manufacturing global – september2014
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Additive Manufacturing Is Revolutionizing the AeRospAce lAndscApe
ReshoRing: EvErything Manufacturing ExEcs
nEEd to Know
leAn in thE digitAl
WoRld
hoW to oveRcome thE Manufacturing sKills gap TOP 10
Manufacturing
Startups
w w w . m a n u f a c t u r i n g d i g i t a l . c o m
s e p t e m b e r 2 0 1 4
Bosgraaf Group’s state-of-the-art systems and service for the production of semi-hard and hard cheeses, is a result of the company’s extensive experience and innovative technical solutions.
With an unrelenting focus on performance, hygiene and sustainability, Bosgraaf’s bespoke production facilities ensure that an optimal solution is found across the organisation to suit the clients’ needs, including the use of robotics in mould handling and treatment lines.
Bosgraaf specialises in cheese moulding, handling and pressing systems as well as rack brining, treatment and maturation installations.
Bosgraaf Group offers a total package
www www.bosgraaf-group.nl
Contents
5
FeAtURes
LeadershipReshoring: Everything Manufacturing Execs Need to Know
technologyHow additive manufacturing is changing the aerospace landscape
LeanLean in the Digital World
People & skillsHow to Overcome the Manufacturing Skills Gap
Manufacturing Startups
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CD0023_2011_E-Series_African-Business-Review_210x297mm_SA-Tel_Fv.indd 1 10/11/2011 14:43
Contents
7
Company ProfileseURoPe
46 sMs electronics
AFRICA
56 Lumotech south Africa
AMeRICA LAtInA
64 Association: FeMIA
74 Airbus Helicopters
CAnADA
84 tt Group
UsA
92 the Delfield Company
AUstRALIA
100 ActronAir
108 Jebsen & Jessen Chemicals
64
4656
92
Association: FEMIA
SMS Electronics
Lumotech South Africa
100
84
Acton Air
TT Group
The Delfield Company
Airbus Helicopters74
Jebsen & Jessen Chemicals108
LeADeRsHIPLeADeRsHIP
The idea of reshoring manufacturing needs is appealing to many
manufacturing executives. Manufacturing Global gives manufacturers a checklist to ensure everything runs
according to plan.
W r i t t e n b y : D e a n a C a C u s
ReshoRing:Everything
Manufacturing Execs Need
to Know
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RIsInG tRAnsPoRtAtIon Costs and energy prices, wage
inflation and demand for shorter
lead times have prompted many
U.S. and Canadian companies to
consider reshoring the production
of goods bound for domestic
markets back to North America.
This is good news for many, as it
allows companies to focus on growth
and productivity within their home
base. It could have a host of other
benefits, the most obvious being
an increase in job opportunities for
North American workers. Onshore
manufacturing could also lower
reliance on foreign energy sources,
which could ultimately lead to further
interest in renewable and alternative
energy sources. And bringing
operations closer to headquarters
could allow companies to address
increasing consumer interest in
higher quality small batch goods.
These are all sound reasons to
return home. But the transition can
be a difficult one, and the decision to
reshore should not be made without
taking the following into consideration.
Where costs are concerned,
Reshoring can provide a host of opportunities that can wide ranging benefits for the local and national economies at large, providing jobs and reducing dependancy foreign energy sources
LeADeRsHIP
R e S h O R I N g : W h AT e x e C S N e e d T O k N O W
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shortage is furthered by pressures
to pursue a four-year degree when
a two-year technical degree may
suffice. Some communities offer
comprehensive technical training
programs that produce well-trained
and highly skilled workers. These
are the geographical areas to focus
on when considering reshoring.
Utilize government incentivesIn alignment with their support
for projects that contribute to
the economy, local, state and
federal governments have actively
supported the comeback of American
manufacturing. For example,
the U.S. economic development
Administration’s Make it in America
focus on the total, not the unit
Both direct and indirect expenses
should be calculated when evaluating
offshore and onshore locations.
According to IndustryWeek,
experts believe that by focusing
on unit costs instead of the total
cost of ownership (which includes
transportation costs, intellectual
property risks and inventory
carrying costs) manufacturers
are overestimating their potential
sales from offshore operations
by 20 to 30 percent. For further
research, the Reshoring Initiative,
a non-profit dedicated to bringing
manufacturing jobs back to the U.S.,
offers an online tool that calculates
29 cost factors to accurately
determining total costs of projects.
Understand the domestic labor marketBusinesses were not prompted to
move their operations overseas solely
due to the cost initiative. Quality and
supply of labor are additional factors
in the success of most reshoring
projects. Plant closures and an aging
workforce have decreased the amount
of skilled manufacturing workers
worldwide. Within the States, the
Harry Moser, President of the Reshoring Initiative
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Challenge is a current initiative
providing $40 million in grants to
support reshoring projects. The aim of
the Challenge is to encourage foreign
and domestic businesses to build
and/or expand their operations in the
States. Up to 15 financial awards will
be made to accelerate growth and
job creation. Many cities and states
also offer incentives (including free or
low-cost pre-employment training) to
support manufacturing operations.
Conduct research to see which
programs could be beneficial to your
company. Incentives are a small part
of the equation and should not be what
drives a project to a specific location,
especially if it doesn’t meet the
company’s operating requirements.
Analyze transportation costsTransportation costs, including the
delivery of raw materials and the
shipment of finished products, make
up a huge portion of the cost of goods
sold in the United States and can vary
depending on location. Considering
the current shortages of truck drivers
and equipment and growing global
concern for sustainability, it may be
wise to investigate other means of
transportation, particularly rail.
Assess demandLocally produced goods are in high
demand thanks to retailer’s campaigns
to encourage Americans to opt for
goods made in the U.S.A. But this
“return to our roots” effort is not
universal, and miscalculations can
lead to losses. If reshoring helps your
company cut costs, then it seems
like a measure worth considering.
But if your company is banking on
consumers’ enthusiasm to buy
American, remember that price and
quality are usually the determining
factors in making a purchase, not
simply the location of the source.
Look into utility services and ratesSolid, cost-competitive electrical
power is essential for most
manufacturing operations. Power
prices can vary significantly by
location and can mean millions of
dollars annually for heavy users. Water
quality and availability and wastewater
treatment capacity are important to
operations like food processing. With
rates and available capacities varying
between locations--and sometimes
even sites within the same area--it
is important to conduct research on
LeADeRsHIP
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The reshoring initiative is a non-profit dedicated to bringing manufacturing jobs back to the US. www.reshorenow.org
‘Rising transportation costs and energy prices, wage inflation and demand for shorter lead times have prompted many U.S. and Canadian companies to consider reshoring the production of goods bound for domestic markets back to North America’
offshore versus onshore utility rates.
Don’t forget about taxesState and local rates and structures
vary across the U.S. and Canada.
Carefully assess the potential
cost of corporate income taxes
and taxes imposed on all of your
business expenses including
production equipment, facilities,
machinery and inventory. These
costs could ultimately make a
considerable difference in your
manufacturing budget.
Additive manufacturing is big news. Manufacturing Global uncovers exactly how its changing the aerospace sector for good W r i t t e n b y : D e a n a C a C u s
How Additive Manufacturing is Changing the Aerospace Landscape
teCHnoLoGY
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How Additive Manufacturing is Changing the Aerospace Landscape
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Caption to the image
eveRYone Is tALkInG about 3d
printing and how it will revolutionize
our world, particularly in the realm
of manufacturing. From toys to
jewelry to prosthetic limbs, additive
manufacturing is creating thousands
of opportunities for individuals and
businesses to easily manufacture
products that address their needs.
But 3d printing isn’t a novel concept
for all manufacturers, as some firms
have been utilizing the technology
for years. For the aerospace
sector, where small reductions in
weight can mean large savings
in fuel costs, the ability to create
lightweight, cost-friendly components
is transforming the industry.
US-based aerospace manufacturer
Pratt & Whitney (P&W) has created
the first working aero-engine to use
additively manufactured parts. The
PurePower PW1500g contains 24
such parts, from simple brackets to
complex central engine components
that were designed to withstand
high temperatures. The PurePower
engine powered a Bombardier
CSeries plane successfully through
a 2013 test flight and is scheduled
to enter into service in 2015.
The concept of additive
manufacturing involves using lasers
to fix layers of powdered metal into
a digital mould. It has been around
in various incarnations for over
thirty years. Stereolithography was
first commercialized in the States
in the 1980’s. The 90’s brought
new developments in 3d printing
methods such as laser sintering,
as rapid prototyping became more
common. In the early 2000’s,
when engineers began realizing
that these technologies could
be applied to manufacturing, the
The first flight of PurePower PW1500G
teCHnoLoGY
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Caption to the image
term additive layer manufacturing
(or ALM) was officially coined.
P&W’s geared Turbofan (gTF)
engine is revolutionary for the
industry. The first series of P&W
engines that utilizes powder-bed
additive manufacturing, it now has
more than 5,000 engine orders and
commitments, including options.
geared Turbofan engines use a
reduction gearbox to connect the
fan at the front end of the engine to
the low-pressure shaft. The cooling
mechanism enables the turbines
to run at higher speeds than more
conventional turbofans. Built-in
advanced cooling technologies help
prevent damage to the device’s metal
components, leading to a reduced fuel
consumption of up to 16 percent and a
75 percent reduction in noise output.
Using this method, designs can
be made in a fraction of the time
required by traditional techniques
and changed at the touch of a button.
There is minimal waste involved, which
leads to a reduction in costs. ALM
reduces consumption of raw materials
The first flight of PurePower PW1500G Engine of PurePower PW1500G
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by up to 50 percent compared with
traditional techniques such as forging
or casting. These are significant
savings, given the costs involved
with aerospace-grade metals. ALM
is also more adaptable than other
methods and can therefore be used
to produce more detailed designs.
The weight savings on components
are also substantial. The ratio
between the weight of the raw
3D printing in action
“For the aerospace sector, where small reductions in weight can mean large savings in fuel costs, the ability to create lightweight, cost-friendly components is transforming the industry”
material used to make a part and
the weight of the finalized part can
be up to 20 to 1. Using ALM can
reduce the ratio to less than 2 to 1.
P&W has used ALM to make more
than 100,000 parts and prototypes
to date, including casting patterns,
tooling and test rig hardware. Since
its inception, more than 2,000 metal
prototypes have been made for use
in developmental engine programs.
teCHnoLoGY
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P&W is using the titanium
and alloys it already uses on its
engines, modifying the additive
manufacturing process to create
properties more consistent with
its current materials. This process
involves a number of steps.
First, an engineer prepares a build
file. A 3d CAd design is created for
each part and then split into layers
about 0.1mm thick, which are then
grown in a bed of metal powder. The
powder is then melted by a laser or
electron beam that follows the shape
highlighted by the initial CAd design.
The chamber space is lowered
and concealed with another coat
of powder before the process is
repeated. When the components
have grown, any leftover powder is
cleared from the component and
re-used to make another part.
ALM does have its limitations. Scale
can be an issue, as casting techniques
produce high volumes cheaply. But
as the investment in technology
continues, the efficiency and cost
savings of ALM are increasing.
The flexibility and cost-savings
delivered by ALM will revolutionize
the aerospace industry in the
future. Further research is being
conducted, such as at the University
of Connecticut Research Center,
where researchers are looking into
how to improve and optimize the
ALM process for specific parts and
alloys. Researchers are focusing on
powder size and purity, the number of
times it can be used before it requires
cleaning, the process parameters
of power input and laser speed.
Pratt & Whitney have big plans
for ALM and expect the technology
to play an increasingly broad role
in its manufacturing process,
where it can support their overall
goal to make products that are
both greener and more efficient for
their growing customer base.
How the PurePower PW1000G engine works
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Lean in the Digital World
W R I T T E N b y : A b i g A i L P h i L L i P s
LeAn
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LeAn PRInCIPLes Is the name
given to a group of production
techniques developed by Japanese
manufacturing companies to maximize
customer value while also conserving
resources. Lean production methods
have also been described as aiming
“to combine the flexibility and
quality of craftsmanship with the
low costs of mass production.”
These principles have begun to play
a key role in a variety of industries
beyond manufacturing that are now
faced with adapting to the quickly
evolving technologies and markets
of the Internet age. As companies
transition from the industrial economy
to the digital one, lean philosophies
are influencing nearly every aspect of
their business. Lean’s core concept
of maximizing customer values
while minimizing waste feels quite
appropriate to our times, as there is
an increasing need for organizations
to better understand what customers
truly value. Additionally, companies
need to organize their work activities
to efficiently develop and deliver
the right products and services and
continuously improve customer
value and efficiency based on actual
marketplace feedback. This “pull”
approach is markedly different from
the “push” approaches of the past.
Within the industrial economy
of the past, firms were mostly
organized around push approaches,
which seemed to be the right
way to organize the fast growing
industrial-age companies and
industries. While public and private
institutions were experiencing major
changes, those changes were
relatively small and predictable.
The biggest challenge was to
manage the growing means of
production in the most efficient way
possible. Institutions embraced top-
down organizational structures to
help scale their production of goods
and services. This served them well
‘As companies transition from the industrial economy to the digital one, lean philosophies are influencing nearly every aspect of their business’
LeAn
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h e A d L I N e
in a relatively consistent world where
the same actions yielded the same
results, and models could make
relatively accurate predictions.
But the push economy is
disappearing amid our complex
and ever-evolving world. The
current world, with its vast array
of components and their intricate
patterns of interconnectivity, exhibits
all the properties of dynamic, complex
systems, including unpredictable and
seemingly counterintuitive behaviors.
A company that wants to stand
apart from its competitors can do
so through one of two key ways:
by providing a superior customer
experience or by offering the lowest
prices. For companies that aim for
the former, digital technologies are
the best means of engaging with
customers and providing them a
superior value at competitive costs.
At the same time, providing such a
superior experience to increasingly
empowered digital customers is
getting harder. New innovations are
hitting the market faster than ever,
For companies utilising digital technologies, it is an efficient method to engage with customers and provide superior value at competitive costs
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brand loyalty continues to decrease
and growing competition is continuing
to shift power from the institution to
the individual. Consumers have more
options than ever before in virtually
every category of products and
services as well as in the channels
used to acquire them. Additionally,
customers are taking full advantage
of all the information they can now
easily access to search for and
identify the best possible values.
Access to so many options puts
pressure on businesses. A few
leading, cutting-edge companies
can keep up, but the vast majority
of companies are trailing behind.
While working harder to become
more efficient and predictable, they
continue to try to implement new
technology into old business models.
This strategy may have worked well
in the environment of the industrial
economy, but it will not succeed in
the ever-changing digital economy.
Companies need to focus more
attention on their own digital
transformation to better keep
up with their increasingly digital
customers. To help them do so, we
are seeing lean principles applied
to the management of existing
‘Companies need to focus more attention on their own digital transformation to better keep up with their increasingly digital customers’
With an evolving economy, moving from a conventional industrial model to a more flexible and efficient digital model, companies need to rework their approach to business to maximise the new technologies
LeAn
L e A N I N T h e d I g I TA L W O R L d
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institutions as well as fresh startups.
The Lean Management enterprise,
a recent report by the Mckinsey
global Institute, lists four lean
management disciplines practiced
by the best performing organizations
they’ve worked with over the years.
“delivering value efficiently to
the customer,” is the first discipline.
“The organization must start by
understanding what customers
truly value - and where, when,
how, and why as well,” the report
states. It then adds three additional
management disciplines:
1. “enabling people to lead
and contribute to their fullest
potential:” enable employees
to own their individual
development without leaving
them to discover it alone.
2. “discovering better ways of
working:” the entire enterprise
must continually think about how
today’s methods of working and
managing could be improved.
3. “Connecting strategy, goals
and meaningful purpose:”
maintain an evolving vision
of what the organization is all
about, which shapes strategies
and objectives in ways that give
meaning to your daily work.
Lean philosophies emphasize the
concept of continuous improvement,
an ongoing effort aimed at achieving
incremental changes that, over the long
term, will significantly improve products,
services and processes as well as the
overall management of the organization.
This eternal cycle of exchanging,
experimenting and learning perhaps best
accounts for the growing importance of
lean principles in the digital economy.
The Lean Management Enterprise, report by the McKinsey Global Institute
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Manufacturing Global asks: How can companies large and small overcome the manufacturing skills gap?
How to overcome tHe manufacturing SkillS gap
W r itte n by: D e a n a C a C u s
tHe seveRe sHoRtAGe of
highly skilled manufacturing workers is
an increasing issue as manufacturing
output expands and many of today’s
experienced machinists, engineers,
CNC operators and test technicians
are reaching retirement age.
Companies of all sizes need to
become more proactive in addressing
skills gaps and planning for the future.
Industry leaders should partner
with schools, government agencies,
and nonprofit associations to keep
the pool of skilled workers growing.
But the process doesn’t end there.
Manufacturers need to take aggressive
action both inside and outside of their
factories to foster a viable workforce for
today and tomorrow.
Since many manufacturing jobs
PeoPLe & skILLs
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require only a high school education
and on-the-job training, companies
should build their visibility in high
schools, promote manufacturing career
opportunities and launch recruitment
efforts. The education system overall
must recognize the value of training
students for these types of careers as
well as understand how substantially
these jobs can support the economy.
Small manufacturers should partner
with community colleges and
vocational programs to assure that the
pool of skilled candidates continues to
grow.
Corporations should also collaborate
more often with education partners
and the government on programs
that are geared towards developing
specific skills. If effective public-private
2 8 S e p t e m b e r 2 0 1 4
needs of existing production facilities,
they are unlikely to support investments
planned for the future. These
communities need to support training
programs and offer financial aid or
loan forgiveness to people who enter
college or vocational programs geared
towards obtaining manufacturing skills.
educational and supporting
organizations need to be aware of
partnerships do not currently exist in
their regions, manufacturers should
commit to building them, applying the
best practices of successful programs
that exist elsewhere. Public agencies
such as local governments should
also heavily analyze the availability
of specific manufacturing skills in
their region. If the labor pool cannot
sufficiently support both the current
Car manufactuting production line
PeoPLe & skILLs
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the hiring needs of manufacturers
in their communities and link the
worker supply chain at colleges and
vocational schools with those needs.
hybrid educational systems that
teach technical skills as well as critical
thinking and leadership are ideal, as
all are valuable tools in manufacturing
operations.
But recruitment alone doesn’t solve
the problem, as there are still countless
factory workers worldwide who lack the
advanced skills and motivation to be
truly valuable employees. And this isn’t
entirely their fault. One common issue
with manufacturers is that they aren’t
investing in their current employees.
“I’ve been working as a temp for a
manufacturing company for over two
years now,” a California factory worker
who declined to be named told me.
“At the end of each year, they lay me
off for 90 days and then bring me back
as a temp again. That way, they can
keep using me without having to pay
for health benefits or give me any stock
options.”
The company that he works for
has reportedly been doing this to
employees for years, and apparently
they are not the only company to
employ this system. After acquiring
useful skills and industry knowledge,
many factory workers tire of their temp
status—and of the lack of access to
benefits and job security—and leave
the industry altogether. Although
excellent manufacturing employees
‘Since many manufacturing jobs require only a high school education and on-the-job training, companies should build their visibility in high schools, promote manufacturing career opportunities and launch recruitment efforts’
Teaching Apprentice To Use Milling Machine
3 0 S e p t e m b e r 2 0 1 4
are created in the process, they
aren’t properly retained. And when
companies don’t incentivize them
or even guarantee their return, these
employees are bound to leave for other
opportunities.
Investing in internal training programs
that further factory workers’ education
can add to their skill set and make them
additionally valuable to the company.
extensive training will not only give
them the expertise needed to complete
the job, it will also ensure their viability
as an employee and strengthen their
position at the company. Capable
employees lead to better production,
and a talented workforce is necessary
for a business to remain competitive.
Whether young manufacturing
workers are new recruits or retained
employees, they need guidance and
mentorship. Matching younger talent
with experienced employees in the
matter of an apprenticeship model is
a good way to ensure that skills are
taught and retained even after initial
training has been completed.
Millennials are a very different breed
from the Boomers they will soon be
replacing. It has been projected that
by 2020, Millennials will make up nearly Learning to use cutting machine
‘By understanding the threat of the qualified labor shortage and investing to galvanize the current workforce and cultivate the next generation of professionals, the industry can ensure that a skills deficiency will not derail the global manufacturing resurgence’
PeoPLe & skILLs
h O W T O O v e R C O M e T h e M A N U F A C T U R I N g S k I L L S g A P
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50 percent of the U.S. workforce.
Manufacturers need to focus on
promoting their companies and the
industry as an increasingly innovative
environment, and Millennials need
to be shown the role they can play in
bringing the industry into the future.
The technical skills that Millennials
acquire simply through being raised
with advanced technology can be
an enormous asset in the factory
environment and can give them a
competitive edge in the job market.
By understanding the threat of the
qualified labor shortage and investing
to galvanize the current workforce
and cultivate the next generation of
professionals, the industry can ensure
that a skills deficiency will not derail the
global manufacturing resurgence.
Repairing electronic components
Top10Manufacturing stARtups
written by: Deana CaCus
While the large multinationals dictate the global notoriety of trends, we take a look at the fresh-faced startups not only punching above their weight to meet these trends, but adding a little innovation of their own
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Nest thermostat that programs itself
10 nest Labs
Former Apple engineers Tony Fadell and Matt Rogers founded Nest Labs in 2010.Nest Labs specializes in home automation devices that are self-learning and sensor-driven.
The first product they manufactured was a thermostat that could program itself based on user preferences. The thermostat employed sensor technology to
detect when the home was vacant in order to lower energy use. earlier this year, google acquired the company for $3.2 billion.
The company has grown from Fadell and Rogers to over 400 employees. In June, the company--which still operates under the name Nest Labs--announced that they would buy startup dropcam for $555 million.
www.nest.com
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M A N U F A C T U R I N g S TA R T U P S
The new DODOcase folio
09 DoDocase
This San Francisco-based tablet cover company was founded by Patrick Buckley and Craig dalton in 2010, launching alongside the iPad.
The pair began their business by cutting bamboo frames on CNC machines at TechShop, a community-based
workshop and prototyping studio in San Francisco.
Though the company now has a 10,000-foot factory for the construction of their sleeves, each dOdOcase is still made by hand. Within the first month, orders went from 10 to 900 a day, and the company has expanded from six employees to 25.
www.dodocase.co.uk
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08variable technologies
A former developer of sensor technologies for NASA and the department of homeland Security, dr. george Yu developed his idea for the NOde wireless sensor platform for smart devices. his team began to focus on how NOde could be usedto aid businesses in their supply chain processes.
With variable’s API, mobile app
developers and agencies have also developed solutions for emerging market opportunities utilizing NOde modular sensors in the manufacturing industry as well as monitoring, transport and logistics.
NOde+chroma has become a leader in digital color referencing and color library management across multiple industries around the world.
www.variableinc.com
NODE+ CO2 sensor
M A N U F A C T U R I N g S TA R T U P S
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Multicopter
07 3D Robotics
Chris Anderson quit his job as editor-in-chief of Wired magazine to focus on his startup, which makes flying drones. Through a UAv platform, the company’s drones capture aerial imagery for enjoyment and data analysis, enabling mapping, surveying and 3d modeling.
The venture capital-backed startup has grown to employ 180
people in North America and has over 28,000 customers worldwide. The company is headquartered in Berkeley, California and operates engineering facilities in San diego and manufacturing in Tijuana, Mexico.
3d’s technology is currently used across multiple industries around the world, including agriculture, photography, construction, search and rescue and ecological study.
www.3drobotics.com
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XXX
06 Blink/steady
Created by Benjamin Cohen, Stuart heys, and Mark Sibenac, the Blink/Steady campaign launched in April on kickstarter and very quickly met its goal.
Blink/Steady is a multi-sensor bike light that uses an accelerometer that can sense
when the rider is moving and a light sensor that knows when it is dark enough to turn on.
The company makes each piece by hand using locally sourced materials and labor, operating out of a repurposed knitting factory in Brooklyn, New York.
www.blinksteady.com
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Oculus Rift
M A N U F A C T U R I N g S TA R T U P S
05 oculus vR
Brendan Iribe and Palmer Luckey founded their virtual reality tech development company in 2012. The Oculus Rift is a virtual reality headset that enables the player to be immersed in the virtual world.
The process uses a 360-degree camera that captures all angles of the simulation.
The Oculus headset displays
the motion and follows the wearer’s motions.
In March, Facebook announced that it was buying Oculus vR for $2 billion, less than two years after the Irvine, California based startup launched its successful kickstarter campaign.
This was an impressive feat considering that the Oculus Rift headset is still in development.
www.oculusvr.com
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toP 10
The New Matter MOD-t 3D printer
04 newMatter
Pasadena’s NewMatter was founded in 2013 by Steve Schell and business partner Bill gross, who also happens to be founder, chairman and CeO of Idealab. The startup specializes in 3d printers, which they are able to sell for a considerably lower cost than most due to a system they dreamed up that requires fewer
parts and less assembly than their competitors’ printers. The company launched a successful Indiegogo campaign in May and now sell the printers through their website. NewMatter also launched an online store where users can buy and sell 3d-printable designs. The New Matter Store features customizable models and limited-edition items created by renowned designers and artists.
www.newmatter.com
M A N U F A C T U R I N g S TA R T U P S
4 1
Myo gesture control armband
03 thalmic Labs
Founded in 2013 by mechatronics engineers Stephen Lake, Matthew Bailey and Aaron grant, this Canadian startup raised $14.5 million in Series A funding to develop the technology used by Myo, a wristband that uses biometrical signals to track and interpret movement. The wristband provides accurate, gesture-based control of computing devices
including desktop computers, smartphones and tablets as well as a range of other possible devices. After two years of development, the Myo is ready to manufacture and ship to customers worldwide. Over the past year, Thalmic Labs has become a serious contender among hardware startups and was even named Techvibes’ 2013 Startup of the year.
www.thalmic.com
4 2 S e p t e m b e r 2 0 1 4
toP 10
02 Plethora
San Francisco’s Plethora markets itself as “The Full-Auto Factory of the Future.” The startup, founded by Nick Pinkston and Jeremy herrman, aims to make hardware more accessible to businesses. The pair put the expertise of a manufacturing engineer into software to give real-time feedback to customers and quickly manufacture and deliver parts. Users can send Plethora CAd files of what they need made and the company will manufacture the parts as soon as the following day. Initially, Plethora is only offering CNC milling services but hopes to expand into other manufacturing and finishing processes in the near future.
www.angel.co/plethora
toP 10
Matterfab 3D metal printing
4 5
M A N U F A C T U R I N g S TA R T U P S
01 Matterfab
Matterfab launched with hopes to reduce the cost associated with metal 3d printing through machines that house a high-powered laser that welds metal together. Co-founders Matt Burris and dave Warren have been working on their prototype in Lemnos Labs in San Francisco
and hope to ship test units of their printers in January. A statement on the startup’s website reads “Our goal is to build a platform that can replace traditional manufacturing and surpass it, unleashing innovation, imagination, and an ability for anyone to create and shape their world, making designers the new manufacturers.”
www.matterfab.com
SMS ElectronicsLooks to Innovate its Way to Another Queen’s AwardWritten by: tom Wadlow Produced by: Rosie Rowe
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4 8 S e p t e m b e r 2 0 1 4
SMS ElEctronicS
SMS electronics continues to diversify and develop solutions across a range of sectors and, having won the coveted Queen’s
Award for export in 2012, is targeting the Award for Innovation.
Among its exciting ongoing projects are x-ray sterilisation for medical equipment, human gPS tracking systems, smart metering for utilities companies and high-definition video conferencing.
These innovations showcase the company’s diversification from telecoms since 2002 when its management team created SMS after buying from Siemens the world class manufacturing facility in Beeston, Nottingham, in the Uk.
Managing director Mark goldby, having worked at predecessor Siemens for 13 years, has been part of the journey from the very beginning.
“Our impressive technical pedigree runs back through several decades and our predecessor companies; the likes of gPT, geC and Plessey were all here,” he said.
“These were fantastically innovative companies and we brought our skills and technical knowledge through those organisations to become SMS electronics in 2002. It has been a very interesting journey in terms of acquiring new skills, new equipment and new processes.”
SMS, also named as the fastest-growing exporter in 2011, now operates across medical, utilities, military, sciences, security and industrial sectors, offering a full range of services including
After winning the Award for Export in 2012, the pioneering company is now spearheading solutions in fields from GPS and smart metering to HD video conferencing and medical device sterilisation
M A N U F A C T U R I N gSMS ElEctronicS
www.smse lect ron ics .co .u k 4 9
procurement, board assembly, test, product integration, asset management and end of life support.
Game changing In the medical arena, the company is developing a low-energy x-ray sterilisation machine for vital equipment needed on the frontline of service delivery, providing an alternative to using high volume plants in select parts of the Uk by allowing manufacturers to sterilise themselves on-site.
SMS is leading the consortium working on the project, which has received backing from the
Customised test equipment
Number of jobs created by new
Technology Strategy Board backed projects
30-35
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SMS ElEctronicS e U R O P e
www.smse lect ron ics .co .u k 5 1
Technology Strategy Board (TSB) and will see a further 30-35 jobs created when the product becomes commercial following the 18-month evaluation and prototype programme.
“We are putting flexibility and agility into the supply model that medical device manufacturers currently use,” goldby added. “If you look at some of the areas around the world that really struggle with sterilisation issues, whether it’s dirty water or dirty implements, there is huge demand.
“There are also thoughts of being able to develop a more portable unit or something that could be trailer based and driven into an area; this is one to watch.”
Diversifying SMS electronics’ repertoire expands into many other areas. For instance, it is selling thousands of human gPS tracking devices into care homes and police forces around the world, helping to keep them informed on where people of interest are at any given time.
It is a second generation, sleeker model, building on the older solution which comprised a bulky tag that could only be connected to a local base like a cordless house phone.
In the utilities sector, the company is deploying smart metres for providers to use on their own networks, as homeowners do with their own energy and water consumption.
“The information is collected by various nodes at strategic points in the network and is collated by
Key Personnel
Mark GoldbyManaging Director
Graham shawOperations Director
Andrew MaddockSupply Chain Director
5 2 S e p t e m b e r 2 0 1 4
SMS ElEctronicS
a central database, which monitors and presents the data in a recognisable way,” goldby said.
“These companies have a lot of regulation and targets to meet so it is vital their networks, some of which are very old, are monitored constantly to get the best out of them.”
Another area of rapid growth over the past five years, with the advent of high-speed broadband, is high-definition video conferencing and SMS has manufactured the global market-leading
“The market has matured somewhat now and is in an interesting state of transition, especially with the explosion of cloud-based services”
Dedicated repair facility
M A N U F A C T U R I N gSMS ElEctronicS
www.smse lect ron ics .co .u k 5 3
Repair of fine pitch
components
product over this same timeframe.goldby added: “Low bandwith and high
pixilation used to be the norm so this brought a new level of user engagement. The market has matured somewhat now and is in an interesting state of transition, especially with the explosion of cloud-based services.
“There are new players and technologies coming forward all the time so it will be a challenge for this product to stay ahead.”
5 4 S e p t e m b e r 2 0 1 4
SMS ElEctronicS
emerging electronics Staying ahead is what SMS’s biannual emerging electronics event, held for the second time earlier this year, is all about.
Bringing together suppliers, partners and customers, it gives industry experts a flavour of what tomorrow potentially holds, while also giving SMS the chance to showcase its facilities at Beeston. After being fully subscribed and receiving very encouraging feedback again, it is in the diary for 2016.
goldby is equally passionate about being a part of his hometown Nottingham’s recent surge in business, especially in the clean and green tech fields, underlined by the company’s commitment to invest £1 million in upgrading its site in return
Recovery and renewal
of customer’s assets
Chassis manufacture of highly complex circuitry
e U R O P e
www.smse lect ron ics .co .u k 5 5
SMS ElEctronicS
for extending its lease by 10 years. “We have a great geographical location within
the Uk and the Midlands,” goldby said. “There is an international airport, freight terminal, great rail and road links which are being improved as we speak. There are also many large infrastructure projects going on in the east Midlands – Nottingham is a great place to do business.”
Rise of the apprentice developing a flexible culture and incorporating every employee into the SMS journey lies at the heart of future plans, and could ultimately help see the ambition of winning a Queen’s Award for Innovation realised.
Its 150 full time staff are trained and re-trained through the company’s in-house training centre, with 8-10 new apprentices being lined up for the coming year. In its fourth year, the apprenticeship scheme is a long term asset developer, and the future lifeblood of the company.
goldby concluded: “The quality of individuals applying is outstanding, and is coinciding with the majority of Uk universities maximising their tuition fees.
“We are having to compete with the likes of Rolls Royce, Bombardier and Toyota in the east Midlands region to attract the best, but if you can get some good talent and give them a clear vision of what they can expect from the company and what we expect from them, then you can develop some real assets.”
Company Information
i n d u S t ry
Manufacturing
h E a d q u a rt E r S
Nottingham, UK
f o u n d E d
2002
E M p l o y E E S
150+
r E v E n u E
£30 million
p r o d u c t S /
S E r v i c E S
Electronics assembly
lumotech Strengthens Market Position by Diversification and Natural GeographyWritten by: sam Jermy Produced by: sharon Long
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lumotech Strengthens Market Position by Diversification and Natural GeographyWritten by: sam Jermy Produced by: sharon Long
5 8 S e p t e m b e r 2 0 1 4
luMotEch South africa
Lumotech South Africa, supplier of automotive products to global car giants volkswagen, Toyota and Ford motors, is once again
preparing for a growth phase after seeing revenue rise 100 percent in the last three years.
The company’s products within the automotive range include headlights, taillights, spotlights, signal lights and specialised plastic injection mouldings and Lumotech is currently the only manufacturer of headlights and taillights for the automotive industry in the whole of South Africa.
Based in Uitenhage, eastern Cape, the Lumotech firm commenced operations in 1957 and has been wholly owned by parent company Metair Investments since 1993. It currently
The automotive and commercial lighting manufacturer is diversifying its product range and leveraging its uniqueness in being the only producer of headlights and taillights in South Africa
Operations inside Lumotech
M A N U F A C T U R I N gluMotEch South africa
www. lumotech .co .za 59
supplies three of the seven motor manufacturers in South Africa for the original equipment market.
Managing director Wolfgang Ropertz said: “Automotive lighting is the major portion of our business. Then we have the commercial side where we develop our own low-energy streetlights, and we have won some tenders on that locally; we export too. We also have warehouse lighting under the envirolight brand, so we are really developing our commercial side.”
Being the only indigenous manufacturer of headlights and taillights for the local motor manufacturers is a definite advantage because it means the lights can be tuned to the body that is being built locally by the motor
“We can assist the local motor manufacturers to tune the lights to exactly their specifications”
– Wolfgang Ropertz, Managing Director, Lumotech
Lumotech staff assisting with the light creation
luMotEch South africa
IPEX MACHINERY
a professional full
service supplier of
MACHINERY TO THE
GRAPHIC ARTS INDUSTRY
IPEX specialize in DIGITAL FINISHING
PRINTING
CONVERTING
FINISHING
solutions to the
PRINTING,
PACKAGING &
CONVERTING
INDUSTRIES
Johannesburg Durban Cape TownPhone: +27 (0)11 493 7816 Phone: +27 (0)31 701 0260 Phone: +27 (0)21 535 1515Fax: +27 (0)11 493 2389 Fax: +27 (0)31 701 0294 Fax: +27 (0)21 535 1513
www.ipex.co.za [email protected] [email protected] [email protected]
Rubber is our BusinessRubber Injection Moulding, Metal Pressings, Tool Room, Internal Laboratory
www.baytool.co.za | [email protected] Tel: +27 41 4873222 | Fax: +27 41 4872606
Supplying the automotive industry with rubber and metal pressings, both OE and aftermarket.
manufacturers within South Africa, instead of imports being designed that may differ slightly in body structure tolerances. It is therefore a relationship that is mutually beneficial.
Ropertz explained: “If the light is imported it would be built to suit those tolerances but it may not be the ideal build for the local body.
“That is one of our big selling points because we can assist the local motor manufacturers to tune the lights to exactly their specifications and tolerances within the body work.”
Another benefit is the elimination of risk in the supply chain, and the obvious reduction of transportation cost when manufacturing
Ford Ranger RCL
A F R I C A
www. lumotech .co .za 61
luMotEch South africa
locally. Lumotech prides itself on being highly skilled in injection moulding techniques, and as the lighting for original equipment customers is a visible item that needs to be aesthetically pleasing, the firm has been developing its name as a brand that can be relied upon.
Continuous improvementAs well as being a major supplier in the original equipment market (OeM), to the likes of vW, Toyota and Ford, Lumotech also sells small spotlights through a technical aid agreement with hella germany into the aftermarket for replacements.
Another major strategic focus is on the commercial range of products which includes energy-efficient streetlights and warehouse lights marketed under the envirolight brand. Its Led and CFL street lighting has seen some pleasing initial success, but the product Lumotech has in production is currently classified for B-class, suburban roads.
Andrew Meikle, director at Lumotech, said: “Therefore we have actually finalised the design of an energy-efficient streetlight for the main roads and motorways which will increase our product portfolio and obviously give us the opportunity to compete in more projects.
“Continuous improvement is part of our philosophy, so we are always working to try and improve our productivity. We have to become more competitive, that’s always the
“We have actually finalised the design of an energy-efficient streetlight for the main roads and motorways which will increase our product portfolio and obviously give us the opportunity to compete in more projects”– Andrew Meikle, Director, Lumotech
Toyota Hilux CHL
6 2 S e p t e m b e r 2 0 1 4
luMotEch South africa
drive for us. going forward, we are working to localise some existing products. We have a number of projects in the pipeline.”
The Lumotech strategy is to grow as a supplier while simultaneously increasing its product spectrum in the non-automotive commercial side, so with the development of new products and widening of the range, the strength of the business increases as a result of increasing the scope.
Market mattersCurrently Lumotech has 410 employees; in recent times this has fluctuated because of volume changes and some projects have come to an end, but now the firm will be growing again as
“The majority of our suppliers are from overseas from Japan, Thailand, Singapore, China all over Europe and also some from the USA, mainly because most of the material we use is quite specific and it is a very technical raw material”– Wolfgang Ropertz
Aerial shot of Lumotech headquarters
A F R I C AluMotEch South africa
www. lumotech .co .za 63
it goes into the next phase of development.Ropertz said: “We will be increasing our staff;
it all depends on our manufacturing volume and what’s going on with the motor plants, and our core structure is in line with that. But because we are introducing new technologies as well, we will be employing more.
“The majority of our suppliers are from overseas from Japan, Thailand, Singapore, China all over europe and also some from the USA, mainly because most of the material we use is quite specific and it is a very technical raw material. Obviously we have local suppliers too and things like lenses for tail lights, we will be localising in the future.”
Since 2008 Lumotech’s capital expenditure has been in the region of R100 million. It has invested substantially in new equipment; mainly injection moulding machines and metalising machines. The growth strategy is to get more work from the remaining four motor manufacturers in South Africa. It has already targeted two and is fine-tuning cost to tool up.
“We have a five year strategic plan in place to get the business for the models of what we are producing, wherever a production cycle is coming to an end and the model is running out.
“We must also get the business to lead to one new model, headlights and taillights while increasing our non-automotive business. Potentially, we could see our turnover increase by 25 percent,” concluded Ropertz.
Company Information
i n d u S t ry
Manufacturing
h E a d q u a rt E r S
Uitenhage, South Africa
f o u n d E d
1957
E M p l o y E E S
411
r E v E n u E
Not Disclosed
p r o d u c t S /
S E r v i c E S
Light manufacturing
MEXicanaSSociationof aEroSpacEinduStriESWritten by: Luis G. Lizcano, General Director; Pamela Arellano, Assistant
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MEXicanaSSociationof aEroSpacEinduStriESWritten by: Luis G. Lizcano, General Director; Pamela Arellano, Assistant
L AT I N A M e R I C A
w w w. f e m i a . c o m . m x 6 7
Established in November 2007, FeMIA® has over 65 members generating over 5.0 billion U.S. dollars of products and services
exported in 2012, growing nearly 24 percent. Based on industry figures, the 2013 conservative growth potential is 13 percent.
FeMIA is a nonporfit organization recognized by the Federal government. It covers the Mexican Republic, and its purpose is to bring national and foreign corporations within this sector to provide synergy and leverage from lessons learned.
Based on a 20 percent average growth in aerospace companies since 2004, FeMIA® with the support of the Mexican government, has created the “Pro-Aereo” Program, Pro-Aereo is a National Strategic Aerospace Industry Initiative having key strategies, milestone and goals through 2020 as outlined below:
key strategies:1. Promotion and development of internal and external markets, defining our niches and creating the instruments to support our con continuous growth.
Eloscan
“We work closely with aerospace associations in other countries and regions GIFAS, ADS, AIA-USA, AIAC, Aerospace Ontario, AAE, TEDAE, LBD”
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MEXican aSSociation of aEroSpacE induStriES
2. Strengthen and develop our aerospace industry capabilities with a linked Supply Chain. develop local suppliers and encourage cluster development throughout Mexico.3. The development of the necessary human assets of the industry, with well defined technical and training programs and
education-industry links.4. development of the necessary technology including specialized clusters, new areas of technology, R&d labs and development of new materials.5. development of the public-private programs required to assist the growth of the industry, with an institutional frame, governmental leadership, incentives and financing,
Helicopters
Aircraft interior
Turbine interior
L AT I N A M e R I C A
w w w. f e m i a . c o m . m x 6 9
MEXican aSSociation of aEroSpacE induStriES
Turbine interior
international covenants and including infrastructure, certifications required by the industry, logistics and technical centers.
Milestones to be reached:*The establishment of a formal coordination and administrative-management mechanism between industry and government.*Active manufacturing participation in international programs to access new technologies and markets.*To enact the establishment of a formal “buy- local” strategic program.*The establishment and implementation of “industrial cooperation” compensation systems to benefit corportions established in the country.
“Exports from the
aerospace industry
were higher than in 2013...”
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MEXican aSSociation of aEroSpacE induStriES
*To create specific support and incentive programs for the aerospace sector.*An access to a specific financial line for the aerospace industry.*The Opening of a Proof Testing Aerospace Lab to service the industry.*To design, to develop, to manufacture and to assemble an engine module.*To support the assembly of the first series airplane with 50% local content.* To place our country as the first aerospace service hUB in Latin-America.
Goals though 2020:*To be within the 10 largest suppliers of the aerospace industry in the world in exports.*To reach over $12 billion USd in exports a year.*To have over 110,000 workers in the aerospace business.*To reach 50 percent of local content in our raw materials and products in the aerospace industry.
Mexican aerospace facts:*Mexico is amongst the 14 largest countries in the world with an active aerospace industry.*Large supplier of OeMs, Tier1 and Tier 2 corporations in this sector, with over 300 suppliers of spare parts, raw materials and specialized machining for the aerospace industry.*We are targeting to get as many producers
Welding
w w w. f e m i a . c o m . m x 7 1
A M e R I C A L AT I N AMEXican aSSociation of aEroSpacE induStriES
Chemical Processing
of raw materials of the aerospace industry to increase our national content.*Mexico`s (dgAC) and U.S. (FAA) signed the Bilateral Aviation Safety Agreement (BASA), where the Federal Aviation Administration (FAA) recognizes the general direction of Civil Aeronautics of Mexico (dgAC) as an Agency with full capacity to certify.
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MEXican aSSociation of aEroSpacE induStriES
*Mexico joined the Wassenaar Arrangement december 2011, this global multilateral arrangement on export controls for conventional weapons and sensitive dual-use goods and technologies. Mexico will soon be joining the
“It is important toknow the growthof the aerospaceindustry”
Turbines
w w w. f e m i a . c o m . m x 7 3
L AT I N A M e R I C AMEXican aSSociation of aEroSpacE induStriES
Nuclear Supply Agreement, the Australia group and the Missile Technology Control Regime.*Over 5.4 billion U.S. dollars of export of goods and services in this sector are a result of more than 266 different industrial processes in 2012, with a 24 percent increase.*Mexico has free trade agreements with 44 countries in the world, which gives corporations a virtual free or lower tariff operational environment.*Mexico is the lowest cost country of NAFTA, with great logistic advantages form its unique geographical location, closest to the largest market in the world; enjoying the same time zone and industrial practices.*Mexico has showed extraordinary manufacturing flexibility, proving attractive prototype fabrication abilities
Company Information
i n d u S t ry
Aerospace
c o u n t ry
Mexico
S E r v i c E S
business representation
n u M b E r o f
a S S o c i at E S
65 members
K E y p E o p l E
Luis G. Lizcano (general
director), Pamela
Arellano (executive
assistant
w E b S i t Ewww.femia.com.mx
innovation in the Sky:Aerospace leaders in Mexico
Written by: Rebecca CastrejonProdued by: Taybele Piven
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innovation in the Sky:Aerospace leaders in Mexico
Written by: Rebecca CastrejonProdued by: Taybele Piven
7 6 S e p t e m b e r 2 0 1 4
airbuS hElicoptErS
Conquering flight since 1992established in 1992, the Franco-german-Spanish eurocopter group is a division of eAdS, a world leader in aerospace and defense-related services. The eurocopter group employs approximately 22,000 people. In 2012, eurocopter confirmed its position as the world’s No. 1 helicopter manufacturer with a turnover of 6.3 billion euros, orders for 469 new helicopters and a 44 percent market share in the civil and para-public sectors. Overall, the group’s helicopters account for 33 percent of the worldwide civil and parapublic fleet. eurocopter’s strong international presence is ensured by its subsidiaries and participations in 21 countries. eurocopter’s worldwide network of service centers, training facilities, distributors and certified agents supports more than 2,900 customers. There are currently more than 11,780 eurocopter helicopters in service in 148 countries. eurocopter offers the most comprehensive civil and military helicopter range in the world and is fully committed to safety as the most important aspect of its business.
In México With clients such as the Presidency of the Republic of Mexico and the Mexican Navy, eurocopter de México offers manufacturing, sales and after-market service to Central America, the north zone of South America and the Caribbean.
eurocopter expanded its global industrial footprint and enhanced the company’s presence
L AT I N A M e R I C A
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a irbuS hElicoptErS
“It is very satisfying to see the AS350
B3e adapt perfectly to the
diverse operating conditions of the Mexican terrain”
– Serge Durand, CEO of Eurocopter de México
in Mexico in 2013, with the inauguration of a new manufacturing center of excellence in Querétaro, which is expected to produce high-technology aircraft structural metallic components. Mexican President enrique Peña Nieto attended the event, along with other key government, local and eurocopter officials.
airbuS hElicoptErS
“The importance of eurocopter’s industrial commitment to Mexico is demonstrated by the role of Querétaro’s as the sole manufacturing source for all the aircraft components it will produce,” sats Serge durand, CeO of eurocopter de México.
Airbus helicopters employs around 300 people at its facilities in Mexico City, veracruz and Querétaro. The company has several regional support centers located around the nation offering enhanced maintenance and repair services to clients. Additional facilities are being planned for several other regions around the
“Large quotes usually go at the bottom or top the wide text column, only one per spread, followed by the credit name and position”– Name of person, Company position
www.acb-ps.com | [email protected] | www.cyrilbath.com | [email protected]
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L AT I N A M e R I C AairbuS hElicoptErS
United States, including the Northeast and gulf of Mexico.
InnovationsThis 2014, An Airbus helicopters AS350 B3e helicopter achieved a new record in Mexican aviation history today by landing on the country’s highest peak, the 5,610-meter-high Pico de Orizaba (also known as Citlaltépetl).
“It is very satisfying to see the AS350 B3e adapt perfectly to the diverse operating conditions of the Mexican terrain,” says durand.
aCB and CYRIL BaTH are the world leaders in aerospace metal forming solutions. The Group offer includes: - Design, manufacturing and installation of machines for metal forming (Stretch forming, Elastoforming, Hot Forming, Superplastic Forming, Linear Friction welding…) - Supply of related simulation softwar - Parts manufacturing in its own factories Thanks to its experience as press and parts manufacturer, the Group can provide turnkey solutions starting from simulation, tool design, parts development up to Turnkey workshop
Website: www.acb-ps.com
Supplier profile - ACB - AerospAce
MetAl solutions
www.demagruas-hormiga.com.mx
airbuS hElicoptErS L AT I N A M e R I C A
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In addition, a level d full-flight simulator will be operational in 2016. Airbus helicopters has committed to expanding and tailoring its customer support operations for helicopter transport providers serving the growing oil and gas production and exploration sector – for which the company is the leading rotorcraft supplier. This will involve new resources for the eC175’s introduction in the gulf of Mexico – the world’s busiest area for offshore helicopter activity – including parts and spare supplies available at the dallas/Ft. Worth, Texas depot of the company’s U.S. subsidiary, Airbus helicopters, Inc.
expansion PlansThe Mexican Ministry of the Navy (SeMAR) is continuing its 2013-18 naval aviation
Airbus Helicopters EC175 aircraft (mock-up scale 1) at Heli-Expo
NDT EXPERT México offers services and products global solutions, manufacturing and maintenance, for the aerospace industry in México and Latin America
www.testia.com - [email protected]
MéxicoEXPERT
Non Destructive Testing Worldwide Provider
www.boysen.aero [email protected]
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L AT I N A M e R I C A
modernization and expansion plan through the procurement of 10 Airbus helicopter AS565 MBe Panthers, two eC225 LP helicopters, and a single Bombardier Challenger 605 aircraft, according to SeMAR’s outreach unit (UNICOS).
This procurement accounted for a combined MxN 8.651 billion (USd 668 million) investment announced in early July for unspecified aircraft types.
This article will continue in the October Issue…
w w w. l i n k e d i n . c o m / c o m p a n y / a i r b u s - h e l i c o p t e r s
Company Information c o M pa n y
Airbus Helicopters
(EUROCOPTER)
i n d u S t ry
Aerospace
h E a d q u a rt E r S
Ciudad de Mexico, Distrito
Federal, Mexico
f o u n d E d
1992
E M p l o y E E S
300
r E v E n u E
USD +$95 million
E M a i l
w E b S i t E
www.eurocopter.com.mx
w w w. f a c e b o o k . c o m / A i r b u s H e l i c o p t e r sh t t p s : / / t w i t t e r. c o m / A i r b u s H C
“The importance of Eurocopter’s industrial commitment to Mexico is demonstrated by the role of Querétaro’s as the sole manufacturing source for all the aircraft components it will produce”– Serge Durand, CEO of Eurocopter de México
tt GroupTurning Over a New LeafAfter years as primarily a wholesale manufacturer, TT Group is taking its Tender Tootsies brands into the spotlight of online retail and distributionWritten by: sasha orman Produced by: sean Bakke
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tt GroupTurning Over a New LeafAfter years as primarily a wholesale manufacturer, TT Group is taking its Tender Tootsies brands into the spotlight of online retail and distributionWritten by: sasha orman Produced by: sean Bakke
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tt Group
When you have been in business for decades, there may come a time when you find that the status quo is no longer optimum and it’s time to pivot the company in another direction. Canadian company TT group has found itself in this position several times throughout the years, first growing and expanding from a fun sock manufacturer to a manufacturer and wholesale distributor of several shoe brands including Tender Tootsies that capture value and comfort for consumers.
Now TT group is there again – as the world of retail and manufacturing
has changed, TT group is changing with it, shifting away from manufacturing and repositioning itself as a retailer and distributor. It’s a new challenge, but through it TT group is hoping to reach consumers in all new ways.
Finding a Presence online “We’ve never been much into marketing – our brand name’s been around so long, we’ve mainly been just a strict manufacturer sending out good product year after year and relying on that,” says Paul Perivolaris, vice President and Partner at TT group. But as
Reception
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tt Group
Tender Tootsies was founded by Earl Lyons in 1942, and began as a sock company. Here we see a worker inspecting some argyle socks.
the company is shifting into the retail and distribution sectors, marketing is critical – and along with the building of its online store, scheduled to soft launch in early 2015, TT group is building an online presence through social media.
“New media is a much more cost effective way of getting to our customer,” says Perivolaris, noting particular success on Facebook. “Our retail stores are only in Ontario, but we’re a national brand and the only way we can get quickly to the rest of the country is online. We get a lot of calls from people in vancouver and Quebec asking where they can
get our shoes, and now we’ll have a more direct way to put them in touch with our product. It’s an instant connect for our customers across the country which we like, and a relatively cost effective way of doing it for sure.”
searching for Partnerships In addition to marketing its own house brands, TT group is also searching for the right independent shoe brands that the company can provide a distribution channel for on their online store.
“We’re more looking at different partnerships, more brands
to distribute in Canada,” says Perivolaris. “That’s kind of been our growth strategy, as little internal overhead growth as possible and more external partnerships. Our infrastructure allows us to grow fivefold. So if someone’s trying to come into Canada – why start their
own office, their own warehouse, and their own IT departments to service the same customers we’re already serving?”
According to Perivolaris, TT group is looking for partners with a clear and defined marketing and development strategy already in
Tootsies Exterior
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place, so that TT group can operate simply in the background. “We’re all accounting based brains with a product background, but most of the partners we’re looking for have a really interesting product that they are really passionate about and can go sell it and we process it,” he explains. “That’s what we’re looking for to utilize. Internally, we want to concentrate on Tender Tootsies – it is already the biggest brand in the store, and we want to make it the house brand in Canada. I think we have a competitive advantage there, and that’s what we’re looking at.”
Maintaining Relationships When a company has been around as long as TT group, maintaining strong relationships with partners, suppliers, and clients over the course of decades is critical. At TT group, those relationships are treated like a personal relationship.
“It’s exactly the same philosophy as I have with maintaining friendships,” says Pervolaris. “I don’t talk to my suppliers any different than I talk to my customers or my employees, and we’ve had that core value through our company since our birth. I still work with people who I worked with the whole sixteen or seventeen years I’ve been here now. The buyers I deal with, I’ve grown up with. So we deal with employees the way we deal with everyone else – we’re honest and treat them like human beings. It’s not a huge strategy, we just generally empathize with their situation and hope
Paul Perivolaris
Vice President and
Partner at TT Group
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tt Group
they do the same for us.”
Looking Forward to the Future After such radical changes in the TT group structure, the company is looking forward to the future with optimism and excitement no matter what shape that future takes, whether it’s acquiring a stable of brands to distribute or being acquired into a global company itself. The most important next step is examining how to grow in this new space as a distributor and retailer through further promotion and growth.
“dominating Canada is our
Congratulationto TT Group
Congratulationto TT Group
Entreprise P.Boucher is a leather importer/exporter.
Our customers are shoe/boot manufacturers in Asia,Canada and USA.
Entreprise P.Boucher is a leather importer/exporter.
Our customers are shoe/boot manufacturers in Asia,Canada and USA.
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tt Group
https://twitter.com/tendertootsies
https://www.facebook.com/TenderTootsies
goal, and then we can start to expand on our US presence in the future,” says Perivolaris. “We’ve got to reestablish in Canada first, and retail’s going to be a huge part of that but we’re going to do it in combination with wholesale. We’re going to open as many stores as we can, as opportunities come up, and going online is our big first step to see where our sales are coming from and what areas of the country are our strongest. Then maybe fill in some brick and mortar stores there as well.
“It’s going to be interesting to see,” he adds. “From a product development point of view we’ve got to be a lot more clever, and just concentrate on building the brand. Without the brand we’re nothing. Tender Tootsies is a silly name, but everyone knows it and everyone likes it, keep it fun and happy and expand on that.”
Company Information
i n d u S t ry
Manufacturing
h E a d q u a rt E r S
Ontario, Canada
f o u n d E d
1945
E M p l o y E E S
185
the delfield companyOptimizing ingenuity with a focus on tech innovation tFounded on the east side of Detroit, Michigan, The Delfield Company has grown to become a worldwide force in the field of food service manufacturing Written by: stephanie C. ocano Produced by: Jason Wright
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the delfield companyOptimizing ingenuity with a focus on tech innovation tFounded on the east side of Detroit, Michigan, The Delfield Company has grown to become a worldwide force in the field of food service manufacturing Written by: stephanie C. ocano Produced by: Jason Wright
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thE dElfiEld coMpany
Regarded globally as one of the largest custom stainless steel refrigeration equipment manufacturers, the delfield Company is a leader in the foodservice equipment industry.
Founded in 1949, the company made its start by making custom refrigeration food storage equipment for restaurants and since then it has grown in both size and dexterity. The company has been sold and shared numerous times over the years and was most recently acquired by The Manitowoc Company in 2008. Becoming a part of the Manitowoc Foodservice
led to some restructuring of the company but allowed for a consistent product mix.
In April, The U.S. environmental Protection Agency recognized Manitowoc Foodservice with a 2014 energy Star Partner of the Year – Sustained excellence Award for their continued leadership in protecting the environment through superior energy efficiency.
Currently participating in six energy Star categories, including fryers, ice machines, refrigerators, freezers, steam cookers, griddles, and ovens, Manitowoc Foodservice increased its energy Star qualified
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portfolio to 1,254 models in 2013 - an increase of over 35 percent over the prior year. Convotherm was able to increase triple fold due to the newest commercial equipment category addition launched in October 2013 by energy Star and Frymaster increased by nine models due to the expansion of their product line.
“Manitowoc Foodservice has earned ePA’s highest energy Star award – the 2014 Partner of the Year - Sustained excellence Award – because of their unwavering commitment to helping consumers become increasingly more energy efficient,” said ePA deputy Administrator Bob Perciasepe.
Most recently, Manitowoc kitchenCare has launched a new technical support phone system in North America. Now, when Manitowoc Factory
“We have personnel dedicated to the lean journey and try to use that in every step of the process”
See how tomorrow’s solutions are ready todayvisit www.danfoss.comSee how tomorrow’s solutions are ready todayvisit www.danfoss.com
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Authorized Servicers call 1-844-724-CARe or any of the toll-free technical support numbers for Manitowoc brands, calls are answered by the new system.
early data and feedback show that the system is working as planned. Manitowoc nearly has eliminated any wait times for FAS technicians who need help when on service calls. Chain account customers participating in subscription technical support programs for their restaurants and operations teams also are enjoying faster response.
A focus on being lean Increasing production while reducing waste is a feat all companies attempt and delfield Company has taken certain strategies such as lean manufacturing and kaizen into consideration to achieve such a goal.
“We’ve had lean here for quite a few years,” said don hale, director of Operations at delfield. “We have personnel dedicated to the lean journey and try to use that in every step of the process to consider those principles while we’re setting things
up [and] doing problem solving.”exhibiting activities that
continuously improves all functions involves the cooperation from all employees, from the CeO to assembly line workers, and great employees makes all the difference.
delfield hires pre-screened applicants through a temporary service and works with major schools in the area, such as Central Michigan University, offering internships. On the floor, some of the primary operations are tech welding of stainless steel, assembly work and electrical work. hence, the target skills delfield looks for in employees is welding and electrician experience.
When it comes to such a large work force, communication is key, according to hale.
“It takes a lot of communication and we try to work very closely,” said hale. “We try to work very closely so that we’re all on the same page and are all trying to do the same thing. It’s definitely challenging. It’s a very diverse group in a very diverse product so there’s a lot of flexibility that we have to have from everyone.”
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When you buy Delfield refrigeration equipment, you’re not only buying a quality product, but also one that is environmentally friendly. That’s because Delfield insulates its equipment with ecomate® polyurethane foam from Foam Supplies, Inc.
Unlike other types of foam insulation, ecomate® does not contribute to global warming, ozone depletion or SMOG production. Plus, ecomate® offers superior insulating properties, which keeps energy costs low while helping to maintain food freshness.
Ecomate is U.S. EPA SNAP compliant, and also complies with the Montreal and Kyoto Protocols. So choosing Delfield products isn’t just good for business…it’s also good for the environment.
Foam Supplies is Proud to Help Delfield Make Better Products that
are Better for the Environment.
But this flexibility is something that is easily achieved thanks in part to delfield’s information technology team.
“The software that they provide and maintain is a key to our daily operations,” said hale. new technology unveiled As a company, delfield has taken acknowledgement of their current technology and has decided to develop and upgrade their systems. Primarily, in the controls.
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“There is a lot of work going on in the controls, mainly with the packages that go out with our units,” said hale. “We’ve had a lot of development in that area to get smarter, keeping the unit clean and health safe, and out of the hands of the operator and more into the controls of the machine.”
Additionally, a new fiber laser cutting machine has been developed – an upgrade from the current CO2 lasers delfield uses. The advances in the fiber laser allow for a smoother edge in production and with the first one installed at delfield, hale expects it to run much faster than the current CO2s.
“We’ve had a lot of overtime because of capacity returns and I’m hoping to reduce that overtime through that equipment,” hale said.
With new product launches and the recent release of a new carts and kiosks line, delfield has a lot in store for the coming year.
“We’re looking at a lot of international work that we’re supplying for different chain groups,” said hale. “We’ve got new product launches going on. Several of them right now that hopefully the market will appreciate and continue to grow.”
Company Information
The Delfield Company was founded in a small building on Detroit’s east side in 1949 by Paul DeLorenzo and Thomas Springfield. The company name was derived from the “Del” in DeLorenzo and the “field” in Springfield. Today, Delfield is one of the largest custom stainless steel refrigeration equipment manufacturers in the world.
https://www.facebook.com/pages/The-Manitowoc-Company-The-delfield-Company-LLC/164737166921832
actronair:ActronAir Successfully Serves One of the Harshest Climates on EarthActronAir continues its role as a leading market innovator through fully integrated design, development, manufacturing and strategic partnershipsWritten by: Andrew Rossillo Produced by: Nick Ledue
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actronair:ActronAir Successfully Serves One of the Harshest Climates on EarthActronAir continues its role as a leading market innovator through fully integrated design, development, manufacturing and strategic partnershipsWritten by: Andrew Rossillo Produced by: Nick Ledue
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actronair
ACTRONAIR WAS ESTABLISHED by garry Mundy and his two sons, Robert and kevin, in 1984. They started the company because they believed in ideas, not status quo, leading to innovation at every stage of the company’s history. Today, “ActronAir is a proud Australian owned family business celebrating its 30th year, with a reputation for designing, manufacturing and distributing some of the most energy efficient air conditioning units on the market,” says general Manager graham Brown.
From advanced air-flow technology, energy smart zoning,
sound reduction and temperature control through to the unique louvre grille of their outdoor units, the Company’s innovation-rich offerings and operations continue to drive sales and growth. “Innovation and Customer Service are key elements of our competitive advantage. We continually innovate to create clever solutions specifically designed to meet the harsh Australian climate so that people can live and work in absolute comfort,” says graham.
Fully Integrated Design, Development and Manufacturing Regarded as the quiet achiever
Actron Headquarters
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actronair
Actron Factory
in the Australian air conditioning industry, ActronAir has evolved into a fully integrated design, development and manufacturing business. The company’s head office and world-class manufacturing plant covers more than two hectares and includes a state-of-the-art Psychrometric Calorimeter testing room.
As part of these fully integrated
operations, graham outlines the top factors contributing to the Company’s steady growth: “First, we provide a quality product designed to meet Australian conditions. We also apply a continual focus on innovation across all parts of the business, especially in product design.”
“In addition, we work with key supply chain partners who share the
“ActronAir is a proud Australian owned family business celebrating its 30th year, with a reputation for designing, manufacturing and distributing some of the most energy efficient air conditioning units on the market.”
actronair
Custom Electronics & Product Design• Complete ‘Internet of Things’ Turnkey
Solutions• Hardware | Firmware | Software
Manufacturing | Mobile Apps
Winner: 2012 and 2014 Australian Small Business Awards#45: BRW Fast 100 companies
... developing the future 1800 810 124lx-group.com.au
same philosophy of innovation, quality and customer focus. Strategic business relationships play a major role at ActronAir. We work hand in hand to bring innovative ideas to life. Our partner relationships allow us to challenge each other, share ideas, and bring products to market far sooner than the standard industry time frames for producing a commercialised solution,” says graham.
Challenges and Solutions While continued growth is generally a positive, ActronAir carefully monitors their growth to ensure the Company maintains their core beliefs while growing in multiple segments of their industry. In addition, while new ideas are also generally a positive, actually bringing to market all the ideas ActronAir has for innovative product represents a challenge for the Company’s R&d resources. ActronAir’s R&d department continues to do exceptionally well with this challenge of keeping up with a large volume of good ideas, but it is something that requires special attention nonetheless.
graham also added that “The high Australian dollar to the US dollar has been a challenge over recent times. however we continue to thrive and grow despite this.”
“Our Business excellence programme has been a great contributor to us being able to engage the entire workforce in finding new ways of doing things to accommodate the growth we have had over the past few years.
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actronair
Improving processes in all areas of the business has certainly helped the Company to do things better and faster to meet the growing customer needs,” explains graham.
New Product Lines Over just this last year alone, ActronAir has launched three new product lines:
hercules is the most advanced range of variable capacity reverse cycle packaged units ever engineered in Australia. With a capacity range of 140kw, 170kw and 195kw, the units are the size of a 20ft shipping container. “We are extremely proud of the performance that hercules delivers, in particular the energy savings it can provide, and this something that the industry has acknlowedged - it recently won the ARBS industry award for Product of the Year, and was a finalist at both the AIRAh and endeavour awards,” says graham.
The eSP Platinum (energy Smart Performance) series is a range of variable speed split ducted air conditioners that are up to 75 percent more efficient than conventional fixed speed
technology, and up to 50 percent more efficient than conventional inverter technology. “Our eSP line has been at the forefront of energy efficient products for many years. This range was recently extended with the release of the Platinum range of split ducted units. Being able to run a ducted unit on just one zone without a “common zone” is a feature that many other brands cannot do,” says graham. “This feature of variable air flow combined with variable refrigerant flow is a real energy saver for the consumer. We take this one step further with our eSP Ultima product, which gives you the ability to control different temperatures in different zones all at the one time, giving you the ultimate comfort solution.”
ActronConnect is the Company’s wireless control system that allows their customers to control their ducted air conditioner from anywhere that has internet connectivity. This product was developed in-house and will work with any smart phone, tablet and computer through the ultra convenient ActronConnect App.
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actronair
General Manager Graham Brown
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Market-leading Innovators The working knowledge vested in the company’s principals, combined with 30 years of research and development, has resulted in some of the quietest, most energy efficient air conditioning systems in the world.
As long-standing market leaders, ActronAir has adopted additional responsibilities. “As what we see as part of our industry obligation, we spend a lot of time educating our dealers and other parts of the industry in a broad range of topics each year. Last year we held training sessions for more than 400 trade-based customers, and we also contributed product to the TAFe network to help with the apprentice training scheme. [NSW Technical and Further education Commission, known as TAFe NSW, is Australia’s leading vocational education and training provider.] We also sponsor many industry events and have numerous employees who are active members within industry associations,” says graham.
“What has excited me the most is seeing the company grow and increase our brand penetration across multiple segments of the hvAC industry. Seeing innovative products being released to market and then having this recognized through industry awards is very gratifying. I am also happy to have been able to see numerous employees promoted to more senior roles to become part of the future of the business.”
Company Information
i n d u S t ry
Manufacturing
h E a d q u a rt E r S
bella Vista, Australia
f o u n d E d
1984
E M p l o y E E S
215
p r o d u c t S /
S E r v i c E S
ActronAir was established by Garry Mundy and his two sons, Robert and Kevin, in 1984. They started the company because they believed in ideas, not status quo, leading to innovation at every stage of the company’s history. Today, ActronAir is a proud Australian owned family business celebrating its 30th year, with a reputation for designing, manufacturing and distributing some of the most energy efficient air conditioning units on the market.
Jebsen & Jessen chemicals:Jebsen & Jessen Chemicals Maintains Local, Cultural Pulse throughout Growth
Jebsen & Jessen Chemicals continues to expand throughout Southeast Asia, while adapting its western way of working and high respect and integration of local culture to emerging opportunities.Written by: Andrew Rossillo Produced by: Wayne Masciotro
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Jebsen & Jessen chemicals:Jebsen & Jessen Chemicals Maintains Local, Cultural Pulse throughout Growth
Jebsen & Jessen Chemicals continues to expand throughout Southeast Asia, while adapting its western way of working and high respect and integration of local culture to emerging opportunities.Written by: Andrew Rossillo Produced by: Wayne Masciotro
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THE JEBSEN & JESSEN group of Companies South east Asia, a member of the Jebsen & Jessen Family enterprise, dates its origins to a trading partnership formed in hong kong in 1895. The group, incorporated in the early 1960s, is today a highly diversified entity engaged in eight core businesses: Cable Technology, Chemicals and NutriLife Ingredients, Communications, Life Sciences, Material handling, Offshore, Packaging and Technology.
Jebsen & Jessen Chemicals distributes Coatings & Resins, Plastic and Rubber Chemicals,
Performance Chemicals, Food Ingredients, Animal Feed and health Ingredients, Personal and home Care, Pharma and Agrochemicals.
In its July 2014 issue, ICIS Chemical Business magazine, the top source of market intelligence and analysis of the global chemical markets, announced the annual global ranking of the Top 100 Chemical distributors, based on 2013 sales. The Jebsen & Jessen Family enterprise for chemical distribution activities in three locations – South east Asia, China and europe – recorded total sales of eUR 1.01 billion in 2013. With
Coating & Resins
www.chemica ls . j j sea .com 1 1 1
this outstanding performance, they remain the World’s 8th largest Chemical distributor in the ranking of Top 100.
Apart from the global listings, ICIS also break out leaders by sales in the key geographic regions of North America, europe, Asia, Latin America, and the Middle east Africa. Jebsen & Jessen Chemicals, with its leading position in South east Asia,
maintains its rank number eight in Asia Pacific .
With a focus on South east Asia, the group has established a firm foothold in the region through more than 50 subsidiaries and associate companies in Singapore, Indonesia, Malaysia, Philippines, Thailand, vietnam, Myanmar, Cambodia and Laos, employing approximately 4,300 people.
“I“Sustaining the right size for our Company helps us develop, nurture and maintain long-term relationships with our suppliers and customers.”
JEbSEn & JESSEn chEMicalS
TYRE PRODUCTS
Lowers viscosity of NR, maintains best dynamic properties, provides a mixing step cut too
Increases silica dispersion and cure rate whilst lowering rolling resistance
Maximised extruder performance with increased scorch safety and improved cross-link stability
Advanced products for advanced tire technologies:
Struktol HT 105
Struktol HT 207
Struktol HT 276
www.struktol.de
“One of the things that makes us unique is that we’re not only working throughout Southeast Asia, but we’re also working in a very Western frame of mind, too,” says Regional Managing director/CeO Marc deschamps. “As part of this mindset, the Company represents high technology suppliers who do not wish to set up their own sales force in Southeast Asian countries,” says deschamps. “We do that for them with our extensive technical sales force and they are very happy we do.”
Building Value through Cultural Respect The core values upheld by the Company are executed through the development and nurturing of premier technology partners, value creation and solution focus for the customers in the region, characterized also through a mindset towards Quality and excellence, Initiative and a proactive can-do attitude, Change and Learning ability, as well as knowledge sharing and Teamwork.
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GLAMOROUS H I G H L I G H T S
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GREEN SURFACTANTS AND MORE ...
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JEbSEn & JESSEn chEMicalS
“We are committed to working respectfully within cultural boundaries throughout our business operations,” says deschamps. “We are not the biggest, nor do we want to be the biggest either. Sustaining the right size for our Company helps us develop, nurture and maintain long-term relationships with our suppliers and customers.” In addition, maintaining their current size helps the Company maintain strict compliance measures throughout the course of doing business.
deschamps also commented that, “Beyond capturing organic growth in the region, we are also very interested in M&A and inorganic growth where this makes strategic sense. Such M&A activities and growth projects are constantly on our agenda. 50:50 Joint ventures are a good example where JJ has been both active and successful in the past. Partnership is the relevant word, not dominance, to make a venture successful.”
New Joint Venture: JJ-Muntons This past March, Jebsen & Jessen and Muntons formed a new
Thailand-based joint venture: JJ-Muntons. The 50:50 joint venture agreement to manufacture specialty malted food ingredients in Thailand positions the new Company, JJ-Muntons (Thailand) Ltd, to become Asia’s preferred supplier of premium specialty malted ingredients to the food & beverage industries. The new venture is committed to a US$17.5 million plant to be built in Chonburi, Thailand by the end of 2015.
This partnership brings together two companies with shared core values across the areas of customer focus, sustainability, food safety, ethical behaviour and environmental responsibility. “We are teaming up for success and growth in Asia. Muntons’ technology and production know-how paired with Jebsen & Jessen’s distribution capability in South east Asia is a winning formula for this joint venture of equal partnership,” says deschamps.
key growth projects such as the JJ-Muntons joint venture promote the diversification of Jebsen & Jessen’s base capabilities, supporting their strategic shift away from pure distribution. “We invest
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Performance Chemicals
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in production but with a strong consumer focus and branded products. Another example of this strategic shift is our new animal nutrition farm pack, where convenient ready mixed functional ingredients are packed in branded consumer or end-user packs.” explains deschamps.
Key Success-supporting Elements Jebsen & Jessen Chemicals places strong emphasis on human resource development (hRd) to achieve the full potential from its employees. The hRd programme has been designed to develop staff competence, knowledge and motivation, so as to inculcate values of service, fulfill our strategy and deliver results.
The Company is also committed to forging dynamic partnerships with customers through personalised service, key account management and innovative solutions while practising responsible care through the execution of our strategic service intent (SSI).
deschamps went on to explain a vital component that helps them stay in touch with how to provide the best services and products possible: “Business management should be done from within an office, but I also plan on being out there with my team, regularly traveling to different countries, keeping a pulse. You have to engage with local cultures. From this, you can derive new projects and find local opportunities and offers for our valued customers in the region”.
Company Information
i n d u S t ry
Manufacturing
h E a d q u a rt E r S
bangkok Thailand
f o u n d E d
1960
E M p l o y E E S
300
r E v E n u E
$400 Million
p r o d u c t S /
S E r v i c E S
Jebsen & Jessen Chemicals distributes Chemicals and NutriLife specialty ingredients through its industry focused business lines Coatings & Resins, Plastic and Rubber, Performance Chemicals, Food Ingredients, Animal Feed and Health Ingredients, Personal and Home Care, Pharma and Agrochemicals.
