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FOCUS Material handling P. 40, 48

MARKET TRENDS Metalworking fluids P. 32

AdvtEM - Interview

Suman BoseVice President & MD, Siemens PLM Software,India (p.30)

EVOLUTION OF DIGITAL PROTOTYPING

Beyond design for manufacturability

VOL 05 | JULY 2014 | `100

E F F IC I ENT MA NUFA CTUR ING

www.efficientmanufacturing.in

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Coverpage_em2014_July_final.indd 1 7/8/2014 5:04:45 PM

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FESTO-July 2014 210X273.pdf 7/1/2014 3:33:26 PM

E M | J u l y 2014

Ed itor ial

In today’s competitive economy, you must align every aspect of the product - design, manufacturing and sales - to have the best chance to succeed. Many potentially great products cripple out of the gate because their design is not automation-friendly or manufacturing processes are not economical. Many others become crippled in the future because of difficulty in sourcing the parts as production volumes increase. This calls for designing the product in such a way as to drive down the cost of the labour to produce the product and optimising the components within the product to reduce risk in the supply chain while still achieving the product’s purpose and application. In order to achieve this, digital prototyping is the trend that is catching up fast.

Digital prototyping has evolved to improve a broader scope of the business of innovation, designing, developing, and manufacturing products. Manufacturers are taking advantage of digital prototyping capabilities to evaluate different design options, so engineers can make proactive trade-offs between competing needs.

However, manufacturers should understand not just the benefits, but also potential pitfalls and investment risks, rather than taking the leap based on overhearing things such as “digital prototyping is the way to go and everyone has to do it”. Developing a comprehensive implementation plan with the right partner and being aware of the potential pitfalls will help manage the investment’s risk and increase its overall return potential.

The Cover Story in this issue discusses the digital prototyping concept in detail, providing information on various possibilities, business value, implementation, market advantages, etc. Happy reading!

Shekhar Jitkar Publisher & Chief [email protected]

Catching up with the trend…!

7

Manufacturers should understand not just the benefits, but also potential pitfalls and investment risks, rather than taking the leap based on overhearing things such as “digital prototyping is the way to go and everyone has to do it”

XXEditorial-NN-JJJJ

editorial advisory board

Sonali KulkarniPresident & CEOFanuc India

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

S RavishankarDy Managing DirectorYamazaki Mazak India

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

Satish GodboleVice President, Motion Control DivSiemens Ltd

Vineet SethManaging DirectorIndia & Middle EastDelcam Plc

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

overseas Partner:

China, taiwan, Hong Kong & South-East asia

Editorial_fullpage_July.indd 7 7/7/2014 9:26:32 PM

CO N T E N T S

Market Management

08 NEWS

14 “RESouRcE EfficiENt maNufactuRiNg”

Interview with Gulshan Kumar Sachdev, Managing Director, Quaker Chemicals

16 “NEEd foR faStER idEa tRaNSlatioN”

Interview with Santosh G Ullal, CEO, Emuge India

Focus

Cover Story 20 mYtHS & REalit iES

An article on the need to connect the shop floor to the top floor

26 “a HoliStic aPPRoacH oN PRoductiVitY””

Interview with Marc Blaser, CEO, Blaser Swisslube AG

RouNd tablE

28 at PaR WitH global dEVEloPmENtS

The feature discusses the emerging trends and technology developments to align with the changing manufacturing ecosystem

Laser & plasma cutting34 bESt PRocESS foR mEtal cuttiNg?

The article deals with the possibilities and limitations involved in choosing an appropriate metal cutting process for specific requirements

40 cuttiNg at a diStaNcE

A feature on modern solid-state lasers that deliver focused beam quality

content Aug 2014.indd 8 7/30/2014 10:07:41 PM

CONTENTS

Technology

New Products

84 3D multi-axes laser cutting machines; Machine tool automation solution; Lightweight condensing units; Grade for cast iron milling

85 Whirl thread cutter; Hybrid carriage; Frequency inverters for pump applications; CNC turning centre

86 Suction pads with large stroke; Adjustable pocket disc mill cutters; Fibre laser cutting machine; Hydraulic expansion tool holder

Columns

07 Editorial 08 Contents 88 Highlights – Next issue 88 Company index

automatioN & RoboticS

44 Efficiency of machine tool automationA case study on the use of latest automation technologies for machine tools by Kuka at its German facility

48 The future of industrial automationA read on new technology directions in industrial automation

52 Merging standard automation & safetyThe article discusses technologies used to reap benefits of a decentralised control structure

motoRS & dRiVES

56 Total system efficiencyA feature discussing how companies can prevent energy loss by breaking the system into its individual components

62 Maturing into nextgen technologyThe article discusses the advent of induction motors & drives banking on renewed global demand

66 Drive solution for reliable motionAn application story on the use of reliable geared motors for bulk handling machinery

maNufactuRiNg it

68 PLM for smarter industrial machineryThe article highlights product lifecycle management platforms that enable industrial machinery manufacturers to flourish in current business environment

macHiNiNg

72 Cost reduction through hard turningA read on hard turning process that depends on careful evaluation and consideration of various aspects of a process chain

cuttiNg toolS

74 Machining hardened componentsA read into the properties of Secomax PCBN that enhances performance of cemented carbides & ceramics

mEtal foRmiNg

77 Advances in sheet metal forming technologyA stamping industry feature on the development of advanced die design and manufacturing techniques

SPEcial fEatuRE

80 Marketer’s mantra for manufacturingAn analysis of the latest strategies to ensure effective marketing in the global manufacturing industry

COVER I M AGE COURTESY: S HU TTERSTOCK

content Aug 2014.indd 9 7/30/2014 10:07:43 PM

10 EM | J u l y 2014

MarkE t | news

Cranedge certified member of LEEA, UK IACC delegation visits Aequs SEZ

Cranedge was recently certified as a member

of the Lifting Equipment Engineers Association

– LEEA, UK. The company has earned a special

reputation for itself through its rapid response

to customer’s problems and deployment of

perfect solutions. “Being a member of LEEA,

Cranedge is pledged to all the attributes under

LEEA’s Code of Practice offering customers the

highest levels of service. This recognition

validates our commitment towards our

customers and helps us reinforce our position

as a leading provider of after sales service in

the crane business,” says Tushar Mehendale,

MD, ElectroMech Material Handling Systems.

Member companies of LEEA follow standard

operations and maintenance methods,

calibration methods of tools and tackles,

maintain up-to-date records and documentation

and adhere to high health and safety standards

at site.

A 10-member delegation from the Indo-American Chamber of Commerce

(IACC) recently visited Aequs SEZ in Belgaum, Karnataka. The delegation,

headed by Rabindra Srikantan, Chairman, IACC, toured the facilities and

held discussions on the capabilities, investment benefits and tax exemptions

in the SEZ. The 250-acre Aequs SEZ is an integrated

aerospace manufacturing ecosystem that houses

several interrelated capabilities that are either

unavailable in India or difficult to come by. It also

hosts Aerospace Processing India, a joint venture

between Aequs and Magellan Aerospace of Canada;

SQuAD Forging India, a joint venture between Aequs,

Setforge and Albert & Duval of France; and

Aerostructures Assemblies India, a joint venture

between Aequs and Saab AB of Sweden. “The ability

to offer full sub-systems or assemblies to global

aerospace entities is a vital factor in turning India into

a major aerospace outsourcing hub. By creating the

right infrastructure with a well-trained talent pool, it

is possible for India to position itself as a leading global aerospace hub with

a low cost advantage,” said Aravind Melligeri, Chairman & CEO, Aequs.

> MORE@CLICK EM01213 | www.efficientmanufacturing.in > MORE@CLICK EM01214 | www.efficientmanufacturing.in

IACC Chairman Rabindra

Srikantan (at centre)

interacting with Aequs

employee Shrishail

Chougula

Freudenberg sustains success in India

The Freudenberg Group recently presented its 2013 financial year report,

at a conference held in Bengaluru. Compared to 2012, sales rose slightly to

` 1,128 crore (previous year: ` 1,114 crore).

"We are investing steadily in this key market to

which we are committed in the long-term. The

solid development of Freudenberg Group

companies in India will have a sustainable

positive impact on the entire Group in the long-

run," said Dr Jörg Matthias Grossmann,

Regional Representative India, Freudenberg

Group, CFO, Freudenberg Chemical Specialities.

In 2013 the company had a direct presence in

32 locations and employed 3,453 associates

in India. In the 2013 financial year, the

international technology group reported

record sales for the fourth year in succession,

on the previous consolidation basis totaling to approximately ` 52,000

crore (€6,622.5 million, 2012: €6,321.7 million).

This represents an increase of almost €300.8 million or 4.8 per cent in euro,

which is the Group currency. Adjusted for the effects of acquisitions and

disinvestments amounting to ` 1,163 crore (€148.1 million) and exchange

rate effects, sales increased by 5.4 per cent or ` 2,661 crore (€338.9

million), the consolidated profit amounted to ` 3,153 crore (€401.5 million)

and reflected a significant improvement in

business operations compared to 2012. A

dedicated innovation culture is one essential

cornerstone of the company’s values &

principles. In 2013, the Group invested ` 1,934

crore into R&D aiming to foster its innovative

potential. One example is the “no dust broom”.

Indian specialists from Freudenberg Gala

Household Products developed this new

cleaning tool specifically for the Indian market

in cooperation with German and Italian teams.

Another innovation example in the area of

environmental protection is the global

Freudenberg LESS (Low Emission Sealing

Solutions) program aiming to reduce CO2 emissions in mobility applications

by minimising friction losses in conventional drivetrain technology,

optimising the combustion process, supporting modern downsizing

concepts and start-stop systems, as well as reducing weight.

The solid development of Freudenberg Group companies in

India will have a sustainable positive impact on the entire

Group in the long-run

> MORE@CLICK EM01212 | www.efficientmanufacturing.in

Tushar Mehendale,

Managing Director,

ElectroMech Material

Handling Systems

believes that this

recognition will

reinforce the company

as leading provider of

after sales service in

the crane business

Market News Jul-14.indd 10 7/7/2014 10:02:32 PM

±±

±

±

SINUMERIK 840D Sl – the perfect CNC system for complete machining

With characteristics that describe it as decentralized, scalable, flexible & inter-connectable, SINUMERIK 840D Sl is the ideal CNC for every machining technology. It has versatility of usage in segments such as aerospace, medical and power generation. With its efficiency in programming, installation and commissioning, this CNC system is characterized by its optimum design, innovative NC functionality, communication and openness.

Complex workpiecescost-efficiently machined

SINUMERIK 840D Sl highlights:

• Up to 93 axes / spindles

• Up to 30 machining channels

• Multi-technology CNC

• Open system architecture

• Modular and scalable

• Certified safety integrated functions

For more details and enquiries mail to: [email protected] or SMS 840dsl to 9223011000

siemens.com/sinumerik

Answers for industry.

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12 EM | J u l y 2014

MarkEt | news

A boost in manufacturing iF design award for SCHUNK ROTA-S

Manufacturing activity rose a 4-month high in June, albeit the pick-up was

too gradual, shows HSBC Purchasing Managers’ Index (PMI). The index

rose 51.5 points in June from 51.4 points in the previous month. PMI has

been slowly picking up pace since April.

“The slow pace suits the Reserve Bank of

India (RBI), as otherwise higher growth

would push up inflation,” said Frederic

Neumann, Co-head, Asian Economic

Research, HSBC. Inflation of final products

rose to an eight-month high. According to

Markit Economics, a financial information

firm which compiles the PMI data, higher

prices paid for metals, plastics, textiles,

food and energy led to a further increase in

average purchase prices. Input cost and

output price inflation accelerated over the month, although in both cases

the rates of increase were below their respective long-run averages. Buying

activity expanded at a faster rate, while employment continued to rise. The

June data highlighted a marked and accelerated expansion of new export

orders received by Indian manufacturers.

SCHUNk ROTA-S flex manual chuck has been selected in the “industry”

category for the renowned iF product design award 2014. This multi-

purpose lathe chuck makes an impression with its functional and optical

appearance, sophisticated set-up,

attractive design and brand typical

design elements. It is particularly suitable

for customers, who want to machine a

broad workpiece range on the mill/turn

machine. The lightweight chuck combines

lathe chucks of the ROTA-S plus series

with extended guideways and turn them

into useable large chucks. Compared

with conventional lathe chucks for large

clamping diameters, the deadweight with

the ROTA-S flex is reduced by up to 60%.

Compared to conventional large chucks,

the extended guideways can be disassembled for smaller parts machining,

and workpiece accessibility is considerably improved. A special lubrication

system ensures permanently high clamping forces for both variations, and

dirt seals stop the ingress of chips and dust.


The lathe chuck is particularly

suitable for customers, who want

to machine a broad workpiece

range on the mill machine

4.2% increase in BIEMH 2014 footfall

BIEMH 2014, a trade show with big solutions to close big deals ended with

greater innovation, more companies,

more products, more visitors and

buyers, this year. A total number of

35,500 people, 4.2% more than in the

previous edition, visited the 28th

International Machine-Tool Exhibition

(BIEMH) recently. “This BIEMH leads

the way to recovery for this sector and

trade show. If the economic indicators

remain positive, we will have an even

greater trade show in 2016 with a

high technological level exhibition,”

said Xabier Basañez, CEO, BEC.

The represented countries in terms of

visitors to BIEMH were Portugal,

France, Germany, the United Kingdom, Italy, Russia, Netherlands, Colombia,

Mexico, Argentina, the US, Chile, Venezuela, Algeria, Morocco, China, India,

Taiwan, Australia and the Fiji Islands. The sectors receiving most attention

from visitors were chip-removal machines, tools & accessories for machine-

tools, metal forming machines, automation, metrology & quality control,

welding, cutting & oxy-cutting and hydraulic & pneumatic equipment

among others. The organisation

generated an income of 32 million

Euros in terms of Gross Domestic

Product (GDP) with tax revenue of 4.7

million Euro. This figure was broken

down as follows: 62.7% as direct

costs incurred by exhibitors and

visitors in the food and catering sector

and 27.2% as direct costs related to

trade show activities. The other 7.5%

refers to transport and 0.4% to leisure

and cultural activities. With a total

number of 1,314 exhibitors from 27

countries, 12% more than in the

previous BIEMH, international leading

brands, new sectors, almost 800 high-performance machines, 300 news

releases and keynote speeches, the 28th Spanish Machine-Tool Biennial

Exhibition has not only fulfilled planned objectives but also surpassed

expectations.

The organisation generated an income of 32 million Euros in terms of Gross

Domestic Product (GDP) with tax revenue of 4.7 million Euro


Buying activity expanded at a

faster rate, while employment

continued to rise


Coolants» QUAKERCOOL®» QUAKERAL ®Application: Water miscible fluids for metal removal operations i.e. machining and grinding

Cutting Oils» Q» QUAKERCUT ®Application: Straight oils for metal removal operations i.e., honing & lapping

Corrosion Preventives» FERROCOTE®Application: Temporary or permanent rust protection for metal surfaces

DrDrawing and Forming Lubricants» QUAKERDRAW®Application: Fluids for metal forming operations i.e., stamping and drawing

Process & Maintenance Cleaners» QUAKERCLEAN®Application: Metal cleaners in liquid or ppowder form for parts or process

It’s what’s inside that counts.®

Quaker Chemical India Limited7B, Pretoria Street Kolkata- 700071 | India | 91.33.2282.5414 |Email : [email protected] | quakerchemindia.com ©Quaker Chemical Corporation. All Rights Reserved.

Visit us atHall 11, Stall D-59

Innovative metalworking fluid solutions for a constantly challenging industry.

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Quaker_210X273.pdf 7/1/2014 11:53:58 AM

14 EM | J u l y 2014

MarkEt | news

IMS certification for IMTMA

Successful Grinding Symposium 2014

IMtMa has recently received Integrated Management System (IMS)

certification. It is the apex industry

association and single point of contact

for the machine tool industry in the

country. IMS covers key activities of

IMTMA including trade fairs and more

importantly, Bangalore International

Exhibition Centre, which is recognised

as one of the best infrastructure

facilities for industrial exhibitions in

India.

While IMS is a set of internationally

recognised standards that encompass

quality, environment and health &

safety, IMS Certification is accredited

when all these three critical

management systems: ISO 9001 - Quality Management System, ISO 14001

- Environmental Management System and OHSAS 18001 - Occupational

Health and Safety Management System, are voluntarily implemented and

audited. IMS certification reaffirms IMTMA & BIEC’s commitment to

environment and health & safety aspects in the exhibition industry and

United Grinding Group held the largest symposium in the international

grinding machine industry at Thun, Switzerland, recently. A total of 30

machines from the Group were

presented at 14 stations. These

included five world innovations,

namely, BLOHM PROKOS XT, JUNG

JE600, STUDER S141, SCHAUDT

CrankGrind and EWAG LASER LINE

ULTRA. The program was completed

by 20 lectures given by renowned

experts.

“The Symposium is also a way of

thanking our customers. We also

consciously deal with topics that are

not directly connected to grinding.

Trends and multiple opportunities for

optimisation in a wide range of fields play a central role in making our

customers more successful and offering them added value in addition to

the machines,” said Stephan Nell, CEO, United Grinding Group AG. The

technology presentations offered in four different languages met with a

high level of interest. These offered each participant the opportunity to

exhibition infrastructure. The IMS certification for IMTMA & BIEC would

mean that exhibition organisers will be

using a world-class venue with an

accredited, reliable and committed

exhibition infrastructure partner, which

takes the management of all facets of

the venue, including quality,

environment and health & safety. BIEC

will have the processes, checks and

balances, in place to guarantee

unrivalled quality and performance at

every step of exhibition organising as

well as provide value with excellent

service. “The primary objective of

getting the certification is to

demonstrate commitment to quality,

environment, health & safety, prevent pollution and reduce risk at exhibition

organiser level to ensure enhanced customer experience as well as

assuring safety of individuals by prevention of injury and ill health,” said

V Anbu, CEO - BIEC & Director General - IMTMA.

discover specific advantages of the machine innovations or to discuss them

in direct dialog with developers. “These presentations are unique”, said

one participant, “because in just a

short time you can understand things

that are very difficult to grasp through

other information channels.” The

demonstration of the SCHAUDT

CrankGrind crankshaft grinding

machine - among others - impressed

visitors with the advantages offered

for the first time by a machine of this

type.

In addition to presentations on global

trends and innovations, topics relating

to increasing efficiency during

grinding met with a particularly high

level of interest. “The worldwide implementation of both standards

demonstrates the aspiration by all companies in the United Grinding Group

to set benchmarks with their production processes in the grinding machine

industry throughout the world,” concluded Nell.

IMS certification reaffirms IMTMA & BIEC’s commitment to environment and

health & safety aspects in the exhibition industry and exhibition infrastructure

The technology presentations offered in four different languages met with a

high level of interest




15E M | J u l y 2014

n e w s | MarkEt

Upholding the vision of its founder Robert Breuning, the Komet Group has been contributing significantly to social causes. In India, the focus of the company has been on vocational training of students. The country is known across the world for its abundant labour pool but finding a trained candidate has been a challenge for most industries. The main cause for this is that Indian universities restrict themselves to imparting knowledge, without promoting the practical skills of the students. In an effort to bridge this growing gap, Komet India initiated a public-private partnership (PPP) programme with Federal Republic of Germany.

Vision

The main aim of the PPP project is to transfer technology to the society. This is possible with the initiation of cooperation between industrial partners and educational institutions. With this view, Komet India tied up with NTTF (Nettur Technical Training Foundation). Interested students from this institution were placed under the programme. The training included both classroom training and practical workshops in factory. These students were paid stipend and trained by Indian and German faculties. For imparting this training, the company allotted and purchased separate machines and brought in specialists from Germany. It also recruited fresh engineers from various colleges. These engineers were given specific trainings in different areas of design, production and project management. Komet India didn’t limit the programme to just students; it focused on improving knowledge level of its customers and partners by giving special emphasis on advanced areas of mechatronics. In

Bridging the knowledge gapKomet India has initiated a Public-Private Partnership Programme with Federal Republic of

Germany for imparting German competence and technical know-how to Indian students

this programme, the company trained students, customers, partners and their own trainers by sending them to machine builders and to Germany. Komet India believes that train-the-trainer measure shall ensure the transfer of knowledge in the long term and contribute to its spreading (“Domino Effect”).

Enabling a talent pool

Komet India has planned to spread knowledge through its decentralised service centre in Pune, and other industrial locations. With the integration of local specialists, students, users and through the close cooperation with educational partners, the company hopes to create qualified engineers and specialised personnel.

Komet Group GmbH is one of the leading manufacturers of precision cutting tools worldwide. Founded in the year 1918, Komet Group has, over the years, influenced the metalworking industry with many innovative patented technologies & accumulated vast expertise in cutting tool engineering. The internationally successful group, based in Besigheim, sees itself as more than simply a tool manufacturer. “We are happy with the participation of Komet India in PPP project which has helped us to raise the technical and skill levels of students so that they can participate in modernisation of the industry in future. We feel satisfied with our CSR initiatives and we will take up these initiatives in the future as well, wherein we participate in technical development of the society in India,” commented Atul Nagpal, Managing Director, Komet India. ☐



16

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em | J u l y 201416

“Data is the raw material of our time”David Telford, Senior Director, Sector Group Lead Manufacturing and Service Industries,

Qlik, elaborates on the trends in the global manufacturing industry and details on the emerging technologies that affect manufacturers across the value chain, in an interview with Srimoyee Lahiri.

What are the challenges and trends in the global manufacturing industry vs India’s? Broadly speaking, the challenges and priorities faced by Indian manufacturers are very similar to those faced by manufacturers globally. For example, errors in production, increase costs through waste and inefficiency leaves an impact on the customer experience. Inevitably, there is a real need to be able to balance priorities of product availability, cost and quality. Manufacturers often have multiple plants in different parts of the country or around the world with disparate and heterogeneous operations and IT systems throughout, making it difficult for companies to gain complete data visibility and insights to drive better & faster decisions.

Manufacturers like Godrej Consumer Products and Mahindra & Mahindra therefore use the QlikView Business Discovery platform to derive intelligence and insights across their network through visibility into the overall process. This allows manufacturers to identify where and what improvements are required. With multiple data sources especially in the production environment, manufacturers need the ability to empower users in exploring data from varied sources, allowing them to discover new insights, collaborate and make better decisions.

The challenges faced by both large-scale and smaller manufacturers are also similar. The processes are essentially the same even though the scales and consequent complexity could differ. Indian manufacturers are operating in both low cost and value added activities so there is a breadth and depth of companies facing both cost and efficiency challenges as well as innovation and growth challenges – mirroring the global situation.

How can manufacturers and high tech companies leverage their data assets to drive greater business insights leading to smarter decision-making?Smart decision making relies on many factors including effective collaboration, open and efficient communication, and access to data to inform and support decisions. This access to data has to allow business users to analyse and visualise the data in an open and flexible way. Data is the raw material of

our time. It contains valuable information and insights that lead to competitive advantage and business success, but only if it is accessible to business users to explore in a fast, easy and intuitive way.

What are the latest technology trends in your domain?There are many emerging technologies that affect manufacturers across the value chain. For example, additive manufacturing (3D printing), simulation/3D visualisation, augmented reality, mobility, Big Data analytics, cyber security, cloud computing, Internet of Things, etc.

All these emerging technologies can add complexity to an already complex IT landscape but potentially offer manufacturers greater efficiency and business opportunities if effectively deployed. Many generate additional or more

complex data that can deliver most value to the business if analysed in conjunction with other data sources.

How are companies like SABMiller, Mahindra & Mahindra and Mercedes-Benz India connecting their strategic goals with their tactical and operational execution by striving for stable processes supported by dynamic and intelligent decision-making?There is often a disconnect between tactical and operational priorities within an organisation and the strategic priorities defined by leadership. As a result, it is also often difficult to see how the activities

and impact of individuals support the broader corporate objectives.

A typical example is in the plant or supply chain department where demonstrating how quality and availability (which are two critical KPIs) affect shareholder value through impact on both top and bottom line. By being able to analyse end-to-end processes using data from multiple internal and external sources, this alignment and impact becomes easier to demonstrate and manage. Many users in the operation units of manufacturing companies have commented that QlikView has helped them elevate awareness, understanding and appreciation of their individual impact on overall business performance. ☐


Market Interview_Qlik.indd 16 7/4/2014 9:15:02 PM

DurabilityRoller-type LM Guide has replaced ball-type as standard to improve rigidity and long-term durability.

High PrecisionUtmost precision cutting is realized with thermal displacement compensation as standard

High Reliable SpindleHigh rigidity spindle provides stable accuracy in long, heavy duty and high speed cutting.

Doosan Infracore India Pvt., Ltd. No. 106/10-11-12, Amruthahalli Byatarayanapura, Bellary Road,

Bangalore – 560092, IndiaTel: +91 (0)80 4266 0122, 121, 101

http://www.doosaninfracore.com/machinetools/

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“Adopting efficient technology”Dilip Sinha, Managing Director, Clyde Bergemann India, in this interaction with Sumedha Mahorey,

details on the Indian market scenario in terms of adoption of energy efficient technologies and the challenges therein.

Can you highlight on the various technology trends in energy efficiency witnessed in the Indian market? According to CII, power plants can save about 3-5 per cent of their production costs by adapting new processes for efficiency improvement and reduced down water consumption. In absolute value, the savings could be as high as ̀ 10,000 crore per annum. Few of such opportunities for improved performance exists in boiler cleaning, air/gas handling, avoidance of use of water for ash handling, condenser cooling, etc. The global trend is to look for and adopt new and more efficient technologies, whereas in India, we are still more confident and comfortable with the conventional technologies being used for decades.

Which demand trends are being witnessed in the Indian market for clean technologies?Various solutions/technologies for thermal power plants to achieve improved efficiency and reduced emissions in the area of boiler cleaning, flue gas cleaning, dry bottom ash handling, etc are in demand. These state-of-art solutions can help the plants improve their operational performance, become more environment-friendly and at the same time, enjoy attractive ROI.

What are the challenges in the Indian market? In India, even if companies are interested and convinced on techno-commercial benefits of a technology/proposal, acceptance of the same is usually a problem, if cost-wise the proposal is not the lowest – more prevalent in public sector companies. Secondly, there is resistance to change. If the basic statutory requirements are met, most of the decision makers want to operate within their comfort zone, even if there is strong possibility of improving the performance beyond the local statutory requirements and come closer to global standards with change in technology or at a slightly higher cost.

Also, there is lack of incentives. Issues/requirements related to the environment are generally considered as necessary evils and efforts are made to meet the minimum requirements to be on the right side of law. There is very little interest to put

efforts or investment to improve the performance unless there is a quick and attractive ROI.

What are your plans in terms of expansion, new product development and R&D for 2014-15?We are spread across the globe with five business fields offering products, solutions and services to the energy sector. The R&D activities for each of the business fields are centralised

at locations in Europe, USA & Australia, working on field data from operating units all over the world and finding new solutions for further improvements. No R&D activity has yet started in India.

Our Indian operations offer products and services for four business fields viz. boiler efficiency, air pollution control, material handling and air gas handling systems. With significant inroads made for each of the business fields, the company’s growth, on short-term basis is planned around consolidation and expansion of the market share.

What are your company’s strategic initiatives for India?The biggest success mantra for us has been to be closer to our client, clearly understand their requirements, provide most cost-effective solutions and meet all their expectations. This philosophy has not only helped in retaining our customer base with repeat orders but also in creating an image of being a reliable and technologically advanced resource.

How do you see the year 2014-15 in terms of demand from the market, anticipated performance and target achievements?For our products and business, we do not foresee any major change in market size or demand during FY 15 as compared to the last couple of years. The requirement of our products is generated when the project is under execution. Therefore, we do expect the stalled projects moving forward during the year, but the demand for our products will get generated during FY 16 onwards. In the present market scenario, over last years, our average growth rate has been around 25% per year. Our target for FY 15 remains the same. ☐


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bEyond dEsign for Manufacturability

Beyond getting the product right, digital prototyping today helps manufacturers innovate to differentiate themselves in crowded, global markets. This feature highlights the various benefits of digital prototyping which allows manufacturers to confidently analyse, explore more design options, facilitate greater collaboration across departments, with customers, design partners and help demonstrate & promote products virtually.

Evolution of digital prototyping

Jim Brown President [email protected]


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(integrating further up and down the lifecycle), people (more collaboration across departments and the supply chain) and processes (supporting more processes outside of design and engineering).

The expanded digital prototyping solution set goes beyond enabling individual engineers. It allows manufacturers to work in much more collaborative ways, integrating information in real-time and connecting teams beyond engineering and outside of the enterprise. It has also extended to new platforms such as the cloud and mobile devices, reaching new people and enabling a range of new device capabilities and form factors. Extended digital prototyping capabilities now allow significant, strategic business improvements beyond “getting products right the first time.” The bar is raised in manufacturing and those that take advantage of these broader capabilities will have a leg up on their competition.

Business value of digital prototyping

Before discussing the extended value of digital prototyping, it’s important to recognise that getting products right may not be enough, but it’s still critically important. As the Principal Tech Specialist from auto manufacturer Jaguar says in the report, “When we use simulation simultaneously with the design, we can get it right the first time and eliminate very costly issues later on.” Optimising products in the virtual world before committing to physical production helps manufacturers get products to market faster, reduce rework, improve quality, enhance productivity, and reduce cost. As Tech-Clarity’s The Business Value of Simulation explains, “Simulation allows companies to meet the demands for reduced cost and faster time to market, but without compromising product quality.”

3D modeling and simulation capabilities such as kinematics, FEA, CFD, and others allow companies to hit targets, make design tradeoffs, and find errors early in design where the windows of opportunity are still open and changes are relatively easy (Figure 2). As the Director of Engineering from agricultural equipment manufacturer Unverferth states in Engineering’s Role in Surviving a Down Economy, “A digital prototype is much easier to manipulate than the actual iron. The big advantage is seeing your 3D, and the movement you can create helps you do a much better job of interference checking. Things like that make a big difference – we can evaluate options more quickly, build fewer prototypes, and make a lot fewer mistakes so we have fewer reworks.”

Digital prototyping also enhances innovation by allowing engineers to innovate with more confidence because they can

Jim Brown President [email protected]

Digital prototyping helps manufacturers get products right the first time by letting them define, design, develop, and validate products in a virtual environment before committing to time-consuming and expensive physical prototyping. The technique enables them to efficiently develop high performance, high quality products and optimise them for form, fit, and function.

Digital prototyping has become much more accessible in the last decade due to reduced solution cost and complexity. This ease of access has allowed many manufacturers to take advantage of the significant business value and competitive advantage available from leveraging digital prototyping. The best product, however, is no longer enough to differentiate and compete in today’s crowded, competitive, global markets.

Manufacturers have to be agile to adapt to threats and take advantage of opportunities on a global scale. They must be able to shift production as business strategies dictate, for example, moving manufacturing closer to consumers or raw materials or shifting production from developing countries as advantages fade due to changing economic and business conditions. They must be ready to take on new competitors as formerly “low cost” countries take a more direct role in innovating and bringing their own products to market. They must be able to respond to new competitors as they arise, potentially competing with new business models like 3D product models sold to be printed at home via 3D printing. In addition, they must find innovative ways to engage with customers to rise above the noise. To compete in this environment, manufacturers must holistically improve the way they design, develop, produce, and sell products. Status quo is a failing strategy. They have to enhance their ability to innovate and deliver products from concept to customers rapidly, efficiently, and with confidence. Digital prototyping has evolved to meet these needs and now offers manufacturers a significant opportunity to achieve benefits beyond getting product design right up front.

Extended digital prototyping

In response to competitive pressures, manufacturers are leveraging broader, more integrated digital prototyping solutions to improve the business of product innovation, product development, and manufacturing all the way through marketing, sales, and service. Today, digital prototyping is more accessible, supports more functions, and can be deployed to a broader community (Figure 1). Digital prototyping has expanded in four key areas – product (a richer view of the product or asset, beyond technical specification), lifecycle

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validate how products will behave based on a digital model. As the Jaguar technical specialist explains, “With simulation you get fast evaluation of design alternatives and you can do a lot of iterations quickly. It helps you really explore more of the design space.” New cloud capabilities can help by providing nearly limitless computing power so engineers can send multiple design iterations to the cloud to test more ideas concurrently. Digital prototyping gives product developers more time to innovate and try out new ideas so they can explore more options, collaborate more, and bring more differentiated, compelling products to market to raise top line revenue, market share, and margins. The basic value of digital prototyping is getting more innovative products to market, faster, without compromising quality and it is more important than ever. Many manufacturers have adopted digital prototyping in recent years because it’s now a much more realistic option for smaller companies and those without simulation experts. Adoption has also increased because the luxury of time for physical prototypes and slow introduction to manufacturing are gone. For many, increased product complexity demands digital prototyping just to maintain quality and ensure they don’t encounter costly and embarrassing quality issues. As The Business Value of Simulation shares, “Complexity is leading more companies to utilise simulation to predict how products will behave in the real world.”

Move beyond form, fit, and function

Getting the product right is no longer enough to maintain profitability. For example, many manufacturers face rapidly expanding environmental compliance demands from regulations such as RoHS, REACH, and the Dodd-Frank restrictions on conflict minerals. Digital prototyping has grown to assist product developers by offering real-time alerts that provides instant feedback if they include environmentally unfriendly materials. This is critical to profitability because

noncompliance can restrict available markets and prohibit sales. Some manufacturers use digital prototyping to go beyond compliance to differentiate themselves as “green” to gain market advantage by reducing the materials and energy required to produce and run the product.

Engineers and product developers now have to address a variety of requirements early in the product lifecycle, including compliance, weight, sustainability, supply (shortages, obsolescence), manufacturability, serviceability and cost.

Digital prototyping helps designers understand the impacts of their decisions on these factors. Innovative companies are taking advantage of more accessible and integrated digital prototyping capabilities to evaluate different design options so engineers can make proactive tradeoffs between competing needs. This is important for initial designs but also for implementing design changes. Digital prototyping allows manufacturers to confidently implement change requests originating from customers, manufacturing, or service to improve products. As Best Practices for Factory Adaptability states, “Simulation technologies help manufacturers predict and optimise the impact and scope of proposed changes during the planning stage to avoid late surprises and optimise designs while options are still flexible.”

Pursue right to market

It takes a lot of work to make sure products hit their specs, requiring knowledge-driven tradeoffs between conflicting needs like cost and quality. But determining what the specs should be in the first place is another issue entirely. Forward-thinking manufacturers are including their customers early in the product lifecycle to help shape and validate products ideas. Digital prototyping can help designers demonstrate and iterate product ideas visually with customers to kill or correct ideas sooner if they don’t resonate with buyer needs. It can also help them demonstrate how they can be agile in responding to

Figure 1: Four dimensions of digital

prototyping expansion


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customer needs to develop lasting relationships. Digital prototyping can also be leveraged later in the

product lifecycle to help market and sell products. 3D models and simulations can be used to create high quality visual representations that include realistic reflections, shading, and motion to generate customer enthusiasm. As the Managing Director of aerospace manufacturer Adept Airmotive, shares in Engineering’s Role in Surviving a Down Economy, “We like digital prototyping because it looks so darn good. Generating interest in our products is a less recognised advantage of 3D design.” Smaller companies are now able to use digital prototyping to develop lifelike renderings and animations that were previously only available to a select few. Now, companies can go further than just the product and simulate the experience the customer will have with the product, for example seeing the product in context such as in the customer’s factory or driveway.

Tech-Clarity’s Best Practices for Developing Industrial Equipment reports that innovation and customisation are top priorities for manufacturers differentiate (Figure 3). In addition to supporting innovation, digital prototyping can help companies differentiate and ensure they win profitable orders in “make to order” and “engineer to order” business. Digital prototyping provides significant improvements in this area by allowing designers to rapidly model and validate products to determine their cost. This is critical to win business and ensure profitability to maintain margins. In fact, Best Practices for Developing Industrial Equipment determined that higher performing companies have better quoting capabilities, concluding that, “Companies without the capability to create accurate quotes are at a competitive disadvantage, having to choose between losing business by pricing too conservatively or losing money by selling bad business with aggressive pricing that turns out to deliver low (or negative) profit margins.”

Another valuable capability of digital prototyping is

allowing customers to directly explore design options by designing the product they imagine on the web. Including customers in the configuration and design process based on predefined engineering rules and constraints provides a highly compelling customer buying experience that used to take millions of dollars and years to build as custom websites. Digital prototyping puts this in the reach of much smaller, nimble companies to help them compete with much larger companies while remaining agile and responsive. Integrated suites not only help win the order and get the product right up front, they create a digital model that can be passed on for final engineering and automatic creation of drawings.

Go beyond design for manufacturability

Digital prototyping offers numerous advantages to improve production. The first and most obvious is enabling Design for Manufacturability (DFM) to ensure that products can be readily produced. This is a proven discipline and digital prototyping plays a valuable role by allowing manufacturing experts to collaborate and provide early input on designs. Sharing digital prototypes provide a more realistic understanding of products because people can view them, measure them, rotate them, and interact with them. Digital prototyping also enhances communication between engineering and manufacturing by easily providing up-to-date, accurate drawings or through a

“model-based enterprise” approach where the factory personnel view 3D directly.

Digital prototyping not only ensures products can be produced it also compresses the time it takes to ramp up production. Manufacturing engineers can practice concurrent engineering to develop and optimise manufacturing facilities, equipment, procedures, and tooling in a virtual setting in parallel with product development. This allows manufacturers to rapidly commission new products or quickly

Figure 2: Windows of opportunity

for change


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shift production to new plants without costly and time-consuming errors. With the confidence of digital validation, manufacturers can order equipment and tooling earlier and begin preprogramming automated equipment. In addition to speeding up product design, digital prototyping can be used to speed up and reduce errors in infrastructure and physical asset changes. Manufacturers can model their factories in 3D or use reality capture technology like laser scanners to create models of their existing plants. Infrastructure changes can then be digitally prototyped and validated, including the “fourth dimension” of time to validate the project plan so demolition and construction can start sooner without fear of rework. As Digital Prototyping in the Plant reports, top performing manufacturers use simulation and “are much better at understanding the full scope and impact of changes during the planning phase” through simulation and “visualising changes in the context of the existing factory.” Lower barriers to entry for digital prototyping allow more companies to improve factory modifications to get to market faster without having to make compromises that impact cost, quality, or productivity.

Conclusion

The basics of digital prototyping already add significant value by allowing manufactures to get products right the first time. This improves time to market, reduces cost, and improves quality. An increasing number of manufacturers have adopted digital prototyping due to easier access and lower cost of entry. Manufacturers can now implement these technologies and get up to speed quickly. The benefits are compelling. As the Jaguar technical specialist states in The Business Value of Simulation,

“Simulation is the one tool that keeps us competitive and in the market. Simulation is an engineering tool that should be part of the design process and part of the business strategy.”

Beyond getting the product right, digital prototyping helps manufacturers innovate to differentiate themselves in crowded, global markets. It allows them to confidently

analyse and explore more design options. It facilitates greater collaboration across departments, with customers, and with design partners. It can even help them demonstrate and promote products virtually to get customers excited, or allow customers to configure products online. These formerly

“high end” marketing capabilities are now in reach for most manufacturers, allowing them to compete with even the largest competitors. Digital prototyping can help manufacturers plan and validate product processes and factory changes to increase speed and reduce errors.

Expanded digital prototyping suites are poised to allow manufacturers big and small, across the globe, to expand their top lines and improve profitability. Digital prototyping has evolved to improve a broader scope of the business of innovation, designing, developing, and producing products. The examples above are just some of the benefits available, manufacturers are also using digital prototyping to create world-class service documentation, improve their ability to manage projects, collaborate more effectively across teams, and more.

The bottom line is that digital prototyping provides real business value. For example, top performers in best practices for developing industrial equipment grew revenue 2.2 times more than average performers and increased profit margins 2.4 times more than average. How did they do that? “Although the top performing companies have differences in strategy compared to average performers, what really sets them apart is the way they go about achieving it – their processes and their enabling technology” which include simulation, configurators, design automation, PLM, and factory layout/simulation tools among others. These digital prototyping capabilities are more available, integrated, and accessible than ever and those that fail to adopt them will be at a competitive disadvantage as the manufacturing market evolves. ☐

Courtesy: Autodesk

Figure 3: Business strategies

in manufacturing



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“At the time of implementation, you need to brutally execute”Heading the market presence leader in the collaborative product definition management and digital manufacturing market, Suman Bose, Vice President & Managing Director, Siemens PLM Software India, discusses his company’s strategies for the small and micro level Indian manufacturers while revealing his management mantras for success in this highly competitive segment, in discussion with Sumedha Mahorey.

Where is India’s position on the manufacturing landscape as compared to China? I don’t think we need to compare India against another country because the factors of production here are very different. The level of maturity in Indian labour market differs from China. Despite the disadvantage of low capital availability & skill sets, India has a healthy scale of manufacturing. Our manufacturing pyramid has a big base with nearly 10 million assemblies. With many small players, a big portion of value added to the pyramid is not reported as these are not registered entities. If we analyse global economics, many assemblies, mixed- and medium-sized companies in Europe have declared bankruptcy due to recession. But Indian manufacturers have not resorted to this. I believe this strong and large Indian base of the pyramid will help us rebound. Next, Indian manufacturers typically operate on cash flow, personal savings, suppliers’ credit and despite inefficiencies in the banking system, businesses are well-managed. With this, we can witness a miraculous comeback.

So, will we be able to match global scales with China?We don’t have to. This is not a race. Growth should not be for the sake of growth. We have to work towards what is inclusive & good for 10 million workers graduating every year. Unlike China, we are not manufacturing for the rest of the world. We are manufacturing and trying to supply to our own manufacturing units. So, can we manufacture products using frugal engineering concepts for us to consume? If we can do that, we will have the entire Africa, Eastern Europe, and Latin America available. These are far larger markets in terms of available population than the OECD, North America, European, Japanese and North Asian markets. Our advantage lies in the fact that we are globally acceptable.

Many concepts like Industry 4.0, Big Data analytics, cloud computing are emerging in the global markets. How do you see the adoption as well as adaptation of these technology concepts in the Indian market?

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join them in making the suppliers realise the benefits of using the latest technology platforms. This kind of collaboration needs to happen, but how will it turn the tables towards value addition and enhanced productivity will be known in the coming few years.

How do you align your strategies as per the demand in the markets that your clients cater to?India plays a very important role in our technology development as the single largest R&D under one roof is located here. Many of the global product leaders are based at Hinjewadi, Pune. A major percentage of the definition of new product development is given by our Indian customers. A Pune-based team of 60-70 engineers have recently developed some of the most important modules for our latest ST7. Indian customers thus, play a very important role at all stages – Alpha and Beta testing; user requirement testing, focus group where Indian customers are increasingly becoming more active. We have also built the product in such a way that users don’t really need to have everything from the suite to be able to use our product. With ST7, we have made the user experience simpler, much more intuitive, and easier.

At the leadership position, which management mantras have you implemented to achieve success every year?There has to be a balance between customers, employees and partners. We cannot accelerate one at the cost of another. I have seen many good companies scaling down because of too much focus on customer and that burnt the employees. Customers can be very demanding sometimes, but then you have to step back and consider what is making sense for your employees, partners and take very conscious decisions. The balance in the ecosystem of customers, employees and partners is very important. You need to be very fair to all of them. That has been one of my mantras to bring in the sense of fairness. Second, there is a time to deliberate. But at the time of implementation, you need to brutally execute.

Last but not the least, is to have faith. I strongly believe that if the problem is big, the solution will also have to be big and complex. You can’t have a simple solution. If you have a big problem, you have to have a mindset to be able to manage complexities, to be able to build up a team which knows how to manage that complexity. ☐

India as a country has been very conscious about what it is consuming. We climb the technology curve and move very fast, provided it gives us immense value. So, India will adopt things which will be valuable. Secondly, India will adopt things based on where the cost, competitive pressures lie and where the cost of a failure will be stupendously high. For example, Industry 4.0 concepts will first be adopted in health sciences and manufacturing related to health sciences, as these are critical sectors. A product recall cannot be done in this segment.

Next, Indian manufacturing companies will adopt the best-in-class. Machine suppliers & software providers will have to figure out step-after-step how they will stitch the story of adoption of such concepts. Last but not the least, many innovations in India happen at a frugal level, at the active shopfloor. Retrofitting an old CNC machine for a job – these types of innovations doesn’t fall under R&D. These are innovations that drive companies and are at the core of Indian manufacturing. But I am not a believer of jugaad where one has done something but even he is not able to repeat it. That’s not what frugal innovators do, they engage in micro-innovation i.e. fixing only what needs to be fixed.

How are you planning to reach the smallest manufacturer in the Indian market?I don’t think anyone among the Indian IT industry has been able to reach that level. And we can’t reach that level with the current business model, the way technology is priced, used and the cost of using it. There are some models that we are working on, but it is too early to discuss. There exists an in-house initiative which focuses on understanding small players’ wants. We also need to take advantage of different kinds of media – data media, physical media like industry associations & opinion leaders. The Siemens Manufacturing Excellence (SME) for SME initiative is part of this programme. It’s planned to get the policy makers and execution machinery in place. We are building a think tank which can independently start engaging the state and district administration to bring in some action.

Another initiative is working with like-minded companies. We are working with large automakers with huge supplier chains including Tier 1, 2, 3. They ask for our help in building the quality of their suppliers. Many manufacturers are moving towards manufacturing to intent. But their suppliers, even the top tier ones, do not qualify for it.These manufacturers ask us to

“If you have a big problem, you have to have a mindset to be able to manage complexities, to be able to build up a team which knows how to manage the complexity”Suman Bose


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According to a recent report by Kline & Company – a global consulting and research firm, the metalworking fluids market accounts for approximately 6% of the total estimated 38 million tonne global lubricants market. Significant contractions in automotive and metals production as a result of the global economic crisis has led to depressed metalworking

Robust growth for metalworking fluidsExtrapolating the outlook of the metalworking fluids industry on the basis of emerging demand, innovation and technology trends, this feature analyses the latest challenges from the viewpoint of industrial coolants & lubricants experts.

fluids demand. However, the recent rebound of the automotive industry, has brought a significant uptick in demand for metalworking fluid products. Going forward, such market drivers including regulation, application, and innovation is expected to have an impact on the metalworking fluids industry. From a volume standpoint, the report predicts a

Srimoyee Lahiri Sub-editor & [email protected]

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lubricants industry.“The market for metalworking fluids constitutes 15% by

sales value of all industrial oils put together. The US as a region is the leading consumer with 36% of the global consumption followed by Asia which consumes about 30% and the Europe. The market is complex with a variety of applications, changing trends and market developments,” says Tridib Majumdar, Industry Business Manager — Metalworking, Quaker Chemical India.

The per capita lubricant consumption in India is quite low compared to developed countries. However, even a comparison with other developing countries like China and Indonesia reveals that there is a significant potential for growth in lubricant consumption in India. Kline projects that the overall lubricant consumption in India will grow at an annual rate of 2.5% over the next five years. The commercial and industrial lubricant segments will exhibit a moderate growth of 2.3% and 1.6% per year, respectively. Detailing on the lubricants in the country, Shankar Karnik, Asia Pacific Mobil SHC Brand

growth rate of 3%, but this will not be enough to compensate for the significant volumes lost in the previous years. However, from a revenue perspective, robust growth is anticipated from increased interest in higher quality metalworking fluids such as synthetics, semi-synthetics/synthetic blends and water soluble products. China, India, South Korea, Indonesia, Thailand, Japan, Russia and Brazil are expected to be the growth engines of the industry in the near future.

Market drivers for coolants & lubricants

The market for metalworking is large and challenging. A report by Kline & Company suggests that industrial lubricant is the largest market segment in India, accounting for over 54% of the total market. Rapid expansion of the power generation and distribution infrastructure has created a strong demand for transformer oil in India. Industrial engine oil (including marine and railroad), metalworking fluids and hydraulic fluids are also important product categories to contribute growth in the


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Manager, ExxonMobil Lubricants, suggests that the industrial lubricant market in India has grown significantly owing to strong growth through green field projects, capacity expansion and upgrading to new technology in key sectors like energy, manufacturing, process and metals. In the last decade an increasing number of customers are demanding superior performing, high technology products to deliver sustainability benefits.

Trends in consumption of metal working fluids in India

Tougher metals, more advanced, severe metalworking processes and the ongoing drive by machine shops to increase productivity and reduce costs has seen the importance of cutting fluids rise up in the agenda of metalworking operators in recent years. “The metalworking industry continues to go green as more shops adopt vegetable-based coolants and implement recycling programmes. To reduce overhead costs, more shops are investigating in new ways to reuse their coolant rather than dispose it, including new coolant recycling programmes that can reduce coolant waste and increase sump life. There are two classes of cutting fluids — water soluble (aqueous / water miscible) and neat (straight). While water soluble cutting fluids are used in a number of machining operations and are provided in a concentrate form and must be diluted with water at the machine shop site before use, neat cutting oils are not mixed with water and are provided in packs

for immediate use. These are used in applications which are beyond the typical performance profile of water soluble coolants, such as tapping and threading of high alloy steels”, avers Karnik. “With the advent of global automobile companies in India post early ’90s, there has been growth in the use of water miscible oils primarily with the advent of CNCs, a transfer of best practice from the parent locations due to an advancement in maintenance practices. However, till the end of 90s use of water soluble oils was more in vogue with sump lives lasting 3

– 4 months. The early 2000s saw the entry of global metal working fluid companies like – Blaser, Quaker, Fuchs, etc, who started promoting the concept of longer sump lives in excess of 12 -18 months with the use of semi-synthetic and synthetic oils. Total costs of ownership, waste disposal, health, safety, reduction in water and energy consumption are the challenges faced by the industry. Suppliers who will be able to formulate products that address these issues through the use of different technology, use of non-carcinogenic ingredients, products that do not require heating, etc will have a competitive advantage in the years to come”, says Majumdar.

Research & development

To ensure that the machine tool runs smoothly, it is important to choose a combination of high-quality lubricants – slideway oils, water soluble cutting fluids and neat cutting oils.

“Our company devotes significant resources to product research and development. We use an advanced, scientifically engineered

“Industrial lubricant market in India has grown significantly owing to strong growth through green field projects, capacity expansion and upgrading to new technology” Shankar Karnik, Asia Pacific Mobil SHC Brand Manager, ExxonMobil Lubricants


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‘balanced formulation approach’ that leverages the company’s leading technology and application expertise. This comprehensive process enables us to develop lubricants that deliver exceptional performance across all critical areas for each application - such as oxidative stability, component wear protection, corrosion control, filterability, shear stability and extreme temperature performance,” affirms Karnik.

He further says that every new technological development is backed by continuous challenges in the industry. “With our relationship with equipment builders, we closely monitor the trend of technology development on the equipment side so that we are geared to deliver the right product, which will cater to this requirement in the industry.”

Innovations in coolants & lubricants

Technology is evolving and new energy efficient technologies are contributing to reduce energy demand. Industrial experts talk about a fleet of innovations offered by the metalworking industry. “Mobil Grease brand of high performance industrial greases and a host of other lubricant products supported by technical services deployed through our expert network of engineers deliver enhanced productivity with safety and environmental protection” avers Karnik. The latest in the offing from Exxonmobil are slideway oils, water soluble cutting fluids and neat cutting oils among others.

On the other hand, Majumdar elaborates on the four distinct applications in metalworking – removal, forming, protecting and treating, removal and forming that cover almost 85% of the

applications. “The complexity of the applications is compounded by the variety of metals that where these applications are being done. Metalworking oils for removal applications depend on the speed and depth of operation, cutting tool type, operator preference, health and safety issues. Metalworking oils for removal applications are of two different types – straight oils or water–miscible oils. Straight oils are formulated from petroleum base stock and fortified with friction modifiers, extreme pressure and corrosion inhibiter additives. Water miscible oils include soluble, semi synthetic or synthetic oils. When seen from a global perspective water miscible oils are use more in the Americas, followed by Europe and then by Asia”.

Future outlook

According to the report of Kline & Company, the metalworking fluids market is extremely fragmented with over 50% served by smaller players who are focused on particular end-use applications, geographic area or both. These smaller but well-established and trusted marketers potentially represent lucrative turn-key acquisition opportunities for strategic buyers not yet active in this business or those wishing to increase their market share. Kline confirms that the overall subdued economic growth of the Indian economy will continue to affect the growth of commercial automotive lubricants, although economic growth is expected to pick up after 2015. The report suggests that the next five years will be very different from the previous five. ☐


“The market for metalworking fluid is complex with a variety of applications, changing trends and market developments” Tridib Majumdar, Industry Business Manager — Metalworking, Quaker Chemical, India


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CYCLE TIMES FOR TRACKMOTION ROBOTIC CELLS

This feature examines cycle time optimisation for track mounted robots while providing general principles for minimising robot cycle times with technical guidance on how to save more time and money for linear motion on the seventh-axis.

Placing a robot on a track greatly expands its reach envelope, potentially allowing it to tend many more machines or to transfer materials across a much greater distance. For example, instead of three robots each tending a machine at separate locations, a single robot on a track could potentially tend all three, saving money and increasing efficiency. Or, a single material handling robot on a rail could replace multiple robots with intermediate hand-off locations.

Minimising cycle time: general principles

The overall cycle time of a cell is defined as the time it takes to produce a single unit. There are many factors that affect the cycle time of a robotic cell.

1) Cell layout: The layout of the workcell will have a major effect on the overall cycle time. The placement of the robot and other equipment, such as machine tools, conveyors, and pallet racks, should be done with the sequence of operations in mind. For a work cell utilising a Trackmotion™ Linear Axis, first try to minimise the distance that the robot must move along the track between one step and the next. For a work cell with multiple operations, place each operation as close to the previous operation as possible.

2) Robot motions: Reducing or removing robot motions that are unnecessary or excessive is the next step. Examine intermediate points in the robot path to determine if movements and rotations can be reduced or eliminated. Some robot controllers allow for easy optimisation of robot motions. For example, changing the path accuracy settings to coarse instead of fine for motions which do not require precision allows for increased speed. Where allowable, increase the acceleration/deceleration and velocity settings to their maximum levels, except where this might be detrimental to the payload (such as for fragile, long, or large parts). This includes both robot movements and the 7th axis movements. (Ensure that 7th axis acceleration and velocity settings are within design parameters, as will be described below.) Finally, attempt to perform more than one robot operation in parallel instead of in sequence. For example, opening an end effector during an approach motion instead of waiting until the motion has stopped.

Trackmotion cycle time: moving from point A to B

For a robot on a track, minimising the distance between operations is the first step to reduce overall cycle time. Once this has been done, there are a number of factors which will determine how quickly the robot is able to move through its sequence of operations.

The carriage motion profile describes the speed and acceleration of the robot carriage over time. To move from point A to point B, the carriage accelerates to a certain velocity, maintains that travel velocity for some amount of time (greater than or equal to zero), and then decelerates to a stop. On the


Focus_Material Handling GUDEL Jul_2014.indd 40 7/8/2014 5:39:36 PM

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High-quality metalworking fluids.

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10.0 m/s for TMF-4. However, it is not advisable that the gearbox be operated at maximum input speed. Also, finding a servo motor which can provide the required torque at such high speeds may be problematic, if not impossible.

Therefore, it is safe to assume that the actual maximum velocity will be no more than about 60-70% of those theoretical values. Finally, keep in mind that choosing a small gearbox ratio (such as 2:1) will have a negative effect on the maximum possible acceleration, as described below.

Determining maximum acceleration

Determining the maximum possible acceleration of the carriage requires quite a bit more information. According to Newton’s famous equation, acceleration equals force divided by mass. The forces acting upon the carriage include both the force between the pinion and the rack as well as various frictional forces: the rolling resistance of the rollers, friction from the guideway scrapers and lubrication system, etc. The mass of the system includes the carriage itself, the robot on the carriage, as well as everything else that is connected to it (cables, connectors, etc.) Also, because the carriage involves rotational elements (rollers, motor shaft, couplings, gearbox elements, pinion), there is also rotational momentum and rotational friction which must be factored into the equations of acceleration.

For simplicity, let us focus on the three main variables affecting maximum carriage acceleration: robot mass, servo motor torque, and gearbox ratio.Robot mass: For most Trackmotion™ systems, the most significant contribution to mass will be the robot. Therefore, choosing the smallest robot which can perform the required tasks is essential for maximising the acceleration of the system. This also applies to any robot riser or payload attached to the

speed-time graph this looks like a trapezoid, so this is known as a “trapezoidal” motion profile. If the travel distance is sufficiently long, greater than the “critical distance,” the carriage will reach its maximum velocity (or rated speed). This maximum velocity is a function of several factors, including the rated speed of the servo motor, the rated speed of the gearbox, and the pinion size. For longer tracks, increasing the maximum velocity of the 7th axis can significantly decrease the cycle time of your cell.Determining maximum velocity: For a Trackmotion™ linear axis driven by a Güdel rack & pinion system, the maximum velocity is determined simply by the effective pitch radius of the pinion gear and the maximum angular velocity at which it is able to turn.

Vrack = ωpinion ∙rpinion

The pinion pitch radii are 25.47 mm for the Güdel TMF-1 and TMF-2, 33.96 mm for the TMF-3, and 42.44 mm for the TMF-4.

Gearbox rating & ratio: Each gearbox will have a maximum allowable input speed. For the Güdel AE060 gearbox (used for TMF-1 and TMF-2) this is 6000 RPM (628.3 rad/s). For the AE090 (TMF-3) and AE120 (TMF-4) gearboxes it is 4500 RPM (471.2 rad/s). Also, each gearbox is available in ratios from 2:1 to 24:1. Dividing the maximum input speed by the gear ratio i will provide the maximum output speed at which the pinion gear will turn.

ωoutput = (ωinput / i)Therefore, in order to increase the maximum velocity of a

given system, choose a smaller gearbox ratio. (However, this will have an inverse effect on maximum acceleration, as described below.)

Based on the information above, the maximum possible velocity (using a gearbox ratio 2:1 and the maximum gearbox input RPM) is 8.0 m/s for the TMF-1, TMF-2, and TMF-3, and

E M | J u l 2014

FOCUS | M ATER IA L HANDL ING

Some robot controllers allow for easy optimisation of robot motions


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carriage. The lighter the overall system, the more quickly it can accelerate with a given applied force.Servo motor torque: There are a wide range of servo motors which are compatible with Güdel gearboxes. Each motor will have its own speed-torque characteristics, usually illustrated by a speed/torque graph. For electric motors, maximum torque will decrease as the speed of the output shaft increases.

Servo motors typically have a “peak” or intermittent torque capacity, as well as a rated torque capacity, for continuous operation, for a given speed. The motor can operate for an indefinite period within the “continuous” zone without overheating. Therefore the motor’s RMS speed and torque must lie within the continuous region.

To increase the acceleration of the carriage system, choose a servo motor with a high intermittent torque rating. (Keep in mind that the maximum servo motor torque must not exceed the maximum torque rating of the gearbox coupling, or slipping will occur.)Gearbox Ratio: Because the gearbox reduces the rotational velocity going from the motor to the pinion, it has the effect of increasing the output torque by a corresponding amount.

τoutput = τinput ∙ iTherefore, choosing a higher gearbox ratio allows for a

higher output torque for a given motor speed. However, as we saw above, increasing the gearbox ratio has the effect of reducing the maximum velocity! There is a trade-off between maximum velocity and maximum acceleration for a given servo motor.Balancing speed and acceleration: What is the ideal trade-off between speed and acceleration for a particular application? As mentioned above, at travel distances greater than the critical distance, the robot carriage will peak at its maximum velocity Vmax. The critical distance is a function of the maximum velocity and acceleration of the system:

dcr = (V2max /a)

Short distance travel: For travel distances less than this critical

distance, where the robot carriage never achieves its maximum velocity before decelerating, the travel time is simply a function of distance and the rate of acceleration:

t=2√(d/a)For short distances (below the critical distance), increasing

the maximum velocity has no effect on the travel time! Therefore, when travel distances are short enough such that the robot does not reach its maximum speed, the strategy to reduce travel time is to increase acceleration by choosing a servo motor with higher torque, and/or by choosing a higher gearbox ratio. (Keep in mind that maximum acceleration can also be improved by lightening the payload on the carriage, so look for ways to reduce mass wherever possible).Long distance travel: For distances above the critical distance, the travel time is a function of distance, maximum velocity and acceleration.

t = (d/Vmax )+ (Vmax/a)For travel distances above the critical distance, the first

component of this equation will be the larger factor in the travel time. Therefore, once the critical distance has been exceeded, the first strategy to reduce cycle time is to increase maximum velocity by choosing a servo motor with a greater maximum rated speed, and/or by choosing a lower gearbox ratio. Once an attempt has been made to increase the maximum velocity, further cycle time improvements may be achieved by increasing acceleration (as described above).

Workflow scheduling

For robotic cells in which there is more than one operation being performed on each part, there are several decisions which can be made affecting cycle time. First, there is a decision as to whether a forward or a reverse cycle will be implemented. Secondly, implementing a dual gripper instead of a single gripper can greatly reduce cycle time. Lastly, the number of parallel machines simultaneously performing each operation

The carriage motion profile describes the speed and acceleration of the robot carriage over time


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must be determined for optimum efficiency.Forward or reverse cycle: In a “forward cycle”, the cycle begins with all machines empty. The robot picks up a part from the input buffer, carries it to the first machine, waits for the first machine to finish, then carries the part to the next machine (and so on until all processes are completed and the part is dropped off at the output buffer).

In a “reverse cycle”, the cycle begins with all machines except the first one full (the first machine must be empty in order to receive an incoming part). The robot picks up a raw part from the input buffer and carries it to the first machine. Then the robot travels to the last machine, picks up a finished part, and transfers it to the output buffer. Then the robot goes to the second-to-the-last machine, picks up a finished part, and transfers it to the last machine. This process continues until the robot returns to the beginning.

The reverse cycle allows for more machines to be occupied by parts simultaneously, which increases efficiency. However, it increases the overall move distance required by the robot per part. So, for single-gripper robots, where the processing time for each machine is always less than the time required for the robot to travel from that machine to the next, the forward cycle is preferable. In all other situations, the reverse cycle is more efficient. Dual-Gripper EOAT: Implementing a dual-gripper EOAT can greatly reduce the overall cycle time for most systems in which machine processing time is greater than the robot travel time. A dual-gripper EOAT allows for all machines to be occupied at the beginning of each cycle, and it reduces the overall travel distance per part. The cycle begins with all machines occupied and both grippers empty. The robot picks up a part from the input device with the first gripper and then travels to the first machine.

The EOAT rotates and picks up the completed part at

machine #1 with the empty gripper, the EOAT rotates and drops off the new part from the first gripper. Then the robot travels to machine #2, the EOAT rotates and picks up the finished part with the empty gripper, the EOAT rotates and then drops off the part from the first machine. This sequence continues until the robot drops off a finished part to the output device. It then returns to the beginning and starts the sequence over.Parallel machines: In situations where one operation has a longer duration than another, the overall efficiency of the cell can be increased by running more than one of the slower operation in parallel, but having multiple machines. For example, if operation #1 takes 10 seconds per part, but operation #2 takes 30 seconds per part, there will always be wasted time as the robot waits for operation #2 to complete, limiting the overall capacity of the system. However, this wasted time can be reduced by adding additional machines performing the slower operation.

Conclusion

There are a number of factors affecting the overall cycle time of a robotic cell, from the layout to the selection of components. Making the work cell as compact as possible, so that robot and track movements are minimised, is the first step. Choosing the lightest robot available which can perform the necessary tasks will allow for more rapid carriage acceleration. A Güdel application engineer can assist in the selection of a servo motor and gearbox ratio combination which will provide the correct tradeoff of velocity and acceleration. Finally, where parts are being moved through multiple operations, a dual-gripper EOAT should be considered. ☐

Courtesy: Güdel, Inc

To increase the acceleration of the carriage system, choose a servo motor with a high intermittent torque rating



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

A Company of the SWAROVSKI Groupwww.tyrolit.com

0036_13_HP_IN_Automotive_Industry_publish_industry.indd 1 20.11.13 17:48

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RIGoRous TEsTING To coNvEyoR succEss

The article deals with conveyor culture modeled at Hytrol, that illustrates the dynamic requirements of manufacturing best practice and allow customers and integration partners fully test products prior to implementation.

Thomas R CutlerPresident & CEOTR Cutler [email protected]

Designing an automated conveyance system on paper lacks the kind of rigorous testing required to ensure that post installation, the technology solution works the way it was designed and intended. Few organisations have an internal testing system. Based in Jonesboro, Arkansas, Hytrol installed a test system at

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their technology centre, allowing customers and integration partners, fully test products prior to implementation. This unique resource provides a level of confidence and reassurance to customers. All issues and workability concerns that are addressed before conveyors are at the customer plant floor.

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Modular designing

Until very recently, service was a major determining factor in selecting Motor Driven Roller (MDR) equipment. Providing the best 24 volt conveyor, drive technology globally is another way to assuage material handling and manufacturing concerns. E24, 24 Volt (MDR) conveyors are being widely used due to their simplicity and flexibility. Since the drive train is distributed along the conveyor length, a single piece of equipment can perform multiple functions. This includes different speeds, multiple directions and starting/stopping individual sections.

This breakthrough E24 technology is unique among conveyor providers and the modular design allows for easy configuration with minimal maintenance. The safe, quiet, and energy efficient operation offers greater speed options because the conveyor speed is not based on fixed gear ratios. Since one motor is used for all widths and speeds, there is only one motor to stock. The minimum conveyor width is not limited by drive components and multiple motors per zone are available for long zones.

Advanced conveyor systems

Designing and manufacturing for major companies all over the world, the company made clear that these are some of the

most advanced conveyor systems in the material handling industry. More than 700 dedicated employees consider themselves a member of the Hytrol family now. It is this cultural context that evaporates the notion that these conveyors are a commodity. The products and services represent personal integrity and dynamic lean thinking.

An integration partner can be on a job site at a moment’s notice. They work with end users to make sure that they understand the system. Strong integration partners integrate conveyor equipment with other technology to fit the customer’s needs. Local integration partners know local codes and they understand local law providing conveyor. They are familiar with customers in that area; more like neighbours. The real relationship is at a local level, which makes them accessible anytime the customer needs them. From concept to implementation; the integration partner network is a unique business model that allows heightened customer service.

Lean manufacturing

Lean manufacturing is a comprehensive approach to preserve value, from concept to completion. The execution of best-practice and continuous process improvement was articulated by Chris Taylor, Focus Factory Manager, Hytrol.

“It’s all about how the product flows through the facility. It’s

Strong integration partners integrate conveyor equipment with other technology to fit the customer’s needs


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about problem solving and streamlining processes to improve production and eliminate waste. We implemented lean principles into the Hytrol facility in 2004, and we have never looked back. It’s ingrained in our culture.”

Chris Glenn, Vice President - Manufacturing and Engineering Operations, Hytrol, emphasised the importance of lean manufacturing and said, “Lean principles are at the core of everything we do here at Hytrol. It’s a unique way of thinking, a philosophy built on efficiency that offers most value to our customer.” Few conveyor companies have been as wise to build the entire enterprise around operator-centric processes. An operator brings value to the manufacturing and assembly of a product that a piece of automation does not always provide. In fact, every conveyor system is geared towards supporting that operator and getting product out the door. By continually

investing in people, there is a customer competitive advantage driven by these cultural imperatives.

The concept of conveyance is easy to grasp; the execution of great conveyors indeed rests with centres of excellence, supported by comprehensive testing, knowledgeable partners as well as creative and passionate people. The conveyor culture modeled at Hytrol illustrates the dynamic requirements of manufacturing best practices. This conveyor culture creates a collaborative experience among the manufacturer, end user and the integration partner. The most important thing about fulfilling a customer’s needs is the total solution. Putting all of the technologies together with the correct controls and applications ensures a total system and promises that the implementation goes as smoothly with integration partners. ☐


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So l id Carb id E ToolS | T E CH N OL OG Y

While holes are relatively simple features, a broad perspective is essential for success. To make the most of each hole, the type of component is a crucial consideration while establishing the tool, method and setup. Different types of holes vary in diameter, depth and necessary accuracy & finish. Bolt holes, tapping holes, positioning holes, channel holes, holes for machine elements, and weight-reduction or balancing holes all

Drilling best practicesThis feature focuses on the latest in solid carbide, exchangeable and indexable tip drills and the parameters to choose the best drill tool to optimise holemaking operations

require thorough assessment to select the ideal drill type and process. The factors that go into the perfect hole includes diameter, depth, hole configuration (through- or blind-hole, interrupted or not, entry and exit conditions), tolerance and surface-finish demands , material setup (stability, single or multiple setups) machine factors (power, stability, strength and speed/feed capabilities), tool-holding quality (drill chucks, integrated tools and

spindle interface) and coolant supply (flow, pressure, quality and filtering). Great new-generation drills make this job easier. Basic choices include solid-carbide drills, exchangeable-tip drills and indexable-insert drills.

New drill technology

For the most part, one of these three drills will work in most common drilling

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TECHNOLOGY | Sol id C a r b idE ToolS

Advt

operations. Other specialty hole types, such as very deep holes, may require other machining processes (boring, reaming, milling, etc) and tools.

For close-tolerance holes (down to IT8), the solid-carbide drill is the best option. This type of drill is an established tool, having been available in various forms and materials for a while, as a replacement of high-speed steel twist drills. The most modern version of the carbide drill does not have anything in common with its predecessors, apart from the twisted flutes. It is a high-tech cutting tool that combines speed with precision and process security. With good tool-holding, it can make most types of precision holes in one pass. IT8 is achievable with the proper setup, while IT9 is more realistic with unstable machining conditions. This type of drill’s potential for high penetration rates helps minimise cost per hole.

The next generation of solid-carbide drills is made for machines capable of delivering relatively high cutting data—a feature available in most modern machines. This drill covers a broad size range—with diameters from 3 to 20 mm (0.118 - 0.787 inches), for drilling steel depths of up to eight times the diameter—and is ideal for close tolerances. It is a good option for most steel components with flat, inclined, concave, convex or uneven surfaces and crossing holes.

Solid-carbide reconditioning services further extend the life and economy of the drills, and ensure holemaking quality and speed. Innovative new point geometries and cemented carbide grades


54 EM | J u l y 2014


raise the performance level of this type of drill.

When it comes to deep holes—deeper than five times the diameter in the diameter range of 12 to 26 mm (0.472 - 1.020 inches)—limited by tolerances down to IT9, the exchangeable-tip drill is a good choice. The new generation of this drill has made it a reliable choice for many operations with a number of different workpiece types. For high-precision jobs with deep hole depths, this design is ideal—and allows operators to efficiently change the drill tip while it’s still in the machine. Cleverly designed flutes allow for good chip evacuation and a rigid drill body ensures process control.

Exchangeable-tip drills allow for a hole depth of eight times the diameter, with the ability to incorporate steps and chamfers. These drills allow for good surface finish, the elimination of burrs and efficient chip-breaking. New coated-carbide tip grades that enable more balanced wear development extend tool life and improve productivity and

reliability in steel and cast-iron. The ultimate result is a lower cost per hole.

Advantages

Additionally, the exchangeable-tip drill is easy to use, because operators can change the tip in the machine in many applications. All in all, this type of drill has come a long way—with new cutting-edge geometries and a more secure, high-precision interface between the tool body and the tip. The modern indexable-insert drill is a very cost-effective solution for many operations with a diameter range of 12 to 63 mm (0.472 - 2.50 inches)—when hole depths are in the range of two to five times the diameter and the tolerance is IT12 or more. Users can improve the tolerance capability through pre-setting and adjustable tool-holding. Indexable-insert drills are an efficient and reliable choice for a large number of different operations, materials, hole configurations and hole sizes. Drills with step technology have evolved continually since their introduction.

The modern solid-carbide drill is ideal for making holes with tolerances as close as IT8 with high penetration rates

> MORE@CLICK EM01228

www.efficientmanufacturing.in

As a stationary or rotating tool, the indexable-insert drill offers a selection of grades and geometries to optimise all types of operations: entry surfaces, angled surfaces, pre-drilled holes, crossing holes, chamfers and steps, etc. Generally, this type of drill also works in boring operations and helical interpolation. Using radial adjustment, it is possible to make holes larger than the drill itself, and to improve the tolerance.

Choosing the right drill out of these three types can help you optimise holemaking in a variety of operations. When performance, quality and process security are priorities, selecting the right tool for the operation has never been more critical. To this end, it’s essential to determine the parameters related to various drilling-operation variations. From here, the user can establish best practices for the shop—and achieve the lowest cost per hole, no matter the job. ☐

Courtesy: Sandvik Coromant


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With the growing reliance of customers on carbide tools for cost effective tooling solutions and the growing demand for improved performance has lead Emuge India to create a focussed approach towards customers who need such solutions. Over the years, the tool performance has undergone a radical change with a combination of superior geometries, better substrates and latest surface finishing technology. With its present range of products, the company has been able to achieve success with its solid carbide thread milling cutters across the country.

Meeting challenges

In its first challenge, a customer based in Bangaluru was

Trends in thread milling cuttersThis article discusses R&D and innovations in solid carbide thread milling cutters which have helped reduce cycle time and drastically improved the cost per component

facing a dual problem of low tool life and high cycle times consequently leading to abnormally high cost per component. The customer’s application involved threading of M14x1.5 with a depth of 11 mm. The machining conditions were good and the customer was under pressure to improve productivity to meet his ever increasing schedules. Emuge’s technical team was challenged to reduce the cycle time and drastically improve the cost per component. With the competitor’s tool, the customer had to sacrifice the tool life if he tried to reduce the cycle time and also suffer rejections leading to high costs. Here, the critical part was lowering the cycle time as well as avoiding rejections due to premature failures of the tool. The technical team was also tasked to increase the tool life. They studied the entire process and came up with a solid carbide thread milling cutter

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from its standard programme GF R-30. This tool is provided with an appropriate surface treatment and a proper rounding of the cutting edge to enhance the performance in the given condition.

The customer initially was hesitant to accept the proposal, but when the technical team explained the advantages, the trial was given a go ahead. The tool was designed for a stronger cutting edge enabling the threads to withstand the radial cutting forces generated in the thread milling process. The low coefficient of friction attributed to the multilayer coating would also ensure faster evacuation of chips and increased abrasion resistance. This would enable faster cutting speeds to be used thereby lowering cycle times substantially. The tool when tried, worked to as per expectation and yielded the results which included reduction in cycle time: 45% (cutting data: 150 m/min, Vf=750, Fz=0.04); increase in tool life: 12 times (18,000 components against 1,500 components) and reduction in yearly tooling costs: 90%.

The tool was then removed, reground by the company and used by the customer again to yield similar results. This trial proved the reliability of the technology that went into the creation of the tool and also guaranteed repeatability of performance. This reinforced the customer’s belief in its abilities and capabilities, translating into a healthy relation.

Success story

In another situation, Emuge’s technical team was tasked with surmounting challenges in threading of toughened aeronautical components made out of special steel alloy

(PH17-4), wherein the customer struggled to cut threads with standard threading solutions. The technical team studied the application in detail and suggested the use of special thread milling tool programme designed to cater to such conditions. These tools are with special geometries designed to withstand the stresses generated by the radial forces during the thread milling process. This enables the tool to withstand high hardness of the component. The tool also comes with a special surface treatment to reduce the friction and enhance the tool performance.

In this particular case, the customer was facing a serious problem of tool breakages leading to abnormally high costs due to rejections. The customer was also plagued with the issue of inconsistency in threads, leading to rejections at their customer’s end. With this challenge in mind, the comapny introduced its tools from the ZGF programme. This tool is suited where the machining conditions are strictly controlled for higher accuracy and rigidity. The technology and the machining conditions required for optimum performance of the tool were explained to the customer and a trial was conducted. The results and the performance that can be achieved are reduction in cycle time: 80% and tool life: 15 components x 12 holes; previous tool nil (no established due to tool breakages).

The success of the tool leads to the customer opening newer areas of challenge for our technical team to work upon. With successes like these the company has been able to bring the best of technology in threading to the doorstep of Indian customers at economical prices. ☐

Courtesy: EMUGE India

Thread Mill from the GF R30 programme used for M14x1.25


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Bringing efficiency in milling operations

With “Dynamic Efficiency,” Heidenhain exploits the potential of the machine and tool, in order to make heavy machining even more efficient. At the same time, the mechanical load is limited in order to reduce wear on machines and keep tools in use as long as possible. “Dynamic Efficiency” supports all processes with high cutting forces and high metal removal rates, such as roughing operations or the machining of materials that are difficult to cut. It combines performance-enhancing controller functions with time-saving machining strategies. For example, Active Chatter Control (ACC) suppresses the inclination of a machine to chatter, whereas Adaptive Feed Control (AFC) always ensures the best possible machining feed rate. The ‘trochoidal milling’ machining strategy serves to reduce wear on the tool while roughing slots and pockets, can

This article discusses the innovative “Dynamic Efficiency” function for TNC controls that make milling operations faster and accurate. With this, companies can accomplish complex machining tasks in much less time with significantly better quality, improve efficiency in heavy machining, and increase the metal removal rates while sparing the machine.

very easily be used as a cycle. The effort is worth it. Metal removal rates of more than 20% to 25% are possible, which significantly increases the cost efficiency.

ACC - an active reduction of chatter vibrations

High cutting forces come into play during roughing and particularly here during machining of hard-to-cut materials. This can result in chatter vibrations. Active Chatter Control is a powerful controller function that reduces the tendency toward tool chatter. Chatter vibrations leave blemishes on the workpiece surface. At the same time, the tool is subjected to heavy and irregular wear. In unfavourable situations the tool can even break. This chatter also places a heavy mechanical load on the

A P JayanthramManaging DirectorHeidenhain Optics & Electronics India [email protected]

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machine tool. It protects the machine tool against the effects of chatter vibrations, and at the same time increases its performance. The ACC algorithm actively counters the disturbing vibrations. This permits greater infeeds, leading to higher metal removal rates. For certain machining tasks the increase is easily more than 20%.

AFC - profiting from the best feed rate possible

Adaptive Feed Control (AFC) shortens the machining time by automatically increasing the feed rate in machining zones with less material removal. This depends primarily on the spindle power and further process data. AFC therefore always ensures the best possible feed rate when there are fluctuations in the cutting depths or material hardness. This increases the efficiency.

The application is simple. Before machining, the user should specify the maximum and minimum limit values for spindle power in a table. The values are determined by having the TNC record the maximum spindle power consumed during a teach-in cut. The adaptive feed control then continuously compares the spindle power with the feed rate, and attempts to maintain the maximum spindle power during the entire machining period. AFC also offers another advantage. As a tool becomes blunt, the spindle power increases and the control reduces the feed rate. AFC can initiate an automatic tool change if the maximum spindle power is reached. This reduces the mechanical load on the machine and effectively protects the spindle from overloading.

Trochoidal milling - using the tool’s potential

The control supports the trochoidal milling machining strategy with an easily programmable cycle. This significantly

accelerates roughing of any contour slots. The cycle superimposes a circular tool movement over a linear feed movement. For this, one needs an end mill that can remove material over its entire cutting edge. “Scraping out” the material in this manner lets the machine work with large cutting depths and high cutting speeds. Circular plunging into the material places less radial force on the tool. This reduces the mechanical load on the machine and prevents vibration.

Much time is won by combining trochoidal milling with AFC

A significant gain in efficiency can be expected if trochoidal milling is combined with adaptive feed rate control. Since the tool moves on a circular arc, a part of this movement is in the air. In this situation, AFC moves the tool at a much higher feed rate. These features add up during machining with the Heidenhain cycle to enormous time savings.

Conclusion

A high metal removal rate in the least amount of time possible is the measure for efficient roughing operations. It can particularly be increased with “Dynamic Efficiency” from Heidenhain. The functions for heavy machining place great importance on ensuring that the machine’s dynamic behaviour is not impaired, while at the same time maintaining high accuracy—regardless of whether the functions are used separately or in combination. By combining the simple handling of the functions with the reduced load on the machine and the tool, the machine tool controls prove the power and capabilities with particularly economic and efficient heavy machining. ☐

Adaptive feed control


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Dunlop Aerospace Braking Systems, a part of Meggitt plc, designs, develops and manufactures wheels and brakes for commercial and military aircraft applications. Aircraft production in the UK has experienced steady growth and to meet this demand, the hub and flange cell at Dunlop Aerospace purchased 3 key CNC machines between 1998 and 2000, actively specifying Renishaw probe systems. This has increased process consistency and has also had a marked effect on the manufacturing time.

Dramatic reductions

Speaking about the decision to employ Renishaw probing systems, Andrew Cartledge, Team Leader, Hub and Flange cell, says, “We have seen improvement both in machining cycle

times and the overall set times every time we’ve introduced a component to the cell. This is critical to our New Product Introduction process (NPI), which we use every time a new wheel is introduced, essentially allowing us to ‘design for manufacture’.”

Runners, repeaters and one-offs

Orders for wheels fall into three different categories according to the number of batches made each year. The ‘runner’ orders are classed as those wheels produced in more than 10 batches a year and ‘repeaters’ are less than 10 batches a year. Dunlop Aerospace also supply one-off orders and recently succeeded in a very impressive project to re-manufacture components for the 1950s Canberra. This involved taking

Probe systems for production efficiencyAn application story on Renishaw’s probing systems used by Dunlop Aerospace Braking Systems to increase process consistency and reduce cutting time

T E ST & ME aSUR EMENT | T E CH N OL OG Y

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original drawings and re-programming the machining through the modern CNC process.

“NPI involves a process, we call Manufacturing Process Approval (MPA), whereby any machining process must be closely analysed to see if it affects the stresses and component strengths of a wheel assembly. All the main ‘runners’ and any ‘repeaters’ that are introduced to the new cell require a MPA before the production can start,” adds Cartledge.

Investment in technology and automation

Between 1998 and 2000, Dunlop Aerospace chose to spend nearly £2 million on three state-of-the-art multi-axis CNC machines; a multi-axis Mazak Integrex, a turning centre with full C-axis and driven tooling to give milling capability; a Mazak HV800 5-axis horizontal machine centre and the most recent investment, a Mori-Seiki MT4000, at the time the first of its type in the UK.

Probe systems make all the difference

The underlying technique made possible by the integration of the probe systems is the ability to identify the component position and material condition, updating and monitoring the deviation in the wheel forgings. This reduces cutting time, as it eliminates fresh air cuts. This is because the probe ensures that the critical surfaces of forgings are accurately located and metal cutting starts immediately.

The importance of one hit machining

During the cutting process, stresses are relieved in the material, so one hit machining results in the cutting process achieving greater consistency. L77 aluminium is the most commonly used material and, with the high cost of each process, it is essential that Dunlop Aerospace keep scrap levels low. In-process monitoring and tool offset updating ensures process

control and minimises scrap. The nature of the aviation industry demands ever-increasing accuracy and quality, ensuring both wheels and brakes being reliable in all conditions and scenarios. “We have now used probing systems on this cell for over 6 years and have cut costs and times, with a step change in process control and consistency,” concludes Cartledge. ☐Courtesy: Renishaw

Turret-mounted probe on Mazak Integrex

setting the coordinate system by finding the

position of a pre-drilled hole


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Manufacturers are discovering that integration of plant communications resolve equipment issues and reduce unplanned downtime faster. The article discusses new ways to improve performance, increase safety, optimise resources and run manufacturing operation smoothly through integrated plant communication platforms.

Stuart ScottDirector, Vertical Solutions Marketing Asia Pacific & Middle East Motorola Solutions

MAxIMISIng pRoFITS wITh plAnT CoMMUnICATIonS

Manufacturers are feeling the heat to hit their production targets in an increasingly competitive global market. To maintain their edge and maximise their profits, they have made operational efficiency a top priority. Yet in some heavy industrial segments, as much as 30 to 40 per cent of profits can be lost annually due to unplanned downtime. In the 10 million skilled manufacturing jobs that are unfilled worldwide, it’s even tougher to ensure peak efficiency and productivity. In today’s aggressive marketplace, there is no room for continual delays and costly disruptions to production. It hardly matters whether they are managing a single food processing facility or a string of multinational automotive plants, these days, manufacturers are looking for new ways to improve performance, increase safety, optimise resources and run their operation smoothly.

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reduce downtime? What can be done to alert personnel instantly so response time is accelerated and problems are rapidly resolved? How to connect employees seamlessly and safely so they can coordinate and collaborate across the floor, the facility and the enterprise?

What many manufacturers may not realise is that while the threat of downtime is ever-present, they can prevent it from happening by being proactive. By giving employees the information they need where and when they need it, management can improve their ability to be informed and act intelligently, particularly as customer, regulatory and operational demands ratchet up.

A traditional system, such as overhead paging, no longer meets the evolving demands of manufacturers. Rather than relaying the right information to the right team, paging systems blasts out the same message to everyone. Radios, which were primarily used for safety, security and dispatch, have evolved now. Today, they are used by operators, technicians, material handlers and more. Radios integrate voice and data to link people to each other, people to machines, machines to people, and machines to machines.

Making the critical shift to integrated voice & data

Fortunately, innovative technology solutions are consolidating communications into a common platform. Manufacturers, large and small, are making the shift to integration of voice and data in their facilities. Now employees with different communication needs, from task-based functions

Downtime is an ever-present & expensive threat It is a given fact that manufacturers are aware that downtime

is one of the greatest impediments to plant performance. A stalled production line not only upsets workflow, it can jeopardise customer relationships too. Equipment failure, from machinery that malfunctions to assets that break down as they age – causes expensive disruptions. The longer it takes plant personnel to respond and repair equipment, the more damaging the interruption. What’s more, systems that are not at full speed create a Domino Effect that can result in missed deadlines, lost revenues as well as disappointed customers. When downtime occurs, any form of delay in communication is costly. If workers don’t have access to vital information or can only find it at a fixed work station, downtime will be prolonged. And if they must rely on additional personnel to handle a situation or are stretched thin as they cover a larger area of the plant, their ability to react quickly and make informed decisions is compromised.

Downtime events create higher safety risks and the potential for worker injury, too. Real-time communication helps mitigate that risk. Devices such as two-way radios have been effectively used in plants for years to coordinate response and improve employee safety.

Expediting the right information to the right team

The question that often comes in is that what can plant management do to minimise costs and delays and drastically

Two-way radio progession for plant communications


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to supervisory duties, can seamlessly interact together. According to the 2013 Motorola Manufacturing Barometer

survey, two-way radios are deployed in three of every five manufacturing enterprises. Plant managers are using ultra-thin and ultra-light portable radios to coordinate tasks, send texts and access other business applications. Line workers are connecting instantly in their noisy environment using two-way portables with crystal clear voice or two-way radios with integrated Bluetooth along with wireless accessories and noise-cancelling headsets. Technicians are being automatically alerted via work ticket software on their radios as to which equipment is malfunctioning or which equipment needs to be inspected to ensure compliance with new predictive or conditions-based maintenance plans.

Having multi-function devices on an integrated platform can help manufacturing companies minimise overall communications costs by enabling workers to reach one another instantly – even when they have significantly different communication needs. By doing this, they eliminate the need to over-equip employees who only require a certain functionality.

Benefits

Developing and deploying an integrated plant communications platform delivers significant benefits to manufacturers, effectively ‘leaning’ the enterprise and ramping up productivity and efficiency. These benefits include cutting capital and operational costs by reducing the number of networks and devices required to support the business; optimising employee communication by providing the right

communication needs; increasing employee productivity through real-time access to people and information when and where its needed. As such employees focus on their work rather than attempts to locate resources. Other benefits are improving plant productivity by streamlining the flow of voice and data communications and enabling the rapid movement of information; making better decisions based on real-time information to speed response to changing conditions in the plant; protecting existing investments in technology while enabling cost-effective extensions for mobile voice and data solutions; enhancing data secutity by increasing control over the flow of information between devices/workers and disabling or wiping clean missing devices when necessary; reducing strain on IT resources to deploy, manage and maintain multiple networks and systems. By using advanced management software, devices can be provisioned, deployed, updated and made available for troubleshooting without dropping them off for IT support; improving employee safety by increasing communication capabilities and helping to mitigate risk; decreasing up-front equipment costs because each employee only needs one device, but can communicate effectively with everyone in the plant.

Maximising the productivity of the workforce

There is virtually no corner of a manufacturing facility where using two-way radios to enhance employees’ ability to communicate together and act on real-time information doesn’t improve production throughput and productivity. Analog two-way radio systems are ideal for light industrial applications where only voice capability is required. However, as you move

Developing and deploying an integrated plant communications platform

delivers significant benefits to manufacturers


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into larger, heavy industrial use cases, the true value of digital radios begins to shine. Digital technology delivers better coverage and clearer voice which is essential for noisy plants with machinery, thick internal walls, concrete barriers and obstructions. Because digital radios offer greater capacity, manufacturers can connect more workers across the expansive plant footprint and link workers in multiple sites, no matter where the location. Also, solutions are available for alarms and alerts integration with Programmable Logic Controllers (PLCs) and to integrate with other devices and networks, delivering a full spectrum of plant communications options for modern manufacturers to consider and deploy.

Increasing safety and efficiency across the facility

Manufacturers are discovering that when they integrate > MORE@CLICK EM01197 | www.efficientmanufacturing.in

plant communications, they resolve equipment issues and reduce unplanned downtime faster. Not only is equipment running at full speed, but employees are communicating and collaborating more efficiently. Despite disruptions that occur, they are making huge strides in meeting targets by decreasing costs and exceeding customer expectations and protecting their safety & enhancing productivity. When manufacturers choose Motorola as their technology partner, they get the proven solutions to improve operational efficiency, minimise downtime and differentiate themselves from competitors. The company offers high-performance radios with integrated voice and data designed for the heavy-duty, high decibel environment, manufacturing-specific accessories, a robust wireless communications platform and an expert partner network to make it all happen. ☐


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An application story on Haas machining centres used by Parle Elizabeth Tools to manufacture blister changing parts and tablet tooling that has facilitated the unit to pose a stiff challenge to its competitors.

ENHANCEd blIstEr CHANGING solutIoNs

The Indian machine tool industry is witnessing a sustained performance in recent quarters despite a slowdown in the overall economy. According to reports, the key user industries such as automobile, auto components, health, defence, and aerospace as well as power are set to fuel the growth of the Indian machine tool industry. The industry’s current market size stands at $2.05 billion of which the domestic production makes for around 33 per cent of the total consumption. Joining the bandwagon is Parle Elizabeth Tools Pvt Ltd, a leading manufacturer of tablet tooling, tablet press, tool polishing and blister change parts for the pharmaceutical sector.

Optimising advanced technology Based in Vasai, near Mumbai, the company has carved a

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niche for itself in the manufacturing sector with its commitment and dedication besides making an optimum use of advanced technology. Presently, the company successfully manufactures tablet punches and dies. While the punches are mainly of two types: D with bigger die and B with smaller die, the tablet presses help to determine the sizes of the punches. A tablet press is a mechanical device that compresses powder into tablets of uniform size and weight. A press can be used to manufacture tablets of a wide variety of materials and to form a tablet, the granulated material must be metered into a cavity formed by two punches and a die. Besides, the company also manufactures blister changing parts that help put tablets into wrappers. The two types of blister changing parts—Alu-PVC and Alu-Alu—are made based on the drawing. The Haas machining centres used by the company to manufacture blister

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changing parts and tablet tooling has helped the unit pose a stiff challenge to its competitors. “The vision of Rajmal Mehta, Chairman and Mahendra Mehta, Managing Director, was to tap the global market and be leaders. In order to convert that vision to reality, we wanted to buy machines that could deliver precision and repeatability, thus, enabling us to compete with other global players,” said Snehal Surti, General Manager - Operations, Parle Elizabeth Tools Pvt Ltd.

Though the company commenced production in the year 1974 with the help of a conventional lathe machine, one of the primary problems with traditional lathes was that it required significant manpower. Additionally, due to the fact that the work was performed by hand, accuracy could not be guaranteed from the production of one part to another. They also lacked high-end technology and competing on a global platform with

a conventional lathe was rather tough. “The conventional machine was able to give us the results but the consistency and volume was something that we were not able to achieve. Besides, this certain teething problems such as transformation of engineering processes, skilled labour to operate the machines, programmes to run the machines, appropriate cutting tools, environment conditions and machine application options were yet to be addressed,” added Surti.

Collaboration with Haas machines

“The journey was not very easy since the challenges before us were not only to introduce the latest technology backed by experienced manpower, but also to stabilise and balance the output with other conventional machines. The demand from the market was on the rise and it was open for those who could support this demand with quality supplies backed with shorter lead time.” Surti informed. Adding further, he said, “The company, thus, eventually decided to invest in a CNC machine in 2001 and purchased its first Haas vertical machining centre (VMC) in order to do so. Since then, we have never felt the need to look towards an alternative machine tool builder. As of date, the company owns nine Haas VMCs and five Haas turning centres.” He further said, “The people not only helped us in explaining the technology, but also provided us with an application support at a much better cost than any of their competitors. A cost-effective solution along with speed was the need of the hour and Haas lived up to all of our expectations.”

“We manufacture parts that require accuracy and repeatability. In fact, repeatability is emphasised more on our kind of parts than accuracy. When we decided to purchase a CNC machine, it was like a black box to us. It was not only a complicated matter for us but for many in the industry too.


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Creating a global niche

Echoing similar feelings, Rajmal Mehta said, “We always wanted to be a step ahead of others. We strive to create monopoly in the market through excellent products, dedicated service and prompt delivery since maximum customer satisfaction is what matters the most to us. We can’t reach the top without these values. Achieving our goal is one thing, but adhering to these values is the reason why we are able to maintain our position at the top.” Other than the service support mechanism, the local Haas Factory Outlet - CNC SSIPL, has been instrumental in providing excellent spare part support and guidance to Parle Elizabeth, which has helped the company carve a niche for itself in the global market.

“We believe that our journey with Haas has just begun. Our management’s vision is to achieve the leadership position universally by focusing on maintaining quality, committed delivery, cost-effective products, innovation and continual improvement. Alignment of the team supported by technology is helping us reduce the gap rapidly in our quest to attain the leadership position. Our journey with Haas so far has been very good. Haas and Parle Elizabeth have been partners in growth, and this will continue,” concluded Surti. ☐Courtesy: Haas Automation

One of the aspects that we were concerned about was the after-sales service of the machines. Indian brands were yet to establish and we were looking for a cost effective solution to our problems and thus turned to Haas,” commented Surti. “The most important thing about Haas machines is their structural rigidity and adequate power output at the spindle. Even at 60-80% continuous loading, the machines never make abnormal sound and vibration.”

“Our product moves at 54 different work stations and the consistency depends on the skill of the operator. Each process has to be balanced well in order to get the batch ready as per our requirement, while maintaining the overall lead time. It was difficult to balance the capacity earlier, but now with the help of Haas machines, the output has been consistent and is well balanced, thus making the planning and expansion projects easy to handle no matter how big the volume is,” he explained. Stressing on the excellent service back-up that Haas Factory Outlet - CNCSSIPL has continuously been providing Parle Elizabeth with, Surti said, “The approach of Terrence Miranda, Managing Director, Haas Automation, was service-based which suited our requirement since we are known among our customers for after-sales services. Their maintenance support is also unique. Besides, Haas application engineers worked with us on the machine, tools, fixtures and CAM software that helped us reduce our cycle time. As a result, our productivity increased by 25-45 per cent”

A tablet press is a mechanical device that compresses

powder into tablets of uniform size and weight



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Minda Industries Limited – Switch Division is the part of UNO Minda - NK Minda Group, which specialises in two and three wheeler switches and has a major share of business in all Indian 2/3 wheeler OEMs. With approximately 3000 employees, the switch division operates through nine plants in India and two overseas plants in Indonesia and Vietnam. The company uses Autodesk Simulation Moldflow to ensure an aesthetic switch without compromising on product strength. Its manufacturing facilities are located across the country at Manesar, Pune, Aurangabad and Pantnagar. The division has a state-of-art R&D centre with 37 patents and 60 design registrations in its name. It also produces the widest range of

Built to dEsignTo ensure an aesthetic switch without compromising on product strength, Minda Industries Limited uses Autodesk Simulation Moldflow, which helps to enhance the product quality while reducing the development cost

switches, such as handle bar, panel, start, modular as well as rear brake switches. “Ours is the first company to receive TPM award in India, with core competency in manufacturing and developing a wide range of high quality automotive switches serving end markets in India, US, Spain, Malaysia, Thailand and Indonesia,” said Shrihari B Rasal, Assistant Manager – Tool Design (Autodesk Simulation Moldflow).

Challenges

In order to remain competitive, auto manufacturers are trying to differentiate themselves from competition by

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enhancing their vehicle’s appearance. Even a small accessory, for instance, a switch is among the top priorities to improve the aesthetic value of the vehicle. While working for one of the leading two wheeler manufacturers in India, Minda Switch division faced a challenging issue of occurrence of weld-line at the centre of the switch that does not meet the quality and aesthetic requirements specified by the customer. “It is a challenging task to overcome the aesthetic defect of small and complicated parts of two-wheeler switches due to limited scope for modification,” explains Rasal.

Key benefits

The speed and power of Autodesk Simulation Moldflow gives better results. “Using this, we get an accurate representation rather than an approximation. It is easy to verify problems and fix them in early development stage, so that we get the right components in trial 1,” said Rasal. Since 2008, the company has successfully used this software to develop more than 200 hundred products, and the results have shown that it helps to reduce the design and development cost while improving the product quality and time required.

The solution

There is a limited scope for modification of the Knob > MORE@CLICK EM01234 | www.efficientmanufacturing.in

Blinker (switch component) because of its small size and complicated shape. In this case of switch component, which is repeatedly under load, the weld line is the factor that influences the atheistic value and part strength. So, it was a challenging task to improve the aesthetic of the component by shifting the centre weld line to the corner without weakening the product strength. With the help of this software, Minda professionals were able to shift the weld lines to the corner by design modification in the component by increasing the right side’s wall thickness by 1 mm.The coring depth is also increased so that the material flow on the right side is slowed down and meets the left side flow at an edge.

Results

The software helps to identify the main problem areas before the part is manufactured that are particularly difficult to predict with traditional methods. “Autodesk Simulation Moldflow is very versatile and a complete injection moulding simulation tool, which helped us to achieve zero rejection due to weld line and serve the automotive industry with better products,” concludes Rasal. ☐

Courtesy: Autodesk

With the help of this software,

Minda professionals were

able to shift the weld lines

to the corner by design

modification in the component

by increasing the right side’s

wall thickness by 1 mm

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Requirements for lightweight and crush resistance vehicles require the use of AHSS (DP, TRIP, TWIP) and Al alloys to form complex shapes. This article, to be presented in two parts, discusses the practical determination of material properties and lubricants for optimum forming conditions and FE simulations.

T Altan, A Groseclose, E Billur, S Subramonian, and T Mao Engineering Research Center for Net Shape Manufacturing (ERC/NSM), The Ohio State University, Columbus OH, USA

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The automotive industry is under considerable pressure to reduce vehicle weight and costs. As a result, companies, OEMs as well as first and second tier suppliers, invest in R&D to form new materials (Al alloys, AHSS, boron steels) to reduce weight and improve safety requirements. New materials require advances in lubrication, die materials and coatings as well as new equipment. It is well-accepted practice to save weight and increase safety using advanced high-strength steel (AHSS), as well as hot pressed and quenched boron steels. AHSSs include dual-phase grades (DP 600 to DP 1200) with tensile strength up to 1,200 MPa (175 ksi) as well as transformation-induced plasticity (TRIP), martensitic (MS), and twinning-induced plasticity (TWIP) steels. Hot pressed boron steels may reach

AdvANcEs IN shEET METAL FORMING TEchNOLOGy

1,500 to 16,00 MPa (215 to 230 ksi) tensile strength after quenching.

Material properties Industry widely uses the finite element method (FEM) for

process design to predict metal flow and defects in stamping. The accuracy of the input data affects the accuracy of the FEM results, so it is important to use a test that defines the stress-strain behaviour of materials for stamping conditions (biaxial stretching). The viscous pressure bulge (VPB) and limiting dome height (LDH) biaxial tests offer several advantages over the conventional tensile test. Flow stress curves are essential for

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simulation and analysis purposes. Usually, these are determined using tensile test. However, data obtained in a tensile test is for relatively small strains and therefore must be extrapolated. Bulge test, on the other hand, can give more reliable strain-stress data, and eliminate the need of extrapolation. In a study performed with Honda R&D, the LDH and VPB tests were used to determine the flow stress for JAC 270E steel sheet material. The material model was assumed to be the Hollomon law: σ = Kεn, where σ is true stress, ε is true strain, K is the strength coefficient, and n is the strain-hardening exponent. Comparing the two methods, it was determined that the experimentally determined K and n were approximately the same for both methods.

Friction & lubrication

Many factors need to be considered in the analysis of a lubricant’s applicability to a certain process. It is not sufficient to select a lubricant with low coefficient of friction for the stamped part. It is necessary to consider the workpiece material, tooling, tool/workpiece interface, deformation zone, equipment, finished part, and the environment (which includes the handling and pre- and post-stamping processing). Consideration of the system approach is important. If a lubricant gives a low coefficient of friction but causes corrosion of the workpiece or tooling, causes degradation of the environment, or cannot be cleaned off, then the lubricant cannot be considered effective for application. Therefore, the laboratory tests should emulate the practical stamping conditions and processes so they can be

taken into consideration when choosing a lubricant for a given stamping operation.

Two tests are conducted at ERC/NSM evaluating the lubricity and coefficient of friction of lubricants related to galling, tool materials, and coatings.Cup drawing test—A round blank is drawn into a round cup as shown in figure 1. The performance criteria are the maximum drawing load, the maximum applicable blank holding force (BHF) without fracture, measurement of draw-in length or flange perimeter of the drawn cup, and visual inspection of buildup on dies during use of dry lubricants. After cup drawing, the flange can be removed and the part is ironed, if desired. Strip drawing test—This test is similar to the cup drawing test, except a 14-inch by 1-inch strip of material used instead of a round piece. The strip is drawn into a hat shape, and maximum drawing load and measured draw-in length are used for evaluation. The test was developed to evaluate AHSS, which is difficult to use with the cup drawing test. It is also cheaper and faster to run than the cup test, so it is practical for evaluating a large number of lubrication conditions quickly. In a study with Honda Manufacturing, the strip drawing and cup drawing tests were performed to analyse lubricants for forming galvanised DQS-270D-GA steel. The strip draw test was conducted for 18 lubricant conditions and narrowed the cup drawing test down to only 12 lubricant conditions (after the “failed” lubricants were removed from testing due to their performance in the strip drawing test). The cup drawing test was then performed at 20, 22, and 24 tonne blank holder force (BHF), the results for 20 tonne BHF are shown in figure 2.

Figure 1: Cup drawing test schematic Figure 2: Flange perimeter and punch force recorded for 20 tonne BHF (one lubricant

condition failed at 20 tonne)


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Blanking & hole expansion

Blanking tests to obtain flow stress data of materials— Blanking is a very high deformation forming process with a significant temperature increase in the sheet, especially when thick and high strength materials are blanked. In the deformation zone of the sheet the strains may reach values as high as 2-3. This also translates to high strain rate which can be anywhere between 103 sec-1 to 105 sec-1 depending on the blanking velocity. The temperature in the sheet can also go up to 300°C depending on the thermal conductivity, strength and thickness of the material.

Flow stress curves for materials to be input into blanking simulations are generally obtained by conducting uniaxial tensile tests or biaxial dome test or bulge test. These methods give the flow stress of the material for strain values less than 1 in most cases. Very high strain rates of 104 - 105 are not very commonly achieved in these tests either. Hence, the common practice is to extrapolate the curves to higher strains by fitting an equation, assuming that the material continues to follow the stress-strain relation. In this study, blanking is investigated as a potential test to obtain flow stress data for large strains and strain rates simultaneously and a methodology is proposed. A combination of blanking experiments and simulations is used to determine flow stress and is explained in the following steps. • Obtain blanking force-stroke curve from experiments

conducted at low speed (quasi-static condition)

• Conduct blanking simulation using extrapolated flow stress curve obtained using uniaxial or biaxial test.

• Obtain the force Fs, average stress σs, average strain εs, average strain rate έs and average temperature τs in the sheet at small intervals ‘i’ of stroke.

• Compare the experimental (Fe) and simulated force (Fs) at each step ‘i’ of stroke

• At each step ‘i’, if Fs ≠ Fe → σs new = σs*(Fe/ Fs) • Average (of all steps ‘i’) strain rate for the process έspeed is

calculated. Flow stress curve for έspeed is obtained. The procedure is repeated with different blanking speeds

corresponding to different strain rates to obtain flow stress data for different higher strain rates. Effect of punch/die clearance on tool life— Experiments were conducted by Högman to study the influence of punch-die clearance on the punch wear along the corner radius of a rectangular punch shown in figure 3. The sheet material used in this study is Docol 800DP, 1 mm thick and the tool material used was Vanadis 4 with a hardness of 60 HRC. Blanking tests showed that the corner of the punch with 0.2 mm radius chipped after 45,000 strokes while the corner of the punch with 0.5 mm radius did not chip after 200,000 strokes. FEA simulations of the experiments showed that the maximum punch stress increased beyond the ultimate compressive stress of the material of ~2200 MPa in the case of 0.2 mm radius, while it remained below 2200 MPa in the case of 0.5 mm radius. This study shows that using variable punch-die clearance gives a significantly less and more uniform wear on the punch

Figure 4: Hole expansion test schematicFigure 3: Effect of punch-die clearance on tool wear in experiments and tool stress in simulations


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compared to using a uniform punch-die clearance. Hole flanging or expansion test—During a hole expansion test, a blanked hole is stretched under tension stresses so that the hole diameter increases. This hole flanging operation stretches the edge material that already has been subjected to large amounts of plastic deformation and temperature changes from the previous blanking operation. Thus, edge cracking during flanging is highly dependent on the material characteristics at the blanked/sheared edge. In practical stamping and hole flanging, the burr locations are randomly oriented. The blanked hole can be located so that the burr will be in contact with the hole flanging punch (burr down), similar to the schematic in figure 4, or so that the burr has no contact with the punch (burr up).

Most investigators who attempt to model hole flanging using finite element modeling (FEM) ignore the influence of

blanked edge geometry and its strain history while assuming a perfect edge without initial strain. At the Engineering Research Center for Net Shape Manufacturing (ERCNSM), simulations of hole expansion tests with a conical punch were conducted to illustrate the influence of sheared edge deformation resulting from blanking. The sheet material used in the tests was DP 590, burr up. The effect of strain at the blanked edge was considerable. The effective strain at the edge of the flange was quite large, up to 1.6, and increased continuously with the punch stroke. At the same stroke and Hole Expansion Ratio (HER), much larger strains were observed at the blanked edge when modeling hole expansion. Undoubtedly, these large strains affect formability and edge cracking. ☐

Second part of the series will be featured in EM August issue.



82 EM | J u l y 2014

cut t in g to ols | T E CH N OL OG Y

A pragmatic definition of global production economics is “Assuring maximum security in, and predictability of the machining process, while maintaining highest productivity and lowest production costs.” Before performing detailed 1:1 optimisation of individual operations, the productivity and cost efficiency picture of the process overall has to be balanced and optimised on a macro basis. Once this step is taken, further improvements can be achieved by careful investigation into situations where a 1:1 optimisation can be beneficial.

Micro & macro models

The traditional approach to achieve maximum metal cutting involves a narrow-perspective micro model based on 1:1 optimisation of one tool in one operation. Macro models, on

Patrick de VosCorporate Technical Education ManagerSeco Tools [email protected]

the other hand, consider manufacturing from a broader perspective. With these macro or global models, the total time required to produce a given workpiece plays a decisive role. A simplified example of global optimisation involves two machines employed in series to produce a component. There is no use in optimising cutting times and boosting output on machine tool “A” if similar improvements are not possible on machine tool “B”. The increased output would only produce extra costs in semi-finished workpiece inventory waiting to be processed on the second machine. Much better in this example would be to optimise cutting costs on machine tool A. This might limit productivity on machine tool A, but it would reduce overall costs while maintaining output. On the other hand, in a situation where machine tool B stands idle waiting to process parts produced by machine tool A, increasing the output of

New developments in metal cutting technology can provide maximum economic benefits if the machining process is described as one consistent model. The article details on the vital importance of comparing different possible technological scenarios in the light of global production economics.

Improving production economics through metalcutting technologies

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TECHNOLO G Y | c u tt ing tools

machine A will boost total output. Much depends on how the shop organises its production operations – whether it is a line, batch or parallel organisation. These examples indicate the need for a broader view and illustrate that micro model optimisation needs to be carried out very carefully.

The requirement to take a broader view can apply to machine tools themselves. A typical situation could involve a shop running a milling machine fully loaded 40 hours a week and deciding to replace it with a high-speed machine. When the new machine is up and running, it spends half the time standing idle. Then the shop faces the challenge and expense of finding more work to keep the new machine busy and justify the investment in it. The better path would have been to first examine the bigger picture and anticipate what would result from the new machine’s greater output.

Optimising cutting times v/s cutting costs

A 1:1 optimisation focuses on one application, one cutting tool and is intended to create high metal removal rates at the lowest cost possible. The process involves selecting tooling best suited to machine the part and employing the largest depth of cut and highest feed rate possible. Of course, maximum depths of cut and feed rates are subject to constraints regarding available machine power and torque, stability of workpiece fixturing and security of tool clamping. The final step in 1:1 optimisation is to select an appropriate criterion in terms of minimum cost or maximum productivity and using cutting speed to fine-tune achievement of that criterion. It is important to remember the Taylor model for tool life determination. This model demonstrates that for a given combination of depth of

cut and feed, there is a certain window for cutting speeds where tool deterioration is safe, predictable and controllable. When working in that window, it is possible to qualify and quantify the relation between cutting speed, tool wear and tool life. Initially, machining time drops & productivity rises with increasing cutting speeds. But after a certain point costs again start to rise. Above a certain cutting speed, tool life becomes so short that the cutting edge requires frequent replacement. In the total picture, the decrease of the machining time cost has a smaller effect than the fast increasing tool cost. Somewhere there is a cutting speed where the sum of the two costs balances to result in a minimum total cost. In the quest for productivity, shops have to be careful not to give too much attention to details and not enough consideration to the total picture, namely the total floor-to-floor time to produce the workpiece.

Quality and productivity

The levels of part quality required today are seriously higher than in the past. However, achieving top levels of quality sometimes is overdone. High quality is good but excessively high quality wastes money. A simple, theoretical question that sums it up is: “How can we produce the worst workpiece possible that is still acceptable from a functional point of view?” Cost can be reduced drastically & productivity can be increased dramatically by fulfilling the minimal requirements. Similarly, when focused entirely on maximum productivity in terms of lower cycle times, the reliability of a metalworking process can deteriorate. When a process is run constantly at the limits of possibilities & those limits are exceeded, the cost is rejected or scrapped workpieces & lost time.

Practical model for process optimisationImproving production economics through metalcutting technologies


84 EM | J u l y 2014

cut t in g to ols | T E CH N OL OG Y

General machinability model

Quality, production time and cost

Production efficiency involves three factors - quality, production time and cost. Environmental factors such as energy consumption and disposal or recycling of worn tools and machining waste must also be considered as well as safety factors regarding the well being of employees. Many individual technical factors affect production efficiency. For metal cutting processes, it is not at all unusual for one or more of 50 - 70 individual factors to have an appreciable effect on efficiency. Typical factors include tools/tooling systems, workpiece configuration and materials, equipment process capabilities and data, human factors, peripheral equipment and maintenance issues. One of the most influential factors is the result of the interaction of the tool and workpiece. Understanding of tool wear and failure modes is essential for control of the metal cutting process. Wear related phenomena generally are gradual and predictable, while other failure modes, such as tool breakage, lack the predictability required to maintain a reliable cutting process.

Universal tools

Balancing productivity, reliability and tool cost considerations requires tooling that offers versatility and flexibility over a broad application window. Versatile or universal tooling also is an answer for manufacturing’s clear trend towards smaller batch sizes. The move to smaller

machining batch sizes results from increased utilisation of just-in-time production strategies and the growth of outsourcing.

Simple solutions

Taking the broad view to process optimisation need not be complex; it can involve very basic, simple actions and analysis. Examination of used tools is a key example. Correct interpretation of what the tools show can provide a broad view of what is going on in the workshop. For example, if a shop generally uses inserts with 12 mm-long cutting edges and wear patterns on the tools only reach 2 mm or 2.5 mm, that shop is probably using inserts that are much too big for what they do. Tools with 6 mm cutting edges would be more than sufficient, and a tool with 6 mm-long cutting edges is significantly cheaper than a tool with a 10 mm cutting edge. Such a simple observation can reduce tool costs by 50% without losing productivity.

Toolmakers response

Toolmakers today recognise and respond to the demand for versatile tooling systems that combine productivity with economy. Newly developed universal tools improve output while also reducing the cost of tool inventory, tool manipulation, resetting and testing. One example of such tooling is the Seco Turbo milling cutter range. These tools offer versatility and flexibility in a broad range of applications to provide a combination of cost effectiveness and high performance. The


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TECHNOLO G Y | c u tt ing tools

cutters are engineered to provide trouble-free production and high quality workpiece finishes. The cutters’ positive cutting geometry reduces power consumption, leading to longer tool life and the possibility for increased depths of cut and feed rates. Their capabilities represent the first steps towards a totally optimised process. Another approach to universal tooling involves assembling a set of tools that suits a variety of applications. Seco selection tools are engineered to provide flexibility. The selected group includes a limited number of tools that may not necessarily provide absolute maximum productivity or cost efficiency but will be the best and most economical choice when maximum flexibility is desired to machine a rapidly changing variety of workpiece materials and components. By nature, this approach does not fit every need. It contrasts, for example, with development of highly specialised products such as PCBN tools, which are aimed at applications requiring extremely high quality and/or productive machining of specialised workpiece materials. A PCBN tool is by no means inexpensive, but it is the best choice for some specialised applications. At the other end of the batch-size spectrum, Custom Engineered Tooling (CET) is an approach tailored for large batch production of special applications. The tooling is intended to limit inventory requirements for different tools but nevertheless offer possibilities for both micro- and macro-optimisation efforts. Just as manufacturing shops must choose metal cutting technology based on a broad view of the entire production process, toolmakers must develop their product offerings to serve a broad range of customer needs. ☐


T E CH N OL OG Y | c utt ing tools


86 EM | J u l y 2014

E d ucat io n & tra in ing | spe c i al f e at ure

The art of building an automobile is a skill that a very few have mastered. Over the years, this niche sector of building cars and bikes has exploded into a billion dollar market. According to AT Kearney – globally, automotive contributes roughly 3% of all GDP output; the share is even higher in emerging markets, with rates in India at 7% and rising. As a sector, automotive is one of the key growth pillars for an economy and looking at the India’s auto sector, it is the world’s sixth largest producers of

indian auto sEctor on thE r&d WayWith a wide array of skills required by the automotive sector along with its growth potential, India has become one of the prime hubs for investments by global majors. With the backdrop of competitive workforce cost, the demand for trained workforce within sector is quite high. This article highlights the R&D centres that have come up in India which are largely concentrated on innovating the design segment for automotive sector.

automobiles in terms of volume and value. With more than 35 automakers in India, the industry has grown and contributed to India’s economic growth in an immense way.

Over the last few years, the market in India has seen a lot of transformation with foreign car makers entering the market and looking at the price sensitive market that India is, there has been a constant effort by manufacturer to innovate and offer products that cater to everyone’s pocket. This core automotive

Amresh GaneshanDirectorKelly Engineering Resources [email protected]

spec ial f eature | Educat ion & tra in ing

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spec i al f eature | Edu c at ion & tra in ing

indian auto sEctor on thE r&d Way

industry has contributed to a range of other businesses with R&D and innovation benefiting from it in a big way. It can easily be said that this sector requires a set of skillful and technical professional who can not only be an important contributor to build this enormous industry but constantly develop new and innovative techniques to better the skill of car making. Some of the important skills include automotive engineers, diagnostic professionals, automotive engine designers and technicians for car assembly, etc.

Research & development segment in India

With a wide array of skills being required by this sector along with its growth potential, India has become one of the prime hubs for investments by global majors and by keeping the competitive workforce cost, the demand for trained workforce within sector is quite high. As per the National Skill Development Corporation ‘the Indian automotive industry has also been recognised as an industry with a very high potential to increase employment and additional 25 million employees will be employed by the year 2016’. Keeping these massive figures in mind, we also need to understand how much of this percentage belongs to skilled and critical workforce as their demand seems to rise? Another very important point to be considered is, how does R&D contribute to the automotive sector and what kind of skills are required to cater to the demand for this segment? Under research & development segment in India, automotive is a key vertical and is emerging as a strong automotive R&D hub with foreign players setting up base in India. This move is further enhanced by government’s support towards setting up centres for development and innovation. However, there is an increasing demand for skilled professionals in the domain of effective service delivery, spares management and support functions.

Skill v/s qualification

Indian automotive industry initially was known for manufacturing automobiles due to reduced cost of labour and skill, but over the years many foreign players have entered into the market and have realised that there is a potential for setting up R&D base in the country. Due to this movement, there have been many R&D centres that have come up in India which have largely concentrated on innovating the design segment for

spe c i al f e at ure | Educ at ion & tra in i ng


88 EM | J u l y 2014

E d ucat io n & tra in ing | spe c i al f e at ure

automotive. These companies look at hiring design engineers and professionals with software skills in CAD. Global OEMs have also recognised and have high regard for India’s engineering talent pool, but there is always the question of skill v/s qualification. Indian engineers have the necessary qualification from reputed institutes but often lack in the necessary skill to be used for automobile R&D in the country. One of the key skill that has been in demand is, mechatronics. At the same time, there is a visible gap with regards to resources such as lack of software for new engine and vehicle development. Additionally, we also see that there is still room for research and development with regards to reverse engineering as well.

Investments in R&D are critical for retaining and enhancing the competitiveness of the Indian automobile sector. This competitiveness depends on the capacity as well as the speed of players in the industry to innovate and upgrade. National Automotive Testing and R&D Infrastructure Project (NATRIP), an autonomous body under the Ministry of Heavy Industries & Public Enterprises, Government of India, represents a unique joining of hands between the Government of India, a number of State Governments and Indian Automotive Industry to create state-of-the-art testing, validation and R&D infrastructure in the country. The project involves ` 1718 crore of investment in two phases of three years each across seven locations in the country at Manesar, Chennai, Pune, Ahmednagar, Indore, Silchar and Rae Bareilly. The complete execution of the project will provide immense capability to India in the field of Automotive Testing and R&D and will ensure continuous technology up-gradation as well as building up of better designing and automobile engineering techniques.

Innovation and development of new technology

Apart from expanding the R&D base in India, there is a recognisable need for skills without which the R&D automotive segment falls back with regards to innovation and development

of new technology. It is therefore important for technical training institutes to collaborate with OEMs to understand the skill requirement and inculcate the same in their curriculum to train the students. It is important to note that the need for critical skill still remains and the gap has to be filled by providing not only the right training but the correct infrastructure with regards to softwares and tools to foster growth within the automotive R&D segment. India is gradually progressing in its R&D efforts and with the immense potential that this segment has, it is crucial to shape it in a manner that fosters innovation and growth which will further contribute to the automotive sector in a big way. Even though the motivations for a foreign company to set up in India may vary, but R&D remains along with access to large burgeoning market, availability of large talent pool and cost effectiveness in conducting R&D.

Future outlook

Moving forward, that this segment will continue to expand its base in India, with large investments from government and private bodies, the potential of the automotive R&D is lucrative and with specific skill requirements, the demand for key skillful engineers and researchers will be on the rise. The automotive sector in India is a huge industry, and with more global companies designing products for India, it offers opportunities for the Indian component makers to build on their R&D capabilities by participating in the design and development process. At the same time, to be a competitive sector on a global platform, R&D is one of the many crucial ways to constantly develop and create new products. Engineering talent in India continues to be on the rise, being one of the major hubs for engineering graduates. Further to bridge the skill gap, regular training and partnership of institutes with local and global automotive OEMs will continue to be an important factor. ☐

> MORE@CLICK EM01237 | www.EfficientManufacturing.in

Investments in R&D are critical for retaining and enhancing the competitiveness of the Indian automobile sector

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90 EM | J u l y 2014

E v E n t | R EPORT

Lubricants or coolants are just some fluids, you might think, for everything that has to keep moving. But metalworking fluids are more than just an aid to machining metal parts. In fact, metalworking fluids are involved at the starting point for many products in this high-tech age. And with the growing complexity of industrial machining technology, metalworking fluids experts face some interesting on-going challenges. Metalworking fluid cost of 0.5% affect 95% of production costs and this participation can have far-reaching results. Productivity, efficiency and quality of machining in a manufacturing process depend significantly on the selection of the right coolant. To make this connection visible, Blaser Swisslube has created the Blaser Productivity Trophy, to recognