrial Internet as well as the mid-market.

What are your management strategies to ensure the leaders’ position in the market?We want to maintain an open culture where people say what they think, where they come with proposals, where if they see something that does not work, they say it. There needs to be a culture that is encouraging people to be able to disagree even with the top management, if they have a good reason. Second, is the way how a global company needs to work i.e. simplicity. It’s very easy to fall into the trap of developing too complex organisation structure in the current times. ☐


Market Interview_Pekka_Konecranes.indd 16 9/29/2014 11:00:22 PM

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Turning a new leaf in the development of Indian aerospace component manufacturing ecosystem, Aequs SEZ, located at Belgaum, has emerged as the one-stop shop for global aerospace and automotive biggies equaling the likes of Airbus & Boeing for component manufacturing. Here’s how this 250 acre SEZ has impacted the aerospace and automotive manufacturing value chain of mission-critical components for aircrafts…

Sumedha Mahorey Deputy Editor [email protected]

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MANAGEMENT C OVER STORY

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Home to over 200 foundries producing more than 70,000 tonne of automotive and industrial castings of ferrous base, and a hub for the manufacture of heavy machine tools & high pressure oil hydraulics, Belgaum has emerged as a major manufacturing centre for the aerospace and automotive industries. Belgaum is also home to India’s first notified precision engineering special economic zone, Aequs SEZ, which is spread over 250 acres and currently hosts 10 fully functional units across 2,00,000 square feet of manufacturing floor space. Creating availability of right manufacturing services

Started in the year 2009, Aequs SEZ has developed into an integrated aerospace and automotive manufacturing ecosystem that houses several interrelated aerospace and automotive related capabilities that are either unavailable in India or are difficult to come by in one location. Aequs was born by separating and rebranding manufacturing and SEZ from QuEST Global. The SEZ currently hosts Magellan Aerospace, Setforge, Aubert & Duval and Saab who have set up units for surface treatments, forging, machining and assembly. Commenting on the various partnerships, Aravind Melligeri, Chairman and CEO, Aequs, avers, “With a mission to implement technology transfer, we have set up several partnerships with global leaders to produce some of the finest mission-critical components for aircrafts. Today, Aequs has the largest aircraft machining capacity in India and the SEZ is the sole Airbus certified facility in India.” The partner companies include:

Aerospace Processing India Pvt Ltd: The company is a joint venture between Aequs and Magellan Aerospace, Canada, which provides aerospace surface treatments that are not readily available in India. The fully integrated, scalable facility has been operational since 2009. This is the first and only third party facility approved by Boeing in India. Approvals from Airbus and other OEMs are in process. API provides metal finishing treatment services for both the export market and the domestic market in India. This facility is the first of its kind in India, being a third party independent treatment plant. It is planned with multiphase approach. Phase I is spread across 20,000 sq ft with an option for future expansions.

Aerostructures Assemblies India Pvt Ltd: Aerostructures Assemblies India (AAI) is a joint venture between Aequs and Saab AB of Sweden, and started operations in 2013. The company specialises in build-to-print assemblies for commercial and defence aircraft for emerging markets and is ideally positioned to harness defence offset opportunities in the Indian market. The first assemblies from this facility were shipped out in 2014. The company manufactures aerostructure assemblies with sizes up to 2.5 x 2.5 m, weighing up to 100 kg,

and with a mix of metal and composite parts. The plant has a built up area of 25,500 sq ft with plans to increase it to 60,000 sq ft in future.

SQuAD Forging India Pvt Ltd: SQuAD Forging India (SFI) is a joint venture between Aequs, Aubert & Duval SA, France, and Setforge Societe Nouvelle SAS, France. It specialises in aero structural parts, landing gear, and braking system components in aluminium, steel, titanium or nickel base alloys. SQuAD primarily aims at the aerospace market to support major OEMs in their supply chain while contributing to their offset obligations. It also manufactures critical parts for other markets such as automotive, power generation, and oil & gas. The company has recently announced the arrival of a 10,000 tonne capacity aerospace hydraulic forging press. This closed die hydraulically operated hot forging press is the largest of its kind in India and will be used to forge large airplane components and parts such as landing gears and various actuation and structural parts.

By establishing these joint ventures, Aequs is positioning itself in the global arena with attractive demand and supply side drivers to support it and help India build capabilities to emerge as a preferred destination for manufacturing of aerospace components. Melligeri notes, “These capabilities have been recognised and harnessed by foreign companies outsourcing manufacturing work to India. In the future, a potential opportunity exists in demonstrating India’s expertise in the process, beginning right from initial design and ending with the final manufacture; this is where India’s real and sustainable advantage exists. This is because the systems and components require frequent design changes to suit the performance requirements of different countries, and India, with its huge pool of engineering resources, which provides the convenience of providing the required manufacturing services at one location.”

Commitment to all-round development

With an integrated facility specialising in precision machining, sheet metal fabrication, assembly, special processing and forgings with approvals from OEMs and Tier 1 customers, Aequs SEZ focuses mainly on aerostructures and aerosystems with a capacity of over 350,000 hours/year. The facility is equipped with state-of-the-art machines and follows robust quality processes and standard procedures adopted by major global aerospace companies such as Airbus, Goodrich, Eaton, Boeing and GE to name a few.

Speaking on the company’s commitment towards the development of Aequs SEZ as an aerospace ecosystem, Melligeri elaborates, “We take pride in pioneering the cause of aerospace manufacturing in India by establishing India’s first aerospace


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S Subbarayan, Deputy General Manager - Die Mould, Makino India

“Makino is proud to be associated with Aequs in their aersostructures division and we have supplied few high speed vertical machining centres for machining of aerospace parts. It is our endeavour to bring our global expertise in aerospace machining technologies and processes to key players in India. We look forward to a long and enriching partnership with Aequs in their mission to become a global player in the aerospace industry”

Lars Jensen, Head – Aerostructures Division, Saab

“The collaboration between Saab and Aequs gave birth to Aerostruc-tures Assemblies India Pvt Ltd. This collaboration is aimed to harness the current defence offset opportunities in the Indian market and specialise in build-to-print assemblies for commercial and defence

aircraft. We have been able to jointly put efforts to establish a full-fledged manufacturing facility in 2013 which delivered the first assembly in February 2014. We are sure that, our presence in India through AAI will help us to cope up with the increasing production rate. We look at AAI as a valuable strategic supplier for aerospace industry for years to come.”

Nicolas Perot, Vice President - Strategy, Aubert & Duval

“Aubert & Duval, an ERAMET group subsidiary, is a specialist in upscale metallurgy, and a world leader in special steels, alloys and super-alloys. We made a tripartite joint venture with Aequs and

Setforge to establish SQuAD Forging India Pvt Ltd. We are now able to expand our footprints in India through SQuAD. Aubert & Duval has many forging presses available from the rage of 20,000 to 65,000 tonne and the new 10,000 tonne press at SQuAD will help us to serve our customers more efficiently.”

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SEZ in Belgaum. Excelling in precision engineering, forging, and sheet metal fabrication for the aerospace segment, the company has developed an integrated manufacturing approach whereby we can make, process and ship a consignment from the same locale in the SEZ. The 250 acres SEZ houses plants which can manufacture accessories and then ship the assignment thereby reducing time as well as logistical cost for us as well as for the client. Aequs SEZ is providing the ecosystem for OEMs, their suppliers, all ancillary and related end users to set up their units.” The SEZ has also been benefiting North Karnataka region to a large extent. Commenting on this, Melligeri highlights, “It is our goal to create more than 7000 jobs locally and bring in USD 500 million investments in Belgaum to boost the local economy to a large extent.”

Since aerospace is one of the most quality conscious industries, Aequs had to ensure that all quality requirements were met. Melligeri explains, “We follow a stringent, world-class quality control under tight deadlines as there is no scope of any compromise in sectors like aerospace where we undertake manufacturing of mission critical complex parts. Aequs has quality certifications like EN 9100:2009 - AS 9100 Revision C / JIS Q 9100:2009, ISO/TS 16949 - Third Edition and SAE Aerospace Standard AS7003.”

Building aerospace component manufacturing ecosystem

Aequs has a built-up area of 25,500 sq ft in the SEZ and is expecting to further expand it to 60,000 sq ft in the coming years. The SEZ provides a universal platform for OEMs, the suppliers and ancillary makers with the opportunity to set up manufacturing operations in India. While elaborating on Aequs SEZ’s contribution in building the aerospace component manufacturing ecosystem in India, Melligeri says, “Today, Aequs sources materials from 20 locations, manufactures in three locations, and delivers to global customers in multiple locations. We have the largest aerospace machining capacity in the private sector. Directly or through our joint ventures, we manufacture and supply parts, components, and subassemblies to Airbus, Boeing, UTAS and other aerospace majors and we

are approved to work on several of their production programs.” But to suffice demands from such aerospace biggies, it becomes necessary to develop the right resource in terms of manpower, vendors and suppliers.

Elaborating on the challenges that aerospace manufacturers face, Melligeri says, “Specific labour force and infrastructure requirements often drive the aerospace company’s location decision. One of the major challenges faced by aerospace companies is the availability of precision skills among a potential labour force. These companies are often looking for people possessing deep skills and certifications that match the demands of world-class aircraft manufacturing and aerospace technology needs. If a potential location does not meet this requirement, its consideration by an aerospace company may be doomed before it ever really gets off the ground. However,


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Aequs has shown the aerospace industry that local talent with the right set of skills and training can excel in this domain.

Another key consideration is a location’s ability to establish a cooperative relationship with a nearby university or other institute of higher education with a strong aerospace department and research capability. Melligeri elaborates, “A sophisticated training and education infrastructure can provide important industry support that, of course, is beneficial to the prospective company. Online aerospace training is advancing, and when hosted by a top-tier data centre makes systems performance a non-issue. This type of arrangement also relieves customers of managing the back-end hardware and infrastructure issues that often require additional resources.” On the suppliers side, Melligeri asserts, “We are committed to developing the SEZ as a competitive world-class facility and contribute to India’s growth considerably. We are in talks with our suppliers for an increased demand in raw materials as our shipments are increasing every month. However, since we operate from the SEZ and ship it directly to the OEM or client we don’t need distributors for our operations.” Speaking on supplier development, he says, “We are working with domestic suppliers in India to help them scale to global standards through training, long-term vendor agreements, and exposure to best practices. To ensure suitable talent, we also work with the local engineering and diploma schools.”

Elaborating on the management strategy of Aequs SEZ in key sectors, Melligeri highlights, “On the management front, our vertical practices in aerospace and other focus areas such as automotive and oil & gas, are led by business leaders from that industry and geography. This not only ensures that we are close to our customers but also ensures that we set up and run our industry verticals in alignment with the customer’s expectations, practices, and culture.” Furthering with its plans for the automotive sector, Aequs recently laid the foundation stone of a new automotive components plant. The new plant, expected to be operational from March 2015, will add machining capacity of over 1,00,000 hours annually

and support the company’s rapid expansion plans in the US and Europe markets. With this, Aequs aims to increase its revenues from the automotive business to US$ 30 million by 2020 and is scouting to establish joint ventures to add to its capabilities in this vertical. The new plant will further strengthen Aequs‘ emergence among the few Indian companies in the automotive component manufacturing space to provide a ‘manufacturing ecosystem model’ wherein interconnected processes in the manufacturing value stream such as forging, machining, heat treatment, grinding, and so on are delivered at the same location, minimising supply chain inefficiencies. The company will manufacture engine and transmission parts, sub-assemblies and assemblies in the new plant.

Achievements

With focus on all-round development of the region and substantial technology capabilities, AAI, has rolled out the first batch of A380 structural assemblies in February 2014. The assemblies were delivered to Saab, Linkoping (Sweden). Saab would in turn deliver the assemblies to Airbus, Filton (UK). These assemblies are part of the mid and outer leading edge (wing section) of the A380 aircraft, developed and produced by Saab. The manufacturing processes associated with these assemblies are classified as “Special Processes” and only Airbus approved suppliers are authorised to manufacture these parts.

Lars Jensen, Managing Director, Saab’s Business Unit – Aerostructures, said, “After one and half year of industrious work from the Saab, QuEST and foremost the AAI team, we are proud to see the first parts being shipped to our assembly line in Sweden. This partnership in India will provide additional resources for us in order to cope with the increasing production rates. We are convinced that this cost-efficient assembly shop will be a valuable supplier to the aerospace industry in the coming years.” ☐


Aequs has the largest aerospace

machining capacity in the Indian

private sector


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“Energy reduction is a priority”Dr Ravi Damodaran, President - Technology & Strategy, Varroc Group of Companies, believes that to stay competitive, a company needs to achieve a certain scale for introducing better technologies. In his interview with Megha Roy, he discusses the need to come up with advanced technologies to enable e�ective automation in Indian manufacturing industry

Your company was recently awarded with the best excellence in cost award from Mahle Behr India Limited. What would you attribute this success to?Our manufacturing excellence program is driven by the TPM practices and over the years, we have been increasing our capacity for building excellence culture amongst our employees. �is award is an appreciation of the e�orts by our employees.

Given that Varroc’s each core business strives to improve environmental performance, what are your future plans in this context?

Our focus is on products that are light, green and safe. Our product strategies have been driven by these megatrends and we have continuously been exploring greener ways of generating energy required for our businesses. Today, a signi�cant portion of our energy needs are met by wind and solar power. Going forward, we intend to look into energy reduction as a focus area in our manufacturing process design too.

What are the best manufacturing practices implemented in your company that help achieve competitive excellence?We have been open to sourcing technologies from the

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future. We also have a well-de�ned strategic planning process that envisages technology and talent management as the key pillars for thefuture. Where do you see the Indian manufacturing heading to, especially in the background of frequent ups & downs in the economic cycle?�e frequent ups and downs have a lot to do with our lack of belief in the local economies, which forces us to look outward and hence drive our policies for favouring exports. We should work to stimulate manufacturing to become competitive in the domestic market, which will consequently drive exports. �us, unless the manufacturing community decides to collaborate for improving productivity and quality by investing in technology and talent for domestic market, and the government drives investments in creating better infrastructure; we will continue to see such ups and downs.

What is your agenda for the year 2014-2015?We plan to continue to proliferate our entire product range into all of our targeted growth customers, tighten our quality, cost and delivery performance and develop technologies in select product ranges to di�erentiate ourselves in the two wheeler market as well as prepare to penetrate the passenger car market in select product ranges. ☐

international arena, but at the same time, we do conduct a careful analysis of the suitability and adaptability of these technologies to our manufacturing practices. �is has enabled us to ply with the advantages of advanced technologies that drive productivity and quality with lower cost and local practices that help us in being competitive.

What are the significant technological trends in the automotive manufacturing industry? Do you wish to see any breakthrough innovations in future?Automotive industry is a volume driven industry. As such, there is a need to achieve a certain scale before a company can afford to introduce better technologies to stay competitive. Due to the fragmented nature of this industry at the tier 1 and tier 2 levels, the necessary injection of technologies is absent. While breakthrough innovations such as smart manufacturing (use of the internet in running factories) are being discussed in Germany, the need for India is still at basic levels in terms of achieving world class productivity and quality. Even in the near future, this industry should take up energy management and complete systems engineering while continuing to drive lean manufacturing practices leading to e�ective automation.

Manufacturing enterprises, big & small, today, have increasing focus on optimising performance, productivity and asset management as well as an effective technology management. How is Varroc’s approach towards this? We look out for trends in product and process technologies that impact our business in the future. �is also identi�es advanced technologies and practices that we will depend on to supplement our processes today and give us an edge into the

“Energy reduction is a priority”


CANDID SEVEN

If not in the automotive industry, where would you be?

What is your favourite pastime?

What are you currently reading?

Which car you are driving currently?

Which is your dream car?

Your dream holiday destination?

One thing that people don’t know about you?

Management Interview Ravi Damodaran.indd 27 9/29/2014 10:40:34 PM

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In a price sensitive market like India, suppliers are constantly proposing initiatives and trying to bridge the gap between price and quality. Requirements from the end users have changed over the years, based on the market dynamics and changes in technology. To address such trends in demand and elaborating on how relationships with the distributors, technology collaborators and end users have evolved with time, in this feature, Mohammed Hidayath, National Sales Manger, Trumpf, L Krishnan, Managing Director, TaeguTec India, and President, Indian Machine Tool Manufacturers’ Association (IMTMA); Maullik Patel, Executive Director, Sahajanand Laser

Providing a better value-added propositionTo understand the relationship between end users and suppliers in the machine tools / cutting tools industry, this round-table analyses the market requirements, demand trends, expectations of the end users from their suppliers and the initiatives taken by the suppliers to ful�ll the customers’ requirements and provide value-added proposition

Technology and Kedarnath Pulipaka, CEO, Geometrix Laser Solutions, share their views on the current business scenario of the Indian cutting tools industry while presenting the end users’ ratings of the locally produced goods and the imported machines, at the same time, outlining the latest advancements in the manufacturing industry.

Current business scenario

Post elections, India has witnessed an optimistic business scenario. The industry on a whole is quite affirmative about the

Srimoyee Lahiri Sub-editor & [email protected]

Round-Table_ Oct-2014.indd 28 9/29/2014 11:12:28 PM

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Providing a better value-added proposition

rapid growth of the manufacturing sector. With favourable government policies on industrial developments, industries are ready to invest and expand their operation. According to Patel, Indian market for capital equipment is always cost conscious and they do extensive homework before making decision. “Fibre laser technology when first introduced were only accepted in a few geographical segments of the market. Later, after experiencing the reliability and capability of the technology, it has gained its demand across various industry and geographical markets. In developing countries like India, effective promotion and the touch & feel concept enhances demand specifically.”

On similar lines, Hidayath avers that the manufacturing industry is brighter now. “Though there have not been many changes in the industrial sector policy from the government our customers are planning to make investments. Earlier, there was a slowdown especially in automobile industry, which is our major market segment, As such, laser applications had no focus. Things have changed now and R&D teams of auto industries have started working towards developing better vehicles and putting in efforts to know how to use laser applications to improve the performance of vehicles with lower weight and higher fuel efficiency to remain competitive. We look forward to better business scenario in the coming years and usage of lasers in every area of auto parts manufacturing.” Krishnan is also of the opinion that the manufacturing activity has picked up momentum post elections. “We are close to our earlier optimum levels of operation. In the next 9 to 12 months, we can hope to see a steady and secular growth of manufacturing”.

Partnership strategies

Access and delivery is as crucial as manufacturing excellence. “Our pioneering technologies and extensive R&D are in fact a benchmark in the industry. Our distributors form a critical link in our customer outreach and service, and we believe in

providing our best support to our channel partners. The relations certainly are undergoing change in keeping with the ever changing landscape of consumer needs and improving technologies”, says Krishnan. Speaking on partnerships front, Hidayath affirms on possessing technology integrators. “These integrators build machines for various applications. They buy our laser sources and build customised machines depending on customer requirement,” he added.

“We have a global sourcing policy. We focus on quality and apt products best suiting the requirement. We have strict vendor selection programme and a vendor development team working on identifying the source and ensuring the quality of products used by us. The focus is on development projects on providing the state-of-the-art solution for any application required by the end user. We specialise on offering green field projects and complete automation solutions” affirms Patel. He also believes that the relationship with both the suppliers and customers has evolved in a positive way. “Accessibility to internet and emergence of technology focused trade shows have provided a greater arm in evolving the relationship. These two have brought many wonderful technologies into limelight and has made it accessible throughout the globe. Information about the products is been rightly communicated and the end user is now accessible to all criticalities and aspects that makes him compare and choose the right product catering his need,” he adds.

“Any innovation when put into commercialisation will create a demand for sophisticated components or machining solution” Maullik Patel, Executive Director, Sahajanand Laser Technology

“To win a tough negotiation battle, we opt for frugal engineering and provide a machine that perfectly suits the customer’s requirement both in terms of application and quality”, Mohammed Hidayath, National Sales Manger, Trumpf


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Demand trends

According to Hidayath, in the machine tool industry, 70-80% of the customers make parts for tier 1 companies that manufacture automobile, construction or electrical equipment. Here, the conventional technology demand is standardised and is not growing at a rapid rate. “We are putting our best efforts to promote laser technology, but there has been resistance to change over from conventional methods owing to initial high investments and challenges in adapting new processes.” Krishnan believes that high productivity and low cost per component (CPC) is the perennial lookout of customers in the industry, whether in the past or in the future. “The trends however change with respect to generation of production equipment in use at the customers’ end, and any cutting tool manufacturer has to continually work on their bouquet of offerings to stay relevant,” he added. With the background of stagnancy in demand trends, Patel opines that any good technology that has been introduced in the market takes around 5 years to get accepted as replacement of the previous technology.

“It is during this period; various development projects focus on its improvement and make it much productive and applicable. We see this demand trend in three different aspects — right solution / right technology for the application; versatility of the system and economical operation both on power consumption as well as productivity”.

Changing requirements from end users

Cost competiveness and cost per component are the prime drivers of all innovation. Thus, the entire supply chain has to be prepared to adapt as per changing requirements and expectations of the customer. According to Hidayath, there has been a pressure in the automobile industry for reducing the weight of their cars. As such, one of the requirements is to use light yet strong materials, which would suffice all safety measures.

“Since the light materials cannot be processed with the conventional methods, laser technology is the only solution. This technology is already used in Volkswagen, BMW, Audi and other popular car manufacturers in Europe and the US and is gradually coming to India. There is also a demand for changing

designs and processes so as to reduce emission and improve performance at a reduced cost. As such, automobile companies such as TATA, Hero, Hyundai and Mahindra have been trying to adopt new technologies very aggressively for competitive excellence. On the other hand, Patel avers, “Requirements keep changing whenever a new technology is coined in any industry vertical. We apparently experience a chain reaction. Any innovation when put into commercialisation will create a demand for sophisticated components or machining solution. It would be more of upgrading the existing technology or a search for alternative technology that could be apt for the required application. Recently, the need for optimising the production capability is trending in many industries. Business looks bright for machineries with utmost productivity and least floor space. Optimally, using the existing space is one of the key to increase productivity”.

Locally produced machines v/s imported machines

With the initiatives taken by suppliers to fulfil customers’ requirements and provide value-added proposition, the end users rate the locally produced machines in comparison to the imported machines, in terms of service & performance, technology, after-sale service and cost competitiveness. Suggesting the same, Kedarnath says, “The locally produced machines can be opted for the requirement of application over engineered sometimes like the imported ones. However, if it is a complete machine, they are not very cost competitive as compared to the imported ones. Considering the quality and engineering involved in OEMs from Europe or USA, that extra

“We must be able to identify our strength and use them to our advantage such that translates to maximum cost benefit for the customer” L Krishnan, Managing Director, TaeguTec India

“OEMs charge atrociously for the spares and sometimes delivery takes a long time with very poor service facilities” Kedarnath Pulipaka, CEO, Geometrix Laser Solutions


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price is worth it (excluding importing duties). OEMs charge atrociously for the spares and sometimes delivery takes a long time with very poor service facilities. So, the local country managers have to really work on improving the local skill rather than just concentrating on sales numbers.” In terms of technology and performance, imported ones are generally ahead of what is available in India. In short, if the objectives are met by Indian machines atleast by 75%, it makes all the sense to go local.

Competitive strategies in price sensitive market

Cutting tool industry is a very price sensitive market. Cost per component is a standard measure globally, but India is unique in terms of concurrent existence of old and new

machines in manufacturing setups. “The challenge is to offer a bouquet of services and solutions across the board. We must be able to identify our strength and use them to our advantage so as to translate to maximum cost benefit for the customer,” says Krishnan. Hidayath concludes that the main focus is to formulate a policy which brings higher profits to the companies at a reduced cost of production. “Being a manufacturer, we leverage the opportunity to customise the machines as per the end users’ requirements. At any given point of time, we never compromise on quality of our machines. To win a tough negotiation battle, we opt for frugal engineering and provide a machine that perfectly suits his requirement, both in terms of application and quality.” ☐



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ADDRESSING THE P25 STEEL TURNING CHALLENGESteel turning in the ISO P25 area is the mainstay of operations at machine shops the world over. Optimised processes are a prerequisite in a �ercely competitive global marketplace and production engineers are continually looking for ways to deliver competitive advantage. So, what are the key issues faced by engineers in this critical area, and how can tool manufacturers and material development help solve these challenges to deliver an optimised process? Here’s the answer…

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As an operation, steel turning needs to address and balance many factors. These include maximised output, extended and more predictable tool life, high reliability for limited/unmanned supervision, guaranteed surface quality, and the ability to

accommodate the entire large and varied P25 material area. Of particular importance is the condition of the edge-line. If this is broken, rapid breakdown occurs that can result in unacceptable parts and loss of machining security.


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the coating fails to stick, the substrate is exposed, leading to rapid failure.

In all instances, the optimum wear pattern for any insert is controlled flank wear as it results in predictable life of cutting edges. The ideal grade is one that limits the development of unwanted types of wear – and in some operations, prevents it from developing at all.

Edge benefits

In today’s high-paced steel turning arena, the tool life of an indexable insert depends on it having an intact edge line to cut the metal effectively and produce a satisfactory finish. Limiting continuous, controllable wear and eliminating discontinuous, often uncontrollable wear, is the secret of success. This is why insert grade manufacturers work hard to produce solutions that really tackle the mechanisms leading to premature breakdown. And to do this, the individual types of wear need to be examined.

So, beginning with flank wear, this is essentially abrasive wear on the clearance face below the edge line. Flank wear is the natural erosion of the tool material that takes place during the metal cutting process and is acceptable if allowed to develop in a controlled manner. In some documented cases, the development of balanced flank wear has even been advantageous to the cutting process. However, if flank wear occurs too rapidly, then some of the machining parameters require adjusting, either in the process or the grade.

First of all, it should be noted that ISO P25 steel is not a straightforward material classification when it comes to cutting tool solutions. Parts, processes, features and machining conditions vary widely in this general turning classification, which can include operations from roughing to finishing on out-of-round or near-net-shape cast or forged parts. Then there is the material, which might be unalloyed or highly alloyed, offering hardness values that differ enormously from one end of the spectrum to the other.

With so many variables impacting on cutting tool insert performance, sourcing a single grade to accommodate the wide-ranging demands of P25 can be a thankless task. Indeed, there are many prerequisites for any grade making such claims. For instance, fracture resistance is paramount, as is a cutting edge capable of delivering the hardness needed to resist any plastic deformation induced by the extreme temperatures present in P25 cutting zones. Furthermore, the insert coating must be able to prevent flank wear, crater wear and edge build-up. Crucially, the coating must also adhere to the substrate. If


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Crater wear is the other common type of controllable wear, and is caused in steel turning by the effect of heat and pressure. Excessive development can lead to a change of insert geometry, resulting in an inferior cutting process. In time, this leads to edge weakening, and as such presents a major risk to successful machining.

Controlled wear patterns

Both flank wear and crater wear are natural and common in steel turning, and as long as it is only these wear patterns that are being experienced – and controlled – the machining process is satisfactory, with the caveat of achieving sufficiently high cutting speeds and tool life.

Of course, complete predictability is a utopian situation that in reality isn’t easy to achieve, particularly considering the current market trend in machining with limited or no supervision. This presents many potential hazards as discontinuous wear types are harder to control. In an ideal world, a cutting tool insert grade for P25 steel turning would be able to resist all types of discontinuous wear when machining within recommended parameters, making true lights-out, unmanned metal-cutting operations possible.

A good example of discontinuous wear is plastic deformation, where the cutting edge is depressed. This is a wear type that develops if the temperature is too high for the grade being deployed. It may start with several small thermal cracks appearing across the cutting edge, or with the coating flaking away from the edge to leave an exposed substrate. These types

of failure mechanisms can lead to rapid process breakdown – a truly uncontrollable and unacceptable situation.

Trade-off

Often it is a matter of achieving a ‘trade-off ’ that balances the rate of continuous and discontinuous wear to achieve maximum cutting edge security over a long tool life with high cutting data. This notion starts to embrace the overlapping zones of the harder P15 and tougher P35 classifications. Also, in steel turning applications, other tool factors that determine outcome should also be considered, such as insert micro and macro geometry, nose radius, insert size and shape. It is the combination of these with the insert grade that will determine success as almost any machinist can make good use of a high performing P25 grade.

Glimpse of the future

In truth, the ISO P25 steel turning application area is one of the most difficult to cut. That’s why engineers are continually searching for solutions that help them deliver improved, benchmarked performance from just one insert grade. As well as improving cutting speeds these grades should, ideally, help to improve process security and tool life. In this way, the right insert can contribute to productivity increases that, in turn, will give a competitive advantage. ☐

Courtesy: Sandvik Coromant

Equipped with Inveio, GC4325 and GC4315 are grades that bring endurance, predictability and long tool life to steel turning operations



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Crater wear is the other common type of controllable wear, and is caused in steel turning by the effect of heat and pressure. Excessive development can lead to a change of insert geometry, resulting in an inferior cutting process. In time, this leads to edge weakening, and as such presents a major risk to successful machining.

Controlled wear patterns

Both flank wear and crater wear are natural and common in steel turning, and as long as it is only these wear patterns that are being experienced – and controlled – the machining process is satisfactory, with the caveat of achieving sufficiently high cutting speeds and tool life.

Of course, complete predictability is a utopian situation that in reality isn’t easy to achieve, particularly considering the current market trend in machining with limited or no supervision. This presents many potential hazards as discontinuous wear types are harder to control. In an ideal world, a cutting tool insert grade for P25 steel turning would be able to resist all types of discontinuous wear when machining within recommended parameters, making true lights-out, unmanned metal-cutting operations possible.

A good example of discontinuous wear is plastic deformation, where the cutting edge is depressed. This is a wear type that develops if the temperature is too high for the grade being deployed. It may start with several small thermal cracks appearing across the cutting edge, or with the coating flaking away from the edge to leave an exposed substrate. These types

of failure mechanisms can lead to rapid process breakdown – a truly uncontrollable and unacceptable situation.

Trade-off

Often it is a matter of achieving a ‘trade-off ’ that balances the rate of continuous and discontinuous wear to achieve maximum cutting edge security over a long tool life with high cutting data. This notion starts to embrace the overlapping zones of the harder P15 and tougher P35 classifications. Also, in steel turning applications, other tool factors that determine outcome should also be considered, such as insert micro and macro geometry, nose radius, insert size and shape. It is the combination of these with the insert grade that will determine success as almost any machinist can make good use of a high performing P25 grade.

Glimpse of the future

In truth, the ISO P25 steel turning application area is one of the most difficult to cut. That’s why engineers are continually searching for solutions that help them deliver improved, benchmarked performance from just one insert grade. As well as improving cutting speeds these grades should, ideally, help to improve process security and tool life. In this way, the right insert can contribute to productivity increases that, in turn, will give a competitive advantage. ☐

Courtesy: Sandvik Coromant

Equipped with Inveio, GC4325 and GC4315 are grades that bring endurance, predictability and long tool life to steel turning operations



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ISO CLASSIFICATION WORKPIECE MATERIALS

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N

S

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Non-alloy steel and cast steel Low-alloy steel and cast steel High-alloy steel and cast steel Stainless steel and cast steel (ferritic/martensitic)

Stainless steel (austenitic)

Gey cast iron Ductile cast ironNodular cast iron (ferritic/perlitic)

Non-ferrous metals Aluminium and aluminium alloys

SuperalloysTitanium and titanium alloys

Hard cast iron Hardened steel

WORKPIECE MATERIAL

Mechanical properties Alloying elements

Thermal properties

Thermal treatment

Strain hardening

Material

stru

ctur

eIn

clus

ions

HQ_POS_ISO_Classification_Workpiece_Materials.indd 1 8/12/2014 11:13:15 AMISO CLASSIFICATION WORKPIECE MATERIALS

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N

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Non-alloy steel and cast steel Low-alloy steel and cast steel High-alloy steel and cast steel Stainless steel and cast steel (ferritic/martensitic)

Stainless steel (austenitic)

Gey cast iron Ductile cast ironNodular cast iron (ferritic/perlitic)

Non-ferrous metals Aluminium and aluminium alloys

SuperalloysTitanium and titanium alloys

Hard cast iron Hardened steel

WORKPIECE MATERIAL

Mechanical properties Alloying elements

Thermal properties

Thermal treatment

Strain hardening

Material

stru

ctur

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clus

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HQ_POS_ISO_Classification_Workpiece_Materials.indd 1 8/12/2014 11:13:15 AM

Challenges of machining ISO P workpiece materials�e article deals with the challenges in machining of ISO P workpiece materials for parts manufacturers as well as the makers of the tools used to machine them

Patrick De Vos Corporate Technical Education Manager Seco Tools

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The ISO P classification of workpiece materials includes the metals generally referred to as steels. While steels don’t present obvious machining challenges on the level of materials such as heat-resistant aerospace alloys used in aerospace applications, steel alloys and irons are the workpiece materials widely applied across all industries. Such wide use has spawned the development of a large selection of steel alloys with differing physical properties that generate a variety of metal cutting performance issues. Those issues, in addition to economic considerations born of high-volume production demands, make machining of ISO P steels a significant challenge for parts manufacturers as well as tool makers used to machine them.

ISO system

The ISO metalworking workpiece material classification system is divided into six categories. While the K group covers

cast irons, heat-resistant super alloys including nickel and titanium-based alloys are in the S group. Materials in group H are characterised by their hardness and basically include steels hardened to 45-65 HRc. Stainless steels – alloys with chromium content greater than 12% make up the M group. The N category covers nonferrous metals, mainly aluminium as well as copper and brass. Finally, the P classification includes unalloyed, low-alloy and high-alloy steels, including alloys hardened up to 400 HB and stainless alloys with chromium content of 12% or less. Some long chipping malleable irons are also part of the ISO P group. The classifications are based largely on the dominant physical properties of different materials. Those properties essentially determine how the material reacts to be machined, and how in turn machining affects the cutting. K group metals are characterised by abrasiveness, which accelerates tool wear. Heat-resistant super alloys in the S group generally have poor thermal conductivity, which results in heat concentration in

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the cutting zone that can deform a cutting tool. The hardness of the metals in group H creates great pressure on tools and generates heat as well. The M group is distinguished by strain hardening in which the workpiece material becomes harder as it is deformed in the cutting process. The increased cutting pressure and heat generation can cause notch wear and other problems. Metals in the N category exhibit a tendency to adhere to the cutting tool, which leads to edge buildup, poor surface finish, and cutting tool fracture. Because each of the five ISO groups named above has more or less dominant distinguishing physical property, cutting tools, to a degree, can be engineered, to counteract the property’s negative effects on the cutting tool. Tools for cutting materials in the H group are biased toward strength, for example, while tools engineered to cut N category metals are sharp and designed to promote chip flow that minimises the occurrence of adhesion. Workpieces in the ISO P group, however, present more complex challenges. Steels in general and widely differing steel alloys in particular can exhibit more than one or even all of the properties that affect cutting tools, although usually not to an extreme degree. This poses a conundrum for tool development; in many cases, for example, a sharp-edge tool engineered to counter the adhesion tendencies of a low-alloy steel may not be able to withstand the abrasive characteristics of another steel composition. In addition, development of specialised steel alloys continues unabated as manufacturers seek materials matched to the particular performance demands of their customers’ parts.

Understanding metal cutting

When machining steel alloys, finding a productive balance between tool performance properties is like dancing on a thin rope. Striking balance requires an understanding of the nature of metal cutting and interaction between the workpiece material and cutting tool. Metal cutting is not a splitting process comparable to the way a knife cuts. The process instead puts pressure on the workpiece material until it deforms and shears away in the form of a chip.

Many collateral effects accompany the shearing action. The mechanical forces required to sufficiently deform the material generate a great deal of pressure as well as heat leading to temperatures on the order of 800-900° C. Interrupted cuts or machining parts with hard inclusions subject the cutting tool to impact. Beyond mechanical considerations, high levels of heat and pressure can catalyse chemical reactions between the cutting and workpiece material, producing chemical wear in the form of diffusion or cratering. And last but not least, metal cutting involves a high level of friction. As the chip is formed and rubs over the tool, it creates friction and what are known as tribological effects; tribology is the science that examines surfaces in contact with each other at certain temperatures and pressures & determines the degree to which the surfaces will modify each other. All these forces and interactions produce varying results; perhaps the most important one is that the tool wears out.

Different steels, different tools

The effects of machining on steel workpieces vary with the composition of steel alloy and the process by which it is manufactured. Unalloyed steels with carbon content less than 0.25 per cent; for example, have been developed for applications such as automobile axles that require strength and resistance to impact and fracture. These rolled or forged alloys produce chips that are difficult to break and that rub the surface of a cutting tool and produce crater wear and even adhesion problems. For these compositions, cutting tools are designed with sharp edges to more efficiently shear the workpiece material, and also employ coatings to resist chemical wear and provide lubricity to the cutting surface. On the other hand, high alloyed steels with alloy content over 5%, including elements such as manganese, can be hardened for use in components that require wear resistance and rigidity, such as hydraulic components and machine tool parts. The chips produced generally are easily formed and broken, but the tools machining these alloys are subject to high pressure and

Example of an insert designed for steel turning


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temperatures. If the unmachined workpiece was produced via casting or forging, a rough surface and possible inclusions from the mould require cutting tools with both toughness and resistance to abrasive wear.

Economic considerations

The traditional goal of machining operations is to produce more parts faster, and therefore requires application of the most aggressive cutting parameters possible. Other issues, however, modify that simple goal. Economic considerations can play a large role in the selection of cutting parameters. Parts such as aerospace components produced from exotic alloys most often are made in relatively low volumes. Manufacturers machine the parts at a pace aimed to maximise process reliability and preserve the expensive workpiece materials and costly manufacturing time already invested. As a result, speeds and feeds employed with advanced workpiece materials usually are productive but conservative. The approach to machining of steel components often is different. Many steel parts are manufactured in high volumes and as quickly as possible to maximise economic return on relatively simple parts machined from less-expensive workpiece material. Higher cutting speeds, the typical path to higher productivity, require cutting tool substrates with the ability to retain strength at high cutting temperatures. In light of the growing selection of steel alloys, it can become necessary for manufacturers or machine shops to consult with cutting tool manufacturers to find the tool grade and geometry best suited to a particular application. Ongoing tool development is aimed at creating tools that can cope with the multiple issues presented by steel alloys. Manufacturers seek tools that are sharper yet stronger, with coatings and geometries designed to overcome heat, pressure, chemical and adhesion mechanisms of wear.

Environmental consciousness

A relatively new consideration also influences the choice of machining parameters for steel materials. Many manufacturers are now pursuing environmentally conscious or “green” machining initiatives. These include reducing energy consumption and minimising the waste generated during machining process. Although technological machining challenges remain of primary concern when processing exotic metals, environmental concerns are rising in importance when machining steels. One way to reduce energy consumption is to reduce cutting speeds. In many cases, manufacturers can maintain productivity by proportionally increasing feed rate and depth of cut. In addition to saving energy, such strategies also result in longer tool life. That in turn reduces the waste stream from the machining operation in that fewer cutting edges and “throw away” inserts are consumed to produce the same number of parts. Use of lower cutting speeds also generates less heat, which can reduce demands for metalworking coolant, itself an undesirable waste product of the metalworking process.

Conclusion

Because ISO P steels are perceived as being overly familiar and widely applied on routine parts, machining operations involving alloys usually are not subject to intense interest and analysis. However, when manufacturers understand that steels present multiple machining challenges that can be overcome with careful tool selection; high part volumes can make even small improvements in machining productivity, significant contributors to profitability and even environmental preservation ☐

SPECIFIC ENERGY REQUIRED AT DIFFERENT SPEEDS/FEEDS TO ACHIEVE THE SAME METAL REMOVAL RATE

Unbenannt-1 1 8/12/2014 11:18:58 AM

Specific energy graph



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Ramprakash H S Vice President Ace Manufacturing Systems Ltd

Due to continuous demand for enhancing the productivity / performance of the machine, there have been developments in the sub-systems used on the machine tools. For those who are looking out for consistent output and quick setup changeover, the entry level VMCs or HMCs with 3 linear axes and a spindle makes the job shop versatile for undertaking of diverse machining jobs. The following points would need some considerations to select the machine and its configuration. It includes size of the workpiece; nature of operations; number of setups required to complete the operations; special features required to support intended process; requirement to camouflage loading and unloading time of the components when the machining cycle is in progress; methodology of work piece holding / clamping; cost of manufacturing; precision level of the component (demand on the process) and technical

42

abilities of the shop floor manager.The four salient features which ought to get the main focus

while deciding an appropriate model/version of a machining centre include axis strokes, spindle speeds, floor space requirement to install the machine and spindle power and torque. Based on the size of workpiece and the work-holding fixture, table size gets decided. This along with the work envelop to be covered decides the axes strokes. Type of operations and speed of operations will directly influence the spindle taper size and the spindle power required.

HMC — is it too expensive? Machine tool users look at machine cost, but merely miss

out return on investment. By design and construction, VMC is

How to choose a right machining centre?

Machining Centre _ACE micromatic_Oct_2014.indd 42 9/29/2014 10:54:16 PM

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much lower in cost compared to the HMC. Normally, VMC is less than 50% of the cost of HMC for its equivalent features. But the return on investment is much faster in case of HMC. Typically, a HMC comes with an index table or a rotary table. Replacing 3 machines with 1 not only reduces the investment cost, but also, the floor space, elimination of redundant tools, and the fixtures. The productivity one can achieve with an HMC can yield a faster return on investment. Its advantages are reduced manpower/operator intervention; more effective spindle utilisation; shorter cycle time; reduced inventory (work in process) and easy chip evacuation. Although HMC might not be the choice of machine for all the components but there are factors like quality, application, return on investment, cost etc, which make one consider a HMC. Irrespective of the geographical location, where the machine would be installed, smaller foot print machines are popular with users. A machine designed for smaller foot print needs to be highly reliable, as any breakdown (even planned preventive maintenance) will be difficult to attend in a line, due to reduced accessibility.

Selection criteria

Spindle speed and power/torque: This is a very important feature which has to be understood and selected depending upon application. Generally, if the machine is meant for machining an aluminium component, the spindle speed should be minimum 80-8000 rpm. It is advisable to opt for direct drive for precise application. For precision machining on cast iron / steel, direct drive with higher power spindle motor is

recommended. The spindle run-out will be better since there is no side load on the spindle due to belt drive. The power up series motors are used when wider constant power range is needed. However, these are expensive compared to normal motors of the same power. Generally, these motors are selected for application where bigger dia cutters like, 100/125/160 mm are used extensively for machining cast iron / steel components.

Spindle bearing and spindle speeds: Spindle rigidity is inversely proportional to the maximum speed of the spindle for a given size of spindle bearing. Higher the spindle speed, lower is the spindle rigidity. Lower the maximum spindle speed, higher is the spindle rigidity. Higher preloaded spindle bearing of ø70 with a spindle speed range of 45-4500 rpm is very good to machine steel & cast iron components. The Ø 80 mm spindles with medium preload are still better to machine steel & cast iron components. The tool life on higher preloaded bigger diameter spindles is better. Many times an option of spindle cooling can be offered to ensure retention of running accuracies on prolonged/continuous use.

Axes rapid traverse & chip-to-chip time (CTC): The chip-to-chip time (CTC), slide acceleration, rapid traverse & spindle acceleration decide the idle time during the component machining cycle. When the acceleration/deceleration time of the slides & spindle are lower along with higher rapid traverse of the slides, the idle time and hence the chip-to-chip time are lower. In the long run, high speed machines will earn better return on the investment done.

Size of the machine: Generally the VMC’s sizes are referred

HMC with automatic pallet changer (APC)


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Automatic pallet changer (APC): Essentially APC is a productivity enhancer offered on majority of the VMCs as an optional feature and in some of the HMCs, APC is a built-in standard feature. APC option is selected basically to reduce the idle time. While the auto cycle is in progress on the spindle side, operator can load/unload at the station side in the background. While selecting this option of APC one should keep in mind the operator’s fatigue if the automatic cycles are of shorter duration (<60 seconds).

Number of tools in the magazine: Number of setups, number of tools required by the application decides the tool storage capacity. On the VMC machine models (with single spindles) magazine with capacity of 6/12/16/20/24/30 and 40 are offered. On VMC with two spindle variants, magazine to support each of the spindles has a storage capacity of 20 tools. On the HMC machine models the tool storage capacity ranges from 12 to over 100.

Chip conveyors: A conveyor is determined by the material being machined and the nature of chip produced by the process. Normally for aluminium, cast iron, nylon, nonferrous material like brass, bronze, copper etc, scraper type chip conveyor with rotary drum filtration is recommended. On the other hand, steel material machining application which will result in longer chip generation needs slat cum scrapper type chip conveyor. In certain application magnetic chip conveyor can be effectively adopted. A coil/screw conveyor can also assist in evacuating the chips to rear end. ☐

/ identified by the Y-axis stroke and X-axis stroke and HMC’s sizes are identified by the pallet size, which decides the size of the component that can be machined. The size of the table of VMC will decide the size of the component that can be mounted and the axes strokes will decide the area that can be machined.

Daylight area: In VMCs it is the gap between the spindle face and the top of the table. Lower the daylight, shorter is the height of the component that can be machined. Whenever index tables or rotary tables are used with cradle type fixture, we need to have higher daylight area to ensure that the component with the fixture will not interfere with the cradle base. The component height and width will decide the additional daylight area required on the machine.

Coolant through spindle (CTS): This feature has become more prominent these days due to its ability to reduce the running cost of the machine by reducing the cycle time and increasing the tool life. The main application is for drilling of holes of L/D ratio up to 30 and insert type-drills of L/D ratio up to 10. They’re also used for other machining applications like reaming, boring, etc, where accuracies and depth of cut play a critical role. As a thumb rule, we need to supply 0.75 to 1.25 times “D” (size of the hole) lpm oil coming out of the tool for effective chip evacuation. We need high pressure and low flow for smaller diameter components. For bigger diameter, we need low pressure & high flow. It is very important to ask the tool supplier to provide the size of the oil holes for critical applications and long L/D ratios. Another important aspect for CTS is to supply coolant with 20 micron filtration for better tool life and high machining tolerances.

VMC with rotary APC


YOUR PARTNER IN THE AUTOMOTIVE INDUSTRYTYROLIT in India+91 80 23121811 | [email protected]

A Company of the SWAROVSKI Groupwww.tyrolit.com

0036_13_HP_IN_Automotive_Industry_publish_industry.indd 1 20.11.13 17:48

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COOLAN T S & LUBR ICAN TS | T E CH N OL OG Y

Rupinder Paintal General Manager - Industrial ExxonMobil Lubricants

FORMULATING METALWORKING FLUIDS�e article deals with the sweet spot concept— a mineral oil content of approximately 50%, that o�ers engineering professionals a balanced performance pro�le for today’s soluble metalworking �uids. �e formulator optimises corrosion protection, machining performance, foaming, and long-term stability with operator acceptability.

Experienced users of soluble metalworking fluids often ask for one successful multi-functional soluble cutting fluid – a single product that is capable of machining a wide variety of different materials ranging from ferrous to non-ferrous metals performing in a spectrum of machining operations from boring and turning to milling and grinding exhibiting low foaming propensity even with increasing machine speeds offering low maintenance properties. These requirements present the fluid formulator with a major challenge, which can be met by designing and developing a soluble oil product that contains just the right amount of mineral oil to hit the sweet spot in emulsion performance.

Emulsion stability & corrosion protection

Take for example, a synthetic soluble metalworking fluid that contains no mineral oil in the formulation. Typically this type of product has excellent solution stability while at the same time provides only a limited amount of residual corrosion protection for both machines and components. On the other hand, a high oil-content product that contains approximately

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Figure 1: A mineral oil content between 40% and 55% in a soluble cutting fluid provides the optimum performance for low foaming and machining performance (lubricity)

Figure 2: A relationship between residue formation after water evaporation (undesirable) and operator acceptability (subjective but critical for product success) and the mineral oil content of the product


80% mineral oil in the formulation forms a milky emulsion on dilution with water and will have relatively low emulsion stability, especially in poor quality water, but provides relatively strong residual corrosion protection in the form of a thin oily film.

Although this is a simplification of various laboratory tests, it can be seen clearly that there is a point where the two trend lines cross. As both these criteria are critical to the success of a water-based metalworking fluid in customers’ machine shops, this area is the basis of the sweet spot concept.

Foaming and lubricity

The theory of a sweet spot can be demonstrated by plotting foaming potential against the quantity of mineral oil in the formulation, as seen in Figure 1. High and persistent foam is detrimental to a soluble cutting fluid and its inherent fluid lubricity, which is necessary to aid cutting performance.

Fluid residue & operator acceptability

Figure 2 shows the relationship between residue formation after water evaporation (undesirable) and operator acceptability (subjective but critical for product success) and the mineral oil content of the product. Poorly formulated low-oil content products can cause skin irritation. Once again, performance

linking these two critical characterist ics is optimised at the formulation sweet spot - an oil content of between 40% and 50%.

The sweet spot concept

A mineral oil content of approximately 50% offers engineering professionals a balanced performance profile for today’s soluble metalworking fluids. The formulator optimises corrosion protection, machining performance, foaming, and long-term stability with operator acceptability. Products of this type are typically called ‘‘semi-synthetic’’ because they contain a blend of oil and synthetic materials. A carefully developed metalworking fluid offers the long service life and versatility frequently requested by engineering managers. Formulating to the sweet spot can provide high performance and low-maintenance soluble metalworking fluids that can improve service life and enhance productivity. It should be no surprise that those global machine tool builders who approve soluble oil cutting fluids often recommend products that contain over 40% oil in their manuals. A well-balanced metalworking fluid is the key to achieving peak performance in your machine. Each property must be carefully weighed against the others to develop a cutting fluid that performs in a wide variety of machining operations with a varied selection of metals. ☐

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Page 49_MMC Hardmetal_210X273.pdf 9/30/2014 7:43:29 PM

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Daniel SchärHead-Product Line ManagementBlaser Swisslube [email protected]

Optimising machining & grinding in medical technology Metalworking �uids for machining and grinding of metals have a greater in�uence on the results of the �nishing process than what is assumed in production and procurement departments of parts manufacturers. �e article highlights how chossing a correct metalworking �uid can strongly in�uence the tool costs.

A less than ideal metalworking fluid causes higher tool costs while a metalworking fluid optimally selected for the corresponding metalworking process minimises tool costs. In most metalworking companies, machining and grinding must be continuously optimised for most varied reasons. For example, attempts are made to lower the manufacturing costs or to aim for higher productivity (i.e. a higher number of workpieces finished per unit of time). Customer feedbacks confirm that comparisons between different metalworking fluids are also part of the search for optimisation.

Use the leveraging effect

The materials used are very demanding with regard to their processing – which is an indicator that an optimal metalworking fluid may have a major effect. Cobalt chromium, stainless steels and titanium are metals that are difficult to machine; therefore it causes higher than average tool costs. In such cases, tool costs

are almost always several times higher than the costs of metalworking fluid. So, why not use the leveraging effect and become more productive? Implant and instrument manufacturers need the CE certification for their products or, in the US, FDA approval. Those approval processes include a great number of hurdles. At the end, the manufacturing process is precisely defined in writing for each product in order to guarantee consistent quality. Besides many other details, this processing specification very often also defines the metalworking fluid to be applied. Deviations in manufacturing are not permitted. The effort involved in modifying a processing specification is enormous. This is one of the main reasons for the great reluctance in replacing metalworking fluid in medical technology.

Selection: conducting tests

Problems in the previous production process, modified or

Page _Technology_Coolants & Lubricants-Blaser.indd 52 9/29/2014 11:20:33 PM

2014 9 金属加工 47www.industrysourcing.com

Kenturn: Well-established in Taiwan

Ranked as top five in the machine tool manufacturers of the world, Taiwan produces about 2,000 machine tools for the middle and high scale categories per month, which makes a huge contribution to the global industry. It is noteworthy that manufacturers in Taiwan strive to meet international standards in order to sell their products in the foreign market, as demand from the domestic market is not that high. According to research papers, Taiwan’s recent dependence to foreign trade is higher than Japan, Mainland China and South Korea. A difficult start was never an obstacle for Taiwan makers to attain international standards and make their industrial products competitive in the global platform all these years. At present, the region contributes a large scale to the world industry. It produces over 10,000 spindles per month to both domestic and world markets. All these spindle manufacturers come from small and medium size enterprises, with limited resources and capital, but with flexible organizational structures. Located in the west coast of Taiwan, Kenturn Nano produces 1,600 spindles per month. Customers are from Taiwan, Mainland China, India, Japan, Germany, USA, and Swiss.

Focused production lines Kenturn focuses on developing belt spindles and direct-drive spindles. Shorter delivery time and stable quality are favored by vertical machine center builders, thus 80% of Kenturn products are for OEMs with specific requests. Only 20% are Kenturn's own specifications. The company’ s products are used in machine centers, turning centers, and gr inders . The end users inc lude manufacturers f rom semiconductor, IC and peripheral parts, and automotive sectors. Aside from conventional spindle products, Kenturn also develops gear drive turning center spindles, which will be presented in Taiwan International Machine Tool Show 2014. The gear drive is structured with NN ultra-precision roller bearing, promising rigid cutting. This design provides

doubled output torque and is ideal for slant type lathe and flat bed type lathe. Maximum speed can reach up to 4,000 RPM, suitable for alloy wheel cutting. Kenturn develops A2-6, A2-8, and A2-11 types for different requirements.

Enhanced quality and fixed production line Manager Chu said that in order to manage all the production lines, Kenturn must cooperates closely with all outsourcing lines and extend in-house production line for having complete control of the productivity. The company established a new plant near the old one which covers an area of 50,000 square meters and will begin to operate in 2015. We expect that the new plant to bring us 100% upgraded capacity with a proposed 3,000 spindles per month," he shared.

Employee development After the US calls for manufacture back to the States, order requests from the States soars. This year, the company operates 24 hours to keep up with the high demand from the U.S. The manufacturing lead time is on January of next year, and manager Chu is even stricter in terms of in-house operators. Kenturn recruits people from different backgrounds regardless of their past work experience. It takes three years to train a qualified "Kenturnee" and it begins with frame reading and milling training. Supervisors screen possible operators and those who are suitable to design frames and on- s i t e s i tua t ions and r ecommend them fo r fu r the r deve lopment p rogram. In 2014 the re a re abou t 120 employees, with an average age of 35 years old. Besides internal training program, Kenturn also works with government founded research center in central Taiwan, the Precision Machinery Research Development Center (PMC), located in Taichung. And supports Taiwanese metalworking manufacturers by developing business and industrial solutions for better production. In Kenturn, PMC send lecturers to educate Kenturnees about mechanical knowledge and spindle features. The education is highly admired by manager Chu, "This is indeed a highly focused and plant-specific subject, so I appreciate PMC's contribution to us. Now even operators from the department of Liberal Arts are professionals like the others."

Future projects With the soaring order requests and increasing export percentages, Kenturn reorganizes its production lines and established new plants. With plans to further its global presence, the company prepares itself by upgrading its production lines and its operator’ s skills in order to develop smart manufacture.

Spindles KC1410 CNC Machining Center

Advt

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Implant and instrument manufacturers need the CE certification for their products or, in the US, FDA approval


new requirements on the metalworking fluid, or projects for new products can be the trigger in considering a new metalworking fluid. Manufacturers of medical products approach such cases in a similar manner. Often an intensive exchange with the existing or a new producer of metalworking fluids is conducted prior to the evaluation. In most cases, the aspects discussed vary considerably. Som e medical manufacturers do not want to use certain raw materials or elements and will communicate that accordingly. Moreover, some raw materials may either not be used or are critically assessed in certain countries. Following such a selection, almost all medical manufacturers conduct tests of metalworking fluids for the evaluation of cleanliness and biocompatibility. These tests are performed in order to estimate the risk regarding the effects of metalworking fluid on the final product. This selection must be made by the implant or instrument manufacturer himself since statements regarding the tests may only be made by analysis conducted by his accredited lab. Therefore, this verification cannot be delegated to the supplier of the metalworking fluid. A reputable supplier of metalworking fluids for medical technology can estimate in advance which products from his product range meet the respective requirements. Besides the new condition of a metalworking fluid, its used condition (i.e. during use) must be taken into account. Tramp oil entry, metal releases or aging of the metalworking fluid changes its characteristics. Based on these changes, it should be verified whether the tests originally conducted are still valid. It is also imperative to review the competence of metalworking fluid partner with regard to services. Particularly in water-miscible metalworking fluids, it is important that the long-term stability of metalworking fluid is given. What is the benefit the metalworking fluid contributes in production? Is it possible to significantly enhance the machining process with the new metalworking fluid? Regarding titanium and stainless steels in particular, internal machining tests at the in-house technology centre of Blaser Swisslube have shown that the tool life within identical machining processes

may differ by a factor of up to 4 solely based on an exchange of the metalworking fluid.

Protection against tool wear

Are you sure that you already use a metalworking fluid that provides your tools with maximum protection against tool wear? Even if the effort of preliminary tests prior to an exchange of the metalworking fluid is big, would the reduction of the overall tool costs by 25 - 50% not justify this effort? Furthermore, within the course of such an evaluation process, one may also investigate the question whether manufacturing processes could not be optimised. Besides cost reduction, this may also lead to the realisation of an increase in productivity. It can be observed that the medical industry is increasingly moving its manufacturing sites or establishing new supplier plants. Only an assured global availability of the metalworking fluid used will enable an identical relocation of certain processes. Besides the distribution network of a metalworking fluid manufacturer, the guarantee of being able to obtain the identical product at the new location is important.

Meeting the requirements

Raw materials that involve risks or should not be used include safe and effective cleaning processes; consistent quality; long-lasting products without or with very few modifications that are announced at a timely, predictable and verifiable manner. Stable and productive manufacturing processes with long tool lives minimises tool costs as low as possible. To meet all these requirements with the ideal metalworking fluid must be the goal of every supplier of metalworking fluids. It is the obligation of the supplier to do everything for comprehending the applicable requirements and to generate maximum benefit with the applied metalworking fluid and the services associated with it. ☐

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The article highlights Extrude Hone’s TEM (thermal energy method) solution that provides precision surface finishing for component of uncompromising quality. Proprietary technologies such as TEM solve increasingly complex finishing challenges faced by manufacturers around the world.

Solutions for precision surface finishing

Manufacturers and quality professionals in industries such as automotive, aerospace, energy, medical, and others requiring high-precision components know that removing particle left at intersected holes and ensuring no micro contamination is a quality challenge that cannot be overlooked. Customised complex valves, gears, pinions and thousands of components can be machined in seconds but can take minutes to get finish completely. As such, production bottlenecks, increased costs as well as longer time to market are among the results.

Uncompromising quality Proprietary technologies such as TEM (thermal energy

machining) are solving increasingly complex finishing challenges faced by manufacturers around the world. Delphi-TVS is a joint venture between Delphi Corp (Troy, Michigan USA) and TV Sundaram Iyengar & Sons (Kancheepuram, India). It is the largest automotive supplier in the world and the largest automotive systems manufacturer in India.

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“Being a global company, we have a great responsibility to maintain world-class quality standards in our products,” said TN Umasankar, Head - Manufacturing Engineering Department, Delphi-TVS. “We manufacture diesel fuel injection parts – high-volume components. The main issue is burr removal on cross-sectional holes from previous machining operations.”

Delphi-TVS faced many issues. High component volumes approaching one million a year had made hand-deburring unaffordable. On the other hand, high-precision nature of diesel fuel injectors had made TEM solution a necessity.

TEM solution

After much investigation, the company chose Kennametal Extrude Hone’s TEM (thermal energy method) solution. A pressurised mixture of a combustible gas and oxygen is injected at 5 to 10 atmospheres of pressure into a containment chamber sized both by the amount of material to be removed and the volume of parts in the chamber. An ignition system ignites the

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gas mixture, releasing heat energy from the oxidation of fuel in a 20 millisecond and high-speed energy wave. With their raised surface areas and thin cross-section features, even internal burrs and flashings burn away instantly. Because the gas mixture engulfs the entire workpiece, all internal and external surfaces are exposed to the rapid oxidation. Additionally, internal cross-drilled holes and intersecting edges that are difficult or impossible to reach are instantly processed.

“There have been hundreds of installations and continued refinement of our TEM equipment and process,” said Bruno Boutantin, Global Marketing Manager, Kennametal Extrude Hone. “One factor remains constant: TEM is a rapid, low-cost, high-production process that can process a million or more parts per year by a single machine.”

3600 solution

Speaking on TEM, Umasankar opined that the TEM process is particularly appropriate for high-volume applications where > MORE@CLICK EM01352 | www.efficientmanufacturing.in

conventional deburring departments struggle to keep pace. “lt instantaneously cleans up a large number of intersecting holes, threads and hard-to-reach areas in a flash, literally in 20 milliseconds. Its ability to fire multiple components at the same time increases its capacity and cost-effectiveness enormously. Any other process, including high-pressure water jet, will not provide this value.”

Combining vast experience gathered over more than five decades with worldwide application knowhow, Extrude Hone offers proven solutions to many companies working in most demanding environments. Technical Centers and Centers of Excellence ensure close customer association in all critical steps

— from early design phases by producing small batches of components for prototyping through supporting the ramping stage in our contract shops prior to final delivery of state-of-the-art equipment. ☐Courtesy: Kennametal Inc

Application Machining Kennametal Oct.indd 57 9/27/2014 4:02:46 PM

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EM | O c t 2014

JCB has recently invested £2 million in a machining cell at its factory in Staffordshire, UK, that brings together the best of the UK’s precision engineering innovation, including CNC machine tools from Asquith Butler and wireless machine probing from Renishaw. The latter has shortened ‘make-ready’ time dramatically and brought guaranteed precision and quality control to the chassis production process, all but eliminating the possibility of costly errors.

The more conspicuous of the two is the shiny new one, centre stage under the powerful beams provided by two halogen lamps suspended from the factory roof, 5 m overhead. With a flurry of activity belying its size, the machine changes tools and moves its spindle to within a few millimetres of a 1.5 m high, welded steel chassis assembly mounted on its table. It pauses briefly, then rough-bores a fist-sized hole.

“By the time they are ready for final machining, these front chassis assemblies weigh around 2000 kilos and represent a substantial amount of work and material,” said Chris Goodall, Senior Manufacturing Engineer, JCB. “Making a mistake during

Process control for 5-axis machiningA case study on how Renishaw has shortened‚ make-ready time dramatically and has brought guaranteed precision and quality control to the chassis production process by eliminating the possibility of costly errors to JCB

machining and having to scrap an assembly at this stage is simply not an option.”

Measuring critical reference points

Rare variations in welding and clamping can be picked up by Renishaw touch probe to guarantee the accuracy of finished machined surfaces. “The large wheeled loader front chassis is a massive, complex, three dimensional welded steel assembly,” added Goodall. “Although we very rarely have a problem, we can never guarantee the accuracy of the chassis when it arrives from the fabrication shop. Each one must be individually measured and the machine’s coordinate system must be updated so that any variation is taken into account before machining begins.”

Accuracy and repeatability

An overhead crane positions the heavy chassis on the

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machine table and a technician bolts it securely. Once in position, the Asquith Butler is programmed to select the touch probe and measures a series of critical reference points, transferring data via radio signal directly to the machine’s Heidenhain 430M control system. The machine controller simultaneously compares the data received to the pre-entered part specifications. If the measured part dimensions are outside the parameters, an alarm will sound, warning the machine operator that the part cannot be machined within specified tolerances.

If the datum points are within tolerance, the machine controller automatically inserts them into appropriate registers in the control so that they can be used by the NC program pre-loaded in memory. “It’s rather easy using the Renishaw RMP60. It measures the assembly in a matter of minutes and we can begin machining very soon after. Total cutting time takes between 1.25 and 2.5 hours, depending on the assembly,” Goodall asserted.

The touch probe’s compact radio-transmission design allows it to access and measure any point on the assembly that the machine head can reach, which is just as well; some of the measurement points are located in very tight spots.

“During the planning stage of the project, it occurred to us that the new machine would be located close to the welding area and that there was a real possibility of signal interference. So, we needed a system that could cope with the conditions. The Renishaw RMP60 is the first inspection probe to use frequency hopping spread spectrum (FHSS) data transmission,” > MORE@CLICK EM01353 | www.efficientmanufacturing.in

explained Paul Hinchliffe, Managing Director, Asquith Butler Ltd.

Wireless realiability

The RMP60 system consists of two separate devices: probe and the RMI, which is a combined interface and receiver unit. The probe is brought into contact with the part and transmits data via radio signal to the RMI mounted on the machine enclosure and hardwired into the controller. Unlike conventional radio transmission, the RMP60 touch probe system does not operate on a fixed channel. Instead, the receiver hops through a sequence of frequencies in the 2.4 GHz band. This unique solution enables even multiple probes to be used with confidence in heavy industrial environments, even those afflicted by debilitating levels of radio interference. The company’s innovation ensures that the vital feedback signal from the touch probe arrives intact and without interruption to the Heidenhain machine controller, and production can proceed unhindered.

“Before we invested in these two machining cells, I personally had no prior experience of cutting metal on this scale,” says Goodall. “I was assigned responsibility for putting the process in place and I think we chose well. The Renishaw RMP60 system has shortened make-ready time and thanks to its frequency-hopping transmission” concluded Goodall. ☐Courtesy: Renishaw

Renishaw RMP60 touch probe

measures the position of critical

reference points to update the

machine coordinate system


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E M | O c t 2014

JCB has recently invested £2 million in a machining cell at its factory in Staffordshire, UK, that brings together the best of the UK’s precision engineering innovation, including CNC machine tools from Asquith Butler and wireless machine probing from Renishaw. The latter has shortened ‘make-ready’ time dramatically and brought guaranteed precision and quality control to the chassis production process, all but eliminating the possibility of costly errors.

The more conspicuous of the two is the shiny new one, centre stage under the powerful beams provided by two halogen lamps suspended from the factory roof, 5 m overhead. With a flurry of activity belying its size, the machine changes tools and moves its spindle to within a few millimetres of a 1.5 m high, welded steel chassis assembly mounted on its table. It pauses briefly, then rough-bores a fist-sized hole.

“By the time they are ready for final machining, these front chassis assemblies weigh around 2000 kilos and represent a substantial amount of work and material,” said Chris Goodall, Senior Manufacturing Engineer, JCB. “Making a mistake during

Process control for 5-axis machiningA case study on how Renishaw has shortened‚ make-ready time dramatically and has brought guaranteed precision and quality control to the chassis production process by eliminating the possibility of costly errors to JCB

machining and having to scrap an assembly at this stage is simply not an option.”

Measuring critical reference points

Rare variations in welding and clamping can be picked up by Renishaw touch probe to guarantee the accuracy of finished machined surfaces. “The large wheeled loader front chassis is a massive, complex, three dimensional welded steel assembly,” added Goodall. “Although we very rarely have a problem, we can never guarantee the accuracy of the chassis when it arrives from the fabrication shop. Each one must be individually measured and the machine’s coordinate system must be updated so that any variation is taken into account before machining begins.”

Accuracy and repeatability

An overhead crane positions the heavy chassis on the


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EM | O c t 2014

machine table and a technician bolts it securely. Once in position, the Asquith Butler is programmed to select the touch probe and measures a series of critical reference points, transferring data via radio signal directly to the machine’s Heidenhain 430M control system. The machine controller simultaneously compares the data received to the pre-entered part specifications. If the measured part dimensions are outside the parameters, an alarm will sound, warning the machine operator that the part cannot be machined within specified tolerances.

If the datum points are within tolerance, the machine controller automatically inserts them into appropriate registers in the control so that they can be used by the NC program pre-loaded in memory. “It’s rather easy using the Renishaw RMP60. It measures the assembly in a matter of minutes and we can begin machining very soon after. Total cutting time takes between 1.25 and 2.5 hours, depending on the assembly,” Goodall asserted.

The touch probe’s compact radio-transmission design allows it to access and measure any point on the assembly that the machine head can reach, which is just as well; some of the measurement points are located in very tight spots.

“During the planning stage of the project, it occurred to us that the new machine would be located close to the welding area and that there was a real possibility of signal interference. So, we needed a system that could cope with the conditions. The Renishaw RMP60 is the first inspection probe to use frequency hopping spread spectrum (FHSS) data transmission,” > MORE@CLICK EM01353 | www.efficientmanufacturing.in

explained Paul Hinchliffe, Managing Director, Asquith Butler Ltd.

Wireless realiability

The RMP60 system consists of two separate devices: probe and the RMI, which is a combined interface and receiver unit. The probe is brought into contact with the part and transmits data via radio signal to the RMI mounted on the machine enclosure and hardwired into the controller. Unlike conventional radio transmission, the RMP60 touch probe system does not operate on a fixed channel. Instead, the receiver hops through a sequence of frequencies in the 2.4 GHz band. This unique solution enables even multiple probes to be used with confidence in heavy industrial environments, even those afflicted by debilitating levels of radio interference. The company’s innovation ensures that the vital feedback signal from the touch probe arrives intact and without interruption to the Heidenhain machine controller, and production can proceed unhindered.

“Before we invested in these two machining cells, I personally had no prior experience of cutting metal on this scale,” says Goodall. “I was assigned responsibility for putting the process in place and I think we chose well. The Renishaw RMP60 system has shortened make-ready time and thanks to its frequency-hopping transmission” concluded Goodall. ☐Courtesy: Renishaw

Renishaw RMP60 touch probe

measures the position of critical

reference points to update the

machine coordinate system


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COND IT IO N MO N ITO R IN G & MA INTENA NC E | T E CH N OL OG Y

EM | O c t 2014

Calculation and analysis of KPI (Key Performance Indicators) to boost machine and plant productivity is the most widely sought tool of late by many manufacturers. In many cases, manufacturers don’t see any further possibilities of improving production processes. Also, due to constant efforts towards improving productivity, most of the manufacturers are engaging into ‘continuous improvement processes’ wherein many machines and plants have already reached their limits of performances. But the consistent evaluation of KPI (KPIs) often reveals a different story, casting light on additional potential beyond what were believed to be limits of performance.

The importance of KPIs

Rational production is essential for an economically

Milind KulkarniHead, Business DevelopmentFactory Automation, Siemens [email protected]

Enhancing plant performance levelsRational production is essential for an economically operating business. In this respect, there is a whole range of KPIs that document how efficiently machines and plants are operating. This article deals with the integration of KPIs into the visualisation system, that enables generating messages on violation of a defined limit, level of quality, performance, or availability.

operating business. In this respect, there is a whole range of KPIs that document how efficiently machines and plants are operating. They provide information about where further optimisation measures may yet be advisable. If they are consistently implemented, the productivity of a plant can be raised further.

Normally, the procedure starts by determining the overall equipment effectiveness (OEE). This is defined as the product of the KPIs such as availability, performance, and quality with a value range between 0 and 1 or between 0% and 100%. In order to approach the maximum, each of these KPIs must be checked. If any reasons for deviations are determined, measures can be worked out for a targeted improvement of the OEE. In this way, gradual improvements can be made to the productivity.

A decisive factor for quick success is ‘automated recording’


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Milind KulkarniHead, Business DevelopmentFactory Automation, Siemens [email protected]

The KPIs are assigned to the units of equipment and linked to the existing

process data in the SCADA to further start the computation

of operational data. There are tools available to support such requirements like WinCC/Performance Monitor from Siemens. This tool can be deployed optionally in addition to the SCADA system like Siemens WinCC. It enables KPIs to be determined and analysed quickly and easily.

This tool accesses the process data already present in the visualisation system for the calculations to be implemented for various KPIs and OEE. According to the principle of ‘never change a running system’, the required KPIs are configured during operation in the visualisation system. Time-consuming and expensive adaptations at the control level are not necessary. The calculation formulas that are used for the KPIs can also be defined during ongoing operation to facilitate uninterrupted deployment of performance monitoring tool.

All plant components to be monitored (e.g. machine modules, plant sections, production lines) are defined as logical units of equipment. The KPIs are assigned to the units of equipment and linked to the existing process data in the SCADA to further start the computation!

Once deployed, the comparison of the defined KPIs or similar units of equipment in a plant is possible. If this logical plant model is extended to several factories, findings about the equipment efficiency of entire companies are also possible.

Further, it is possible to assign a plant-specific context to each KPI. This may be, for example, identification of a batch or an assignment to a supplier. Deviating production or quality results allow conclusions to be drawn regarding these production relationships. This complete transparency of the production processes is absolutely essential for raising the productivity.

Within the scope of the analysis functionality, such performance monitoring tools can be used on a targeted basis for determining weak spots or recording the details of

unwanted process behavior. In this way, the potential for optimisation, even of complex production processes, can be raised with software support.

Leveraging standards to reach targets faster

In industries, quite frequently, wherein serial machines are used in manufacturing process, capturing standardised machine status information is a very important requirement. For this purpose, a data word with defined states is specified for each machine. Standardised ranges of values simplify not only the engineering, but also the subsequent performance analysis. The advantage for machines of the same type is clear: the time required for commissioning can be significantly reduced and the subsequent comparison as part of the performance analysis is simplified.

A good performance monitor tool also supports standardisation. In contrast to the previously described procedure, the link to the process consists solely of a single structured SCADA process value. So machines with an identical structure can thus be configured for the KPIs recording with minimum effort in a very short time. KPIs are used differently according to the target group within the company, such as plant operators, maintenance personnel, or management. For this reason, it is crucial that all information is available on a target, group-oriented basis directly on site at the plant and additionally at any location via the corporate intranet or the web.

With such performance monitoring tools, the detailed calculation and evaluation of KPIs is implemented optionally within the scope of the SCADA visualisation. Clear indications show the progression of machine states over any periods of time (e.g. day, month, shift) and support the comparison of KPI with the analysis of their causes. Machine operators are


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The initial values of the KPI calculation can be displayed simply by double-clicking on the KPI

notified by means of KPIs directly in the process screen. By integrating KPIs into the visualisation system, messages can be generated on violation of a defined limit, or level of quality, performance, or availability.

Apart from the on-site display of this information, flexible access is crucial, in particular for quality assurance and management. This section of people are responsible for production analysis and subsequent optimisation measures. The performance evaluations are then frequently required in offices at some distance from the production halls. As such, the performance functions must be available remotely. The company management is additionally kept up-to-date with web-based production reports and email messages. Therefore, such performance monitor tools support the processes throughout the company.

Flexible evaluation

The detailed calculation and evaluation of KPIs take place in three different ways —

The table control lists chronologically all data and context information used for performance analyses. If necessary, these values can be corrected later.

The Gantt chart represents the sequence of time-based states (e.g. of a machine startup, tooling, maintenance, operation, fault) of the equipment units as bars along a time axis. This also enables several equipment units to be displayed in parallel, which simplifies the direct comparison of operating states.

The actual analysis takes place in the Performance Control. In the bar chart presentation, information can be grouped according to performance units (equipment units, context, or KPI). Individual filters, the option of storing comments, and the flexibility of the presentation all support efficient working. For direct comparison, different time windows

(e.g. day, shift) can be arranged side-by-side or overlapped.

The analysis of KPI is completed by drill-down functionality. The initial values of the KPI calculation can be displayed simply by double-clicking on the KPI. This information enables conclusions to be drawn about weak points in the plant. As part of the continuous improvement processes, optimisation measures must be derived from this information, whose success is then evaluated in future performance analysis. This ongoing optimisation process results in a gradual approach toward the maximum overall equipment effectiveness.

Systematically raising the limits of performance

The functionality provided with programs such as WinCC /PerformanceMonitor is proving to be an innovative and future-oriented instrument for optimising production in progress. It is a crucial advantage that hardly any interventions into the existing processes or programs are necessary. Information, already used in plant visualisation is consulted to calculate additional KPI. The extracted information is available directly in the SCADA. It is even possible to transmit the individual web-based performance reports via the intranet and internet by using web navigating tools. With such solutions, the machine operator or the line manager in his or her office always has an eye on the current KPIs. Depending on the KPIs and their causes, the quality coordinator derives possible steps for optimisation, while the management is informed about important KPIs at all times by means of email reports or web access.

Ultimately, a figure can be put on the additional potential for optimisation, establishing the foundation for additional productivity improvements. In this way, the existing performance limits of a functioning production system can be systematically raised. ☐



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MANUFACT UR IN G I T | T ECH N OL OG Y

EM | O c t 2014

Scheduling activities in a manufacturing organisation is a fascinating and extremely challenging task. In any job shop, there are three main entities viz, jobs to be completed and delivered as per pre-defined delivery dates and the production constraints, the available machines and skilled labour to operate the machines. Each job requires different operations to be carried out on various machines in a pre-defined sequence (routing) before it is converted to a saleable product. The production supervisor has a very critical problem at hand, for example, he has to schedule the operation and worker on each machine for each job so that the utilisation of each of the resources is optimum and the target delivery dates are met for the jobs. Arriving at an optimum schedule is humanly impossible as it is a very complex computation and as the number of jobs increases, the complexity grows exponentially.

Most companies use ERP and project management software for internal planning but very few use a software to schedule

Atul GuptaConsultant, Speaker & [email protected]

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MACHINE SCHEDULING �e article briefs on machine sheduling activities to optimise utilisation of resources, which in turn helps the companies to accelerate pro�tablility

their shopfloor activities in a scientific manner. Almost all company personnel whom we have met use Excel for scheduling, which is used mainly as a tool in which the schedule is created manually. In every organisation, every month, one or two persons spend a week or more for scheduling, which is wasteful and produce a schedule which might lead to under-utilisation of the available machines and skilled labour.

The problem statement

The classic scheduling problem schedules ‘n’ jobs on ‘m’ machines for ‘o’ operations, using a routing sheet for each job. The routing sheet provides the sequence in which the operations have to be carried out and gives the machine time ‘t’ required on the machine for each operation. It is assumed that each machine can carry out only a single operation at a given time but it might have the capability of executing more than

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one type of operation. In addition to the above, the modern scheduling problem also schedules ‘w’ skilled workers for the ‘o’ operations so that the scheduled task does not remain incomplete due to the non-availability of the worker. The timing data for two sample jobs can be presented in the matrix form in Figure 1. Notice that two different operations o4 and o5 are carried out on the machine M4 for job J1.

Additional inputs

A number of additional inputs have to be supplied to get a realistic solution. These include jobwise release and completion dates, jobwise priority (methods to fix priority are given below), machine set-up time for each operation, working/shift timings of the machines and the individual workers, resources groups (e.g. CNC machines as a group) and number of resources within a group, holiday calendar for the shop-floor, individual holiday calendars for workers, maintenance schedules for the machines during which they are not available, etc. Sometimes, even the efficiency of each worker can be a part of the input.

The jobwise priority is fixed using any of the standard rules viz first-come, first-served (FCFS), last-come, first-served (LCFS), earliest due date (EDD), shortest processing time (SPT), longest processing time (LPT), critical ratio (CR) i.e. (time until due date)/(processing time), slack for remaining operations (S/RO) i.e. slack /(number of remaining operations or simply as per customer due date(CDD).

The solution space

Once the input is fed into the scheduling software, the output can be obtained in the format as shown in Figure 2 (this sample shows the schedule for the first two operations of each

job). The schedule gives a minute-to-minute loading program for each machine and worker. It also throws up the bottlenecks which have to be addressed by the management in order to optimise the utilisation. In the above example, it is seen that J2 is waiting from 11.30 am to 12.31 pm for M2 which is held up by J1 till 12.30 pm. Maybe, two units of M2 are required for faster turnover.

Current scheduling software can produce the schedules for hundreds of jobs in a few seconds which can then be shared with the people down the line responsible for the different machine operations. This enables these operational people to plan proactively and keep all the required inputs like tools, spares and other items ready for the incoming job, thereby saving valuable time.

Along with a detailed schedule, some of the additional reports which are generated by scheduling software are Gantt Charts, resource utilisation charts and reports, list of resources creating a bottleneck, etc. The mathematical methods used to arrive at a schedule are Branch and Bound, priority dispatch rule-based, bottleneck-based heuristics, artificial intelligence, neural networks, local search methods, etc.

Dynamic factors

Once the schedule is produced, it has to be put into action. Machines have to be loaded with the jobs and the respective workers have to be assigned. There are innumerable factors which can affect the schedule dynamically. A scheduled operation might get delayed. A machine might break down while carrying out an operation. A worker who is required on a particular machine may not turn up for work. The necessary tools may not be in stock. The delivery priorities may change dynamically to satisfy some important customer and the order

Job Sequence Machine Operation Worker Time

J1 1 M1 o1 w1 t11

J1 2 M2 o2 w2 t12

J1 3 M4 o4 w4 t14

J1 4 M3 o3 w3 t13

J1 5 M4 o5 w2 t15

J2 1 M1 o1 w1 t21

J2 2 M2 o2 w2 t22

J2 3 M3 o3 w3 t23

J2 4 M4 o4 w4 t24

Figure 1: Two different operations o4 and o5

are carried out on the machine M4 for job J1


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Job Sequence Machine Operation Worker Start Time End Time

J1 1 M1 o1 w1 Aug 1 2014 08:01 AM Aug 1 2014 09:15 AM

J1 2 M2 o2 w2 Aug 1 2014 09:16 AM Aug 1 2014 12:30 PM

J1 3 M4 o4 w3 - -

J1 4 M5 o5 w4 - -

J1 5 M4 o5 w2

J2 1 M1 o1 w1 Aug 1 2014 09:16 AM Aug 1 2014 11:30 AM

J2 2 M2 o2 w2 Aug 1 2014 12:31 PM Aug 1 2014 1:15 PM

J2 3 M3 o3 w3 - -

J2 4 M4 o4 w4 - -

in which the jobs were to be taken up may have to be reshuffled. In each of these cases, based on the actual inputs, the software should be able to generate a new schedule for the balance work quickly so that time is not wasted in manually re-scheduling the jobs.

Analysis of the output

The schedule that is generated might achieve earliest completion for the jobs and/or minimise the WIP. The final schedule gives a measure of the total makespan, i.e. the total time taken for completion by all the jobs; the lateness of each job which includes how many are ahead of, on or beyond the due date and the tardiness of each job, i.e. time taken beyond due date for completion. The user can modify the input constraints, generate a set of schedules and then choose the most optimum schedule.

Parameters to judge the quality of the software

The software should provide for easy entry of data for jobs, routings, machines and workers and there should be options to copy the data for similar jobs from existing jobs. The software solution should have an option in which the status of partially completed jobs can be entered along with that of new jobs for scheduling. The software should provide interfaces for data input or output to Excel and/or CSV files. It could be a stand-alone package or with enterprise-wide functionality. The software should provide for quick rescheduling based on the actual results on job completion. It should allow for outsourced items in the routing sheet. Some software solutions allow you to carry out a ‘what-if ’ analysis, wherein the impact on the schedule can be studied by temporarily changing the number of the resources or by changing the details in the routing or by assuming that some of the internal operations are outsourced.

This provides decision-making abilities within the scheduling tool.

Different software packages available

Schedlyzer, Preactor, Plan Wizard, Prestige Scheduler, Taylor Scheduler, The Planner, etc are some of the software packages used for jobshop scheduling. We have worked on Schedlyzer which is a very powerful software with excellent features and is very reasonably priced compared to some of the other solutions.

Conclusion

Many people confuse scheduling with project planning wherein a project is broken down into its activities which could be spread over days or weeks or even months. In some cases, all the activities may not even be known in detail when the project commences. An expected duration and expected start and end date is assigned to each of the known activities. The actual duration of an activity can be altered at the time of execution by adding or removing resources. High importance is attached to locating the critical path in the project. It is possible to plan a project manually or by using spreadsheet software or sophisticated software like MS Project.

On the other hand, machine scheduling is used when the routing for the items is known perfectly and a loading schedule for the machines is required at a high level of granularity. It can help the companies to utilise their scare resources optimally and improve the profitability. Many companies use MS Excel but the scheduling results will be always sub-optimal and scare resources of the organisation would always be under- utilised. It is highly recommended that a powerful software tool is used for scheduling. ☐


Figure 2: It shows the schedule for the first two operations of each job


67EM | O c t 2014

I NDUSTR IAL MA INTENANCE | SPEC I AL FEATURE

Cost of production is one of the important factors for the competitiveness of any company. It becomes imperative to reduce the cost on all fronts including maintenance. As a standard practice, there has been a steep rise in maintenance costs, on an average of 8-10% year-on-year. This signifies that the effective maintenance and the cost of maintenance are increasing due to raise in spares and other parameters. Over the past 15 years in India, Total Productive Maintenance (TPM) has been found to be an effective philosophy for curtailing the rising cost of maintenance. Companies practising TPM have seen reduction of maintenance cost by more than 25-30% despite rise in cost of spares and others. With the unique approach of TPM, breakdowns – which contribute to a major portion of the maintenance costs – become almost zero over a 4-5 year period of steady application of TPM practices in a strategic manner. Maintenance persons

Ashok Sharma Chairman, TPM Club India, CII Chief Executive, AFS Strategy, Agri & Allied Businesses Member of the Group Executive BoardMahindra & Mahindra [email protected]

TPM for competitive excellenceTPM (Total Productive Maintenance) is a management oriented activity based on zero-loss concept viz, zero breakdowns, zero accidents, zero defect etc, primarily to achieve high reliability/�exibility of equipment and reduce costs through minimising wastage of man hours, raw material, power, tools, etc. �is feature highlights the importance of TPM concept in competitiveness building and its implementation in the Indian manufacturing industry to make it a higher pro�table constitution.

become more knowledgeable and they find time to use advanced maintenance tools like Time Based Maintenance (TBM), Condition Based Maintenance (CBM), Reliability Centered Maintenance (RCM), etc — techniques for increase in Mean-Time-Between-Maintenance (MTBF) and reduction of Mean-Time-Taken-To-Repair (MTTR). With the combined activity of planned maintenance & autonomous maintenance, TPM can release at least 10% of plant capacity for more production. Higher percentages have been seen in many companies.

High productivity at reduced cost

The requirement of high productivity at low cost has become the need of the day. At present, TPM is the only tool which provides methodology and direction for high

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Cost of production is one of the important factors for the competitiveness of any company. It becomes imperative to reduce the cost on all fronts including maintenance. As a standard practice, there has been a steep rise in maintenance costs, on an average of 8-10% year-on-year. This signifies that the effective maintenance and the cost of maintenance are increasing due to raise in spares and other parameters. Over the past 15 years in India, Total Productive Maintenance (TPM) has been found to be an effective philosophy for curtailing the rising cost of maintenance. Companies practising TPM have seen reduction of maintenance cost by more than 25-30% despite rise in cost of spares and others. With the unique approach of TPM, breakdowns – which contribute to a major portion of the maintenance costs – become almost zero over a 4-5 year period of steady application of TPM practices in a strategic manner. Maintenance persons

Ashok Sharma Chairman, TPM Club India, CII Chief Executive, AFS Strategy, Agri & Allied Businesses Member of the Group Executive BoardMahindra & Mahindra [email protected]

TPM for competitive excellenceTPM (Total Productive Maintenance) is a management oriented activity based on zero-loss concept viz, zero breakdowns, zero accidents, zero defect etc, primarily to achieve high reliability/flexibility of equipment and reduce costs through minimising wastage of man hours, raw material, power, tools, etc. This feature highlights the importance of TPM concept in competitiveness building and its implementation in the Indian manufacturing industry to make it a higher profitable constitution.

become more knowledgeable and they find time to use advanced maintenance tools like Time Based Maintenance (TBM), Condition Based Maintenance (CBM), Reliability Centered Maintenance (RCM), etc — techniques for increase in Mean-Time-Between-Maintenance (MTBF) and reduction of Mean-Time-Taken-To-Repair (MTTR). With the combined activity of planned maintenance & autonomous maintenance, TPM can release at least 10% of plant capacity for more production. Higher percentages have been seen in many companies.

High productivity at reduced cost

The requirement of high productivity at low cost has become the need of the day. At present, TPM is the only tool which provides methodology and direction for high

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SPEC IAL F E AT URE | i ndu st r i al m a i n t E n an cE

productivity at reduced cost, sustaining the situation and improving upon the success. The results are there to see across small, medium and large companies cutting across all types of industries. Among the biggies, TVS group, Birla group, Tata group, Mahindra group, Pepsi, Godrej group, Bajaj Auto, Hero group, RPG, Coke, TAFE, IOCL are some of the few corporates that have utilised the power of TPM for transforming their manufacturing systems using the methodology of TPM. TTK group, Varroc group, Endurance group, Minda, Sona group, QH Talbros have also been successful in TPM implementation. Presently, there are around 167 companies in India who have successfully challenged the coveted JIPM-TPM Excellence Awards and are comparable to any other company across the globe including Japan at that level. Some of these companies have also received higher levels of awards, thus, contributing around 238 TPM awards in India.

Benefits

The results of TPM implementation can be seen in the form of 6 parameters. These include production increasing by 50%; improvement in quality reflected through defects and rework becoming zero or near zero; cost of manufacturing reducing by 5-10%; maintenance cost reducing by about 30%; increase in delivery to customers; high safety parameters inside the company and increased morale of the employees which can be seen by the spurt in the increased number of Kaizens implemented, have been the tangible benefits to the TPM practising companies. The non-tangible benefits include a neat and pleasant factory. Factory floor covered with oil, chips and other undesirables are clean with the steady application of TPM. This enables the visitors and customers to visit at any time they would like to.

Tools and techniques required for an effective TPM implementation

TPM has been structured in a unique way. There are 8 pillars in TPM which covers all the departments in the company.

Each pillar has a strategic focus on certain activities. • Autonomous Maintenance pillar focuses on developing

the relationship between the operator and the machine. The 7-step approach takes the person from the level of an operator to a knowledgeable person who can manage his level of operations. The TPM Circle approach builds an excellent rapport between the man and the machine and more than that the cooperation and coordination between the members of the circle would be of highest order for the development of the company.

• 16 losses in manufacturing conceptualised under Focussed Improvement pillar supports in releasing the plant capacity from predefined losses where we have seen Overall Equipment Efficiency (OEE) improve from 40% to over 85%. This effectively means double the production from the same machine. Not much investment required!

• Planned Maintenance activities focuses on how the machine availability can be increased by achieving ZERO breakdowns, increasing MTBF, reducing MTTR and reducing the cost of maintenance.

• Quality Maintenance pillar provides the methods for achieving and sustaining the status of ZERO defects, ZERO customer complaints and reducing the cost of quality.

• Development Management Pillar advises on how development of lean and mean machines and products of high quality with reduced lead times.

• Education and Training Pillar focuses on training and development of personnel for achieving high levels of productivity, safety and least cost of manufacturing.

• Safety, Health and Environment Pillar activities lead to better operating environment.

• Office TPM Pillar increases its efficiencies to support the manufacturing by reducing the losses in their system.

Human resources and their contribution in the process of TPM

Human resource is the most important stakeholder in the

There are 8 pillars in TPM which covers all

the departments in the company

Electric AutomationSystems and ComponentsInternational Exhibition and ConferenceNuremberg, Germany, 25 – 27 November 2014

More information at+49 711 61946-828 or [email protected]

Answers for automationEurope's leading exhibition for electric automation offers you:• the comprehensive market overview• 1,600 exhibitors including all key players• products and solutions• innovations and trends

Your free entry ticket

www.mesago.com/sps/tickets

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development of TPM in any company. The necessity felt by the top management for TPM as a tool for improvement, together with the time they allocate for measuring the implementation and results achieved form one of the main reasons for the successful implementation of TPM in any company. The role of middle management is very crucial in the physical implementation of the activities required under TPM inside the company. Their contribution is of vital importance. They learn the subject through manager model machine or manager model area activities and then spread/train the operators and other employees to spreading it to the other areas. They need to monitor on day-to-day basis, the implementation of activities, course correct to change direction if required for achieving success.

The critical part in the link is the operators who form the largest number in any company. Their motivation, involvement and cooperation form the real key to the success. Middle management should motivate, guide and support them. Some of the ideas generated by the operators were found to be world class and highly innovative with some of them being low cost solutions for increased productivity and high quality. The

sustenance of the activities implemented is done by the operators and hence they are a critical link in the whole chain.

Promoting TPM concept in the Indian industry

In 1998, CII and JIPM signed an MoU for the development of TPM in India. Since then, many programmes were organised jointly as well as independently by CII, with the knowledge gained through this association. More than 12,000 people participated in the programmes organised on different aspects of TPM and gained knowledge. CII was also one of the Assessment agencies for JIPM for the TPM Awards assessments. The cooperation continues for the development of TPM in the country. CII-TPM Club India has been focussing on the spread of TPM through many ways. On a larger level, the conferences and competitions that are conducted attract huge number of participants every year. On a company level, counselling and training services are provided which are aimed at competitiveness building of companies though hands on experience. ☐

For more details, visit: www.tpmclubindia.org

Electric AutomationSystems and ComponentsInternational Exhibition and ConferenceNuremberg, Germany, 25 – 27 November 2014

More information at+49 711 61946-828 or [email protected]

Answers for automationEurope's leading exhibition for electric automation offers you:• the comprehensive market overview• 1,600 exhibitors including all key players• products and solutions• innovations and trends

Your free entry ticket

www.mesago.com/sps/tickets

SPS_MESSE_ANZ_2014_E_205x130 09.07.14 13:21 Seite 1


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To champion the cause of productivity in the metalworking industry, Indian Machine Tool Manufacturers’ Association (IMTMA) had organised the National Productivity Summit (8th in the series) on August 20-21, 2014, at Chennai. The event offered a unique opportunity to understand and learn from the experiences and best practices of other companies. It brought together productivity gurus, champions and aspiring leaders on a common platform to share experiences, ideas which offered an unmatched forum for networking with decision makers, experts, peers, researchers, academia, customers and suppliers of productivity equipment.

The event this year showcased best productivity practices in metalworking through live case study presentations, plant visits and keynote sessions. The summit offered an excellent forum to meet leading practitioners from the field, exchange concepts & new ideas and gain insights on practical implementation of productivity improvement projects.

Spearheading productivity in metalworkingThe National Productivity Summit 2014 and IMTMA-Siemens Productivity Championship Awards 2014, held recently in Chennai, showcased best productivity improvement projects in metalworking industries which had excelled in achieving superior performance through sustained productivity improvements.

The summit highlights

Coming back to Chennai after 8 years, the National Productivity Summit had a huge turnout of several manufacturing professionals from the industry. The summit showcased best productivity improvement projects through several interesting productivity case studies from metalworking industries to choose the winners of the IMTMA-Siemens Productivity Championship Awards 2014. Well-known industry experts delivering ‘inspiring keynote addresses’ on various facets of productivity and ‘insightful plant visits’ to witness productivity improvements on the shop floor of renowned companies were the key highlights of the event.

Addressing the gathering, L Krishnan, President, IMTMA, and Managing Director, TaeguTec India, said, “Going forward, productivity will continue to dominate the attention of all manufacturing strategies. Changing customer expectations

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IMTMA officials along with the award winners

coupled with continuous thrust on cost reduction has been throwing up new challenges in manufacturing. The answer lies in adopting highly productive manufacturing solutions through superior machining processes, alternative processes, automation, efficient machines and smart manpower. National Productivity Summit is a platform for the companies to experience and cross-learn some of the best productivity practices which can be implemented in their own companies”.

Inauguration and the two-day proceedings witnessed the presence of some of the renowned industry names like T K Balaji, Managing Director, Lucas-TVS and Delphi-TVS Diesel Systems; Anjanikumar Choudhari, Principal Adviser, Mahindra Group of Companies; Prakash Iyer, Speaker & Author of the book ‘The Habit of Winning’; Dr Ravichandran, Executive Director, Lucas TVS and S Kumaradevan, Vice President, Operations, TAFE, among other dignitaries from industry. Dr Ravichandran gave the keynote address on the topic –

“Nurturing Next-Gen Engineers for sustainable manufacturing excellence”. Choudhari presented his paper on “Using TQM as a Strategic Business Management Tool - the Mahindra experience”. Iyer spoke on his favourite topic - “Unleashing the leader within!”, with relevant examples from the industry. Kumaradevan’s address was on “Role of Automation in Operational Excellence”, with a case study from his company – TAFE.

Productivity improvement projects from companies like Ashok Leyland, Bajaj Auto, Bosch, Delphi TVS Diesel Systems,

Hero MotoCorp, Lucas TVS, Mahindra & Mahindra, Maruti Suzuki, Reliable Autotech, Tata Motors and Wheels India were presented at the mega-event. These case study presenters who have excelled in achieving superior performance through sustained productivity improvements, were evaluated by the eminent jury and were crowned as ‘Productivity Champions’ at the ‘IMTMA - Siemens Productivity Championship Awards presentation ceremony which gave away cash awards worth ` 10 lakhs to the winners.

Plant visits

The plant visits scheduled a day prior to this summit provided an excellent opportunity to witness productivity improvements on the shop floor - Wabco India, Lucas TVS, Ford India & Rane TRW Steering Systems. Demonstrations during the plant visits focussed on productivity improvements through low cost automation, TPM practices on shop floor, lead time reduction, flow manufacturing, energy savings, cost reduction techniques, productivity gains through quality improvements, etc.

IMTMA-Siemens Productivity Championship Awards

IMTMA firmly believes that it is necessary to recognise those who have contributed to productivity improvement in

Spearheading productivity in metalworking


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Indian industries and encourage more to emulate these pioneers. With this objective, IMTMA has instituted the Productivity Championship Awards, with Siemens as the award sponsor, to be given to outstanding contributors to productivity improvement in the Indian metalworking industry.

The awards competition

A competitive process is used to bring the highest objectivity in identifying and rewarding the productivity champions. Entries in the form of abstracts were called from professionals describing the productivity improvement projects implemented by them, the merits of these projects and the benefits realised. A panel of experts then screened these abstracts for suitability to enter the next stage of the competition. Selected entrants were then asked to submit a detailed case study of their project. These were examined critically for their intrinsic merits by the screening panel. Ten shortlisted case studies were presented live at the Summit. Based on the presentation and the interactions with the jury and the delegates, the awards were decided. Award winners were then announced and crowned as

“Productivity Champions” at the end of the Summit. ☐

THE WINNERS THIS YEAR WERE AS BELOW:

First prize: Delphi TVS Diesel Systems - Productivity improvement in BDN nozzle manufacturing line to meet the sudden increase in customer demand.

Two Second Prizes: Bosch - Value stream approach for enhanced produc-tivity and profitability in "inline value injection pumps" and Maruti Suzuki India - Energy savings in KB machine shop.

Three Third Prizes: Mahindra & Mahindra (Automotive Sector) - Reduction of tool cost per piece in volume production; Reliable Autotech - Capaci-ty enhancement of engine plate by 76% through manufacturing system redesign; and Tata Motors - Weld shop productivity improvement through elimination of process, parts quality & equipment down time.

Certificate of Merit: Ashok Leyland, Bajaj Auto, Hero MotoCorp, Lucas TVS, Wheels India

Vox Populi Award: Delphi TVS Diesel Systems



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“Looking at total cost of ownership”S Ravishankar, Dy Managing Director, Yamazaki Mazak India, in this interview, discusses on the

appropriate adoption of technology that will help the machine tool sector deploy technology to derive business goals

What is your take on technology overtaking the manual process? All developments both from the past and in future are focussed on advancement of technology to remove the mundane and repeated tedious tasks done manually. Starting from household cooking process to transportation to modern manufacturing, there is vast development. Advancements in electronics and computers have further enhanced the technology and taken it to newer heights. Use of technology has resulted in higher precision, more stable and predictable processes and hence been adapted globally.

How well has India adopted technology?Over the last two decades, India has established itself as a major player in IT. However, when comes to development and deployment of technology, we still have a long way to go. The private sector businesses which include multi-national companies are leading the path of technology adoption. Educational institutions and research organisations should take the lead in a larger scale in adoption and technology development.

In your opinion, what should be the right approach?Adoption of technology requires large investments, either for buying the technology or developing it. Even if companies are willing to pay, sometimes they may not get the right seller or technology. Also, one should be aware if the technology is latest or not. Under such circumstances, the companies have to go through lengthy expansive process of local development. Even in developed countries, such developments are funded by a group of industries and benefit is shared by all. This requires market maturity, development of universities and technical organisations to be capable to undertake technology development.

How should training and awareness programs be formulated?

There should be awareness about the right technology and the purpose it will serve. Awareness can only be developed by witnessing the technology exhibitions, attending seminars etc. Today, with the internet, it is much easier to spread awareness. The purpose is defined by business goals and market opportunities. Once the technology requirement is identified, it is followed by identifying the source. It could be either a purchased technology or developed one.

Training depends on the source of technology and means of its adoptions. However, it is essential to note there has to be adequate training to effectively deploy technology to derive business goals.

What is Mazak showcasing at the E-manufacturing Technology?Mazak will showcase its 5-axis vertical maching centre variaxis- J 500. With multitasking machines for die mould application process, time can be drastically reduced as compared to regular 3 axis vertical machining centres because all 5 faces can be machined in one single setup, hence reducing setup time. Also, because of the 2 rotary axes, the tool can

approach the tilted surface more easily thereby shortening tool overhanging. This results in improved tool rigidity, resulting in use of higher cutting parameters. This will shorten the time taken for part manufacturing and improve the surface finish.

What message would you like to share with the Indian machine tool professionals?One should consider and utilise the latest available technologies to make the components more consistent and reliable. Though investments in latest technology are expansive but will pay off in the long run. Therefore, it is not just cost of machine or tool but to look at the total cost of ownership for the entire life of the machine. ☐


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“Ensure that the employees are well-trained’’In this interaction, Vikash Singh, Business Development Manager, Esprit CAM So�ware, discusses

the challenges faced in technology adoption & understanding of the latest developments

What is your take on “Let technology overtake manual process”? This idea is the current need of Indian manufacturing industry. Recently, our Prime Minister Narendra Modi had stressed upon the idea to improve the manufacturing status of India on the world map. This is the most important step that has to be taken to improve the manufacturing standards of the Indian companies. This is an era in the manufacturing history where the production team believes in automating each and every process - from tightening a screw to programming a part on the machine.

What are your views on India’s initiatives for technology adoption? India is riding the growth curve as we are taking a big leap from basic manual manufacturing methods to better technology which not only saves time and money but also helps to maintain the global standards. We can see small companies coming up with excellent manufacturing ideas and investing in high-end machines, improvised and customised tools and moving into CAD/CAM/CAE softwares for executing their projects in an efficient manner. Having said this, there are certain areas where we are still behind, like technology adoption & understanding, R&D and confidence to look beyond old and conventional methods.

What are the challenges faced in the India manufacturing industry and how do you suggest overcoming it?The biggest challenge for the India manufacturing industry in India is the transition and change of the thought process. Indian companies have to understand the need of automation before looking for the immediate & short time solutions. Companies will have to adopt latest technologies, move out manual programming and see that the employees are well trained.

How should be the training and technology programs for the engineers?

The technology that we are talking about is not that complicated to understand. But yes, understanding and implementing is completely different. According to our experience an engineer working in a manufacturing company on Esprit CAM software must have some basic knowledge of CAD features and CNC machines. An engineer with such knowledge will generally take a month to be fully equipped with the product after having undergone a training of 10 days. In a span of 3 months, the engineers will be able to program almost all the parts that come to them if the practice and implementation is

done regularly. Training should be provided by experienced people who have indepth knowledge of the product, so that they can also share their practical experience which is highly recommended.

What is Esprit showcasing at the E-manufacturing technology?We will be showcasing our Esprit CAM software, one of the high-end automated products in the market. Our focus is to provide customers a complete digitalised manufacturing solution, to understand the market requirement and then work to provide a complete packaged solution. We will also

showcase our patented technology – Profit Milling, which is not only applicable in 3-axis milling but can also be used efficiently in 4 and 5-axis milling. It will help the customer reduce 50% of cycle time and also save 75% of tool life.

What is your message for the Indian machine tool professionals? Professionals should focus and understand the requirements and then work accordingly. Change is always good, thus, it is profitable to learn about new technologies and applying it practically and then see where they currently stand in terms of the amount of improvement needed in their manufacturing process. ☐


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Email: [email protected] | Tel: +91-8043281174 Kennametal India | Bangalore

Email: [email protected] | Tel: +91-20-27104707

Sandvik Coromant | Pune

Email: thailand.palmary-thai.com | Tel: +6634-476225-6 Palmary Machinery Co Ltd | Thailand

Email: [email protected] | Tel: +91-2137-667300 Seco Tools India Pvt Ltd | Pune

Milling cutter systems

Kennametal has introduced production-enhancing milling technologies -

as 7792 and 7793 high-feed milling cutter systems and the 5230 Chevron

Long Edge mill cutter system, along with X-Grade™ carbide insert

technology. High-performance materials such as titanium and other

low-weight/high-strength alloys of particular interest to the aerospace

industry are the materials of choice for

these proprietary cutter designs, insert,

and grades. The Stellram 7792 and

7793 milling cutters direct cutting forces

axialerates into the spindle, lessening

spindle wear and improving machining

stability. Both modern and older

equipment benefit from this cutting tool

technology. These milling cutters face

mills operate at shallow depths of cut

and very high feed rates, resulting in

metal-removal rates up to 5 times greater than conventional cutters. 7792

is capable of pocketing, slotting, and plunging. High-feed milling inserts

are available with proprietary Stellram X-Grade® technology.

Steel turning grades

Sandvik Coromant’s grades GC4315 and GC4325 with Inveio™ are

designed to support the automotive industry with outstanding reliability

and process security. Transmission

manufacturing is a large volume production

with a low cost per part. Therefore,

requirements such as high process

security, short cycle times and

consistent quality are critical

for achieving faster lead times

and lower production costs.

Soft stage turning is

performed before the case

hardening process. Offering

high wear resistance and excellent tool life, this is where the steel turning

grades GC4315 and GC4325 are to show a marked step up in

performance. First choice grade for soft stage turning in stable conditions,

GC4315, is designed for high-speed steel turning with a long and

predictable tool life. Grade GC4325 is a tougher steel turning grade that

manages interrupted cuts and uneven depths of cut at high speeds. Both

grades enable high cutting data without sacrificing component quality.

Stellram 7792 & 7793 milling

cutters

GC4315 and GC4325 grades

CNC cylindrical grinder machine

Palmary Machinery has recently developed CNC cylindrical grinder

machine. It has rigid spindle head, which employs high precision bearings

assuring maximum spindle stability. It also

allows for swiveling positive 90° and

negative 30°. The features of the precision

wheel spindle include rigid spindle head;

precision wheel spindle; wheel spindle with

hydro-static bearing with no metal-to-metal

contact and precision wheel head. The

grinding wheel spindle is precisely machined

form high quality a loy steel (SNCM-220),

normalised, tempered, carburised and sub-zero treated, precisely ground

and mirror-effect treated. Hardness reaches to over HRC 62°. Non-

deformation, maximum wear resistance and lifetime accuracy are assured.

Hybrid Palmary hydro-static Bearings are used for the wheel spindle

bearings. Metal-to-metal contact will never occur with these highly rigid

bearings which have a damping effect and make 0.5 μm the new definition

of wheel spindle rotational accuracy. An automatic oil bath lubrication

system has been provided for the tailstock to maintain high-level accuracy.


Solid endmills

Seco Tools’ latest lineup of jabro-solid2 solid endmills represents more

than 470 universal products that apply to all commonly machined

materials, from steel to titanium alloy.

They are coated with a new NXT coating

application process as well as feature

optimised geometries and special edge

preparations to achieve longer tool life

and higher cutting speeds than the

products they replace. The application

process generates a single layer via

three steps that control and optimise the

growth of the coating at the atomic level.

The resulting properties offer more chip,

heat and wear resistance over previous product versions, while also

making tool life even more predictable. It comprises a full scope of

endmill geometries, types and sizes via three different series: 510 series

square endmills with 46-degree helix angles and improved cutting edge

micro geometries; 520 series multi-flute endmills with special edge

preparations for fast, cost effective general machining; 530 series ball

nose endmills in two, three and four flutes.

Jabro-solid2 solid endmills





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Email: [email protected] | Tel: 91-124–3894000 Pepperl+Fuchs | Gurgaon


Widia | Bangalore

Email: [email protected] | Tel: +91-22-39914444 Precihole Machine Tools | Mumbai


Wendt (India) Limited | Hosur

Wheel head dressing spindle

Wendt has offered the latest state-of-the-art wheel profiling machines –

WDM 8, WDM 15 & WDM 25

models in both optical

projector & video vision

versions. Some of the

exclusive features of these

machines include operator

friendly & easy accessibility

for operation, rigid design,

linear bearings for slide

movement & stress relieved

casting, available in optical

and video vision version. The

application areas are dressing & profiling of straight & convex diamond or

CBN grinding wheels mounted on a wheel pack. The key specifications of

wheel head dressing spindle are WDM8 Ø 60 X 250 mm, WDM15 Ø 70 X

210 mm, WDM 25 Ø 80 X 285 mm; for swivel range, WDM 8 is

190°(+95°), WDM 15 is 190°(+95°) and WDM 25 is 190°(+95°). Work

head cross traverse has a specification of WDM8 150 Mm, WDM 15 110

Mm and WDM 25 130 Mm.

Cold store scanner with intelligent heater

The compact cold store scanner VB14N-T from Pepperl+Fuchs operates at

temperatures from -35 °C to +45 °C and delivers its full performance

potential over this exceptionally large operating temperature range. With a

scan rate of up to 1000 scans/s and resolutions of 0.2 mm, the

device offers the same performance as the VB14N

type counterpart available for standard

temperatures. The special feature of the

low-temperature version lies in the integrated

heater, which is monitored by microprocessor-

controlled temperature control. Depending on

the internal and external temperatures of the

barcode scanner and environment, the device

constantly determines the optimal heating power.

The developers have therefore, succeeded in combining counter-acting

properties such as low power consumption of a maximum 10 W with a very

short warm-up period of a maximum of 20 minutes. Other highlights in this

device class include master-slave operation in which up to 32 scanners

work together in a network, configuration via the convenient PC software

Genius, and the innovative direct-operation concept with mode button.

VB14N-T

Micro gun drilling machine

Precihole Machine Tools’ micro gun drilling technology finds applications

in medical, aerospace, tool manufacturing as well as several other

industries. It is designed for drilling

into parts that require deep holes

drilled accurately. Use of latest

features such as high speed

motorised spindles, tool monitoring

systems, high pressure coolant pump,

multiple tool studies and component

counter rotation ensure excellent

straightness and bore finish &

surface finish. Precise and highly

productive, these machines are ideal

for parts in medical industry like

bone screws, cannulated parts, drills and other medical devices. The

machine was developed by taking feedback from industry experts and

actual users. There were several design and technical improvisations that

needed to be done to existing technoloy to come up with such a advanced

and highly productive solution.

State-of-the-art micro gun

drilling machine

DM 8, WDM 15 & WDM 25 models


Universal hydraulic chuck

WIDIA has introduced HydroForce™, a new high-performance, high-torque

universal hydraulic chuck, which maximises tool life, workpiece surface

quality and production flexibility. It is the most advanced hydraulic chuck

available with a more compact and stable design, featuring 40% thicker

front wall cross-section. Clamping force is up to

three times better than regular hydraulic chucks,

and with improved vibration dampening, runout

is three microns at 2X diameter overhang.

Balance quality of G2.5 is achieved at speeds up

to 25,000 rpm. All this robust performance is

available in a high-torque chuck requiring only two

sizes for all your rotating tooling tasks. Direct clamping

is available for 20 and 32 mm (0.75 and 1.5 in) diameters

and reducer sleeves are applied for all other diameters.

More cost-effective than expensive thermo shrink-fitting

operations; up to four times more clamping force

compared with collet chucks and higher balancing quality performance

than power milling chucks, it is a cost-effective universal chuck solution

that simplifies inventory while maximising tool life and machining results

for milling, drilling, reaming and other rotating applications.

HydroForce™


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NEWS | T ECHNOLOGY

77

Email: [email protected] | Tel: +91-8043281174 Kennametal India | Bangalore


Sandvik Coromant | Pune

Email: thailand.palmary-thai.com | Tel: +6634-476225-6 Palmary Machinery Co Ltd | Thailand

Email: [email protected] | Tel: +91-2137-667300 Seco Tools India Pvt Ltd | Pune

Milling cutter systems

Kennametal has introduced production-enhancing milling technologies -

as 7792 and 7793 high-feed milling cutter systems and the 5230 Chevron

Long Edge mill cutter system, along with X-Grade™ carbide insert

technology. High-performance materials such as titanium and other

low-weight/high-strength alloys of particular interest to the aerospace

industry are the materials of choice for

these proprietary cutter designs, insert,

and grades. The Stellram 7792 and

7793 milling cutters direct cutting forces

axialerates into the spindle, lessening

spindle wear and improving machining

stability. Both modern and older

equipment benefit from this cutting tool

technology. These milling cutters face

mills operate at shallow depths of cut

and very high feed rates, resulting in

metal-removal rates up to 5 times greater than conventional cutters. 7792

is capable of pocketing, slotting, and plunging. High-feed milling inserts

are available with proprietary Stellram X-Grade® technology.

Steel turning grades

Sandvik Coromant’s grades GC4315 and GC4325 with Inveio™ are

designed to support the automotive industry with outstanding reliability

and process security. Transmission

manufacturing is a large volume production

with a low cost per part. Therefore,

requirements such as high process

security, short cycle times and

consistent quality are critical

for achieving faster lead times

and lower production costs.

Soft stage turning is

performed before the case

hardening process. Offering

high wear resistance and excellent tool life, this is where the steel turning

grades GC4315 and GC4325 are to show a marked step up in

performance. First choice grade for soft stage turning in stable conditions,

GC4315, is designed for high-speed steel turning with a long and

predictable tool life. Grade GC4325 is a tougher steel turning grade that

manages interrupted cuts and uneven depths of cut at high speeds. Both

grades enable high cutting data without sacrificing component quality.

Stellram 7792 & 7793 milling

cutters

GC4315 and GC4325 grades


Palmary Machinery has recently developed CNC cylindrical grinder

machine. It has rigid spindle head, which employs high precision bearings

assuring maximum spindle stability. It also

allows for swiveling positive 90° and

negative 30°. The features of the precision

wheel spindle include rigid spindle head;

precision wheel spindle; wheel spindle with

hydro-static bearing with no metal-to-metal

contact and precision wheel head. The

grinding wheel spindle is precisely machined

form high quality a loy steel (SNCM-220),

normalised, tempered, carburised and sub-zero treated, precisely ground

and mirror-effect treated. Hardness reaches to over HRC 62°. Non-

deformation, maximum wear resistance and lifetime accuracy are assured.

Hybrid Palmary hydro-static Bearings are used for the wheel spindle

bearings. Metal-to-metal contact will never occur with these highly rigid

bearings which have a damping effect and make 0.5 μm the new definition

of wheel spindle rotational accuracy. An automatic oil bath lubrication

system has been provided for the tailstock to maintain high-level accuracy.


Solid endmills

Seco Tools’ latest lineup of jabro-solid2 solid endmills represents more

than 470 universal products that apply to all commonly machined

materials, from steel to titanium alloy.

They are coated with a new NXT coating

application process as well as feature

optimised geometries and special edge

preparations to achieve longer tool life

and higher cutting speeds than the

products they replace. The application

process generates a single layer via

three steps that control and optimise the

growth of the coating at the atomic level.

The resulting properties offer more chip,

heat and wear resistance over previous product versions, while also

making tool life even more predictable. It comprises a full scope of

endmill geometries, types and sizes via three different series: 510 series

square endmills with 46-degree helix angles and improved cutting edge

micro geometries; 520 series multi-flute endmills with special edge

preparations for fast, cost effective general machining; 530 series ball

nose endmills in two, three and four flutes.

Jabro-solid2 solid endmills





Tech_news_NEW rect_Oct14.indd 77 10/1/2014 12:07:23 PM

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80 EM | O c t 2014

Highlights - November 2014

H IGHL IGH T S | CO M PAN Y INDEX | IMPR INT

COMPANY INDEXName . . . . . . . . . . . . . . . . . . . . . . . . . Page

Ace Micromatic Group . . . . . . . . . . . . . . . . 47

Ace Manufacturing Systems . . . . . . . . . . . . . 44

Autodesk. . . . . . . . . . . . . . . . . . . . . . . . . . 63

Ansys . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Aequs. . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Benign Enterprises . . . . . . . . . . . . . .40,41, 76

Bharat Fritz Werner Ltd . . . . . . . . . . . . . . . . 55

Blaser Swisslube . . . . . . . . . . . . . . . . . . 1, 52

BMGI . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Comsol Multiphysics . . . . . . . . . . . . . . . . . . 79

Corporate Synergy Development Center. . . . . 53

CII . . . . . . . . . . . . . . . . . . . . . . . . 10, 13, 67

DMG Mori India . . . . . . . . . . . . . . . . . . .50,51

Ervin Junker Maschinenfabrik . .Front Inside Cover

ElectroMech . . . . . . . . . . . . . . . . . . . . . . . 11

Esprit CAM Software . . . . . . . . . . . . . . . . . . 75

ExxonMobil . . . . . . . . . . . . . . . . . . . . . . . . 46

Geometrix Laser Solutions . . . . . . . . . . . . . . 28

Gifu Enterprises . . . . . . . . . . . . . . . . . . . . . . 4

Name . . . . . . . . . . . . . . . . . . . . . . . . . Page

Haas Automation . . . . . . . . . . . . . . . . . . . . 11

Hyundai WIA India. . . . . . . . . . . . . . . . . . . . 17

Ingersoll Rand . . . . . . . . . . . . . . . . . . . . . . 11

IMTMA . . . . . . . . . . . . . . . . . . . . . . . . . 6, 70

igus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Jyoti CNC Automation . . . . . . . . . . . . . . . . . . 5

Komet Precision Tools India . . . . .Front Gate Fold

Kennametal . . . . . . . . . . . . . . . . . . . . . 56, 77

Konecranes . . . . . . . . . . . . . . . . . . . . . 12, 16

KEPL . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Lico Machinery . . . . . . . . . . . . . . . . . . . . . 76

Messe Frankfurt . . . . . . . . . . . . . . . . . . . . . 69

Metrol Corporation India. . . . . . . . . . . . . . . . 23

Mitsubishi Electric . . . . . . . . . . . . . . . . . . . . . 3

Mitsubishi Heavy Industries. . . . . . . . . . . . . . . 2

MMC Hardmetal India . . . . . . . . . . . . . . . . . 14

MotulTech India . . . . . . . . . . . . . . . . . . . . . 31

Nicolas Correa SA . . . . . . . . . . . . . . . . . . . 35

Palmary Machinery . . . . . . . . . . . . . . . . . . . 77

Name . . . . . . . . . . . . . . . . . . . . . . . . . Page

Pepperl+ Fuchs . . . . . . . . . . . . . . . . . . . . . 78

Precihole Machine Tools . . . . . . . . . . . . . . . 78

Quaker Chemicals . . . . . . . . . . . . . . . . . . . 39

Renishaw . . . . . . . . . . . . . . . . . . . . . . . . . 58

Rajamane Industries . . . . . . . . . . . . . . . . . . 57

Sandvik. . . . . . . . . . . . . . . . . . . . . . . . 32, 77

Sahajanand Laser Technologies . . . . . . . . . . 28

Seco Tools. . . . . . . . . . . . . . . . . . . . . . 36, 77

Siemens . . . . . . . . . . . . . . . . . . . . . . . . . . 60

TaeguTec India. . . . . . . . . . . .Back Inside Cover

Tyrolit India Superabrasive Tools . . . . . . . . . . 45

TRUMPF . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Varroc Group of Companies. . . . . . . . . . . . . 26

Walter Tools. . . . . . . . . . . . . . . Back Cover, 76

WIDIA . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Wendt India . . . . . . . . . . . . . . . . . . . . . 25, 78

Yamazaki Mazak India. . . . . . . . . . . . . . . . . 74

YG Cutting Tools Corporation . . . . . . . . . .18,19

Automotive manufacturing »Technology has rampantly altered the manufacturing processes for motor vehicles. While vehicles are now produced at much faster rates as compared to a decade ago, automakers must continue to balance increased productivity and efficiency with quality and innovation to tackle with the sluggish demand trends in this sector. Analysing the latest materials and production strategies for this sector, the next edition will feature modern technologies used in advancing manufacturing for the automotive industry.

Industrial bearings »The useful life of any bearing depends to a great extent on the care and maintenance it receives. This is especially true in industrial applications, where operating conditions tend to be harsh, loads are heavy and contamination from dirt and scale are common. The next issue features bearings and talks about the maintenance, handling, inspection practices and much more.

Energy management »Energy should be regarded as a business cost, like raw material or labour. Companies can achieve substantial reduction in energy bills by implementing simple housekeeping measures. The next edition will focus on the importance of energy management which is widely acknowledged as the best solution for direct and immediate reduction of energy consumption.

Global machine tool industry »The global economic activities and global consumer spending would decide the growth of the industrial production and in turn, the use of machine tools in manufacturing. The industry, therefore, has developed a strong correlation with the global economic growth and economic activities. The next edition will focus on the global perspective of the machine tools industry.

IMPRINTPublisher / Chief Editor Shekhar Jitkar [email protected]

Deputy Editor Sumedha Mahorey [email protected]

Sub-editor & Correspondent

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Features Writer Megha Roy [email protected]

Advertising Sales Sagar Tamhane (Regional Head - North & East) Contact: +91 9820692293 [email protected]

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Internet http://www.efficientmanufacturing.in

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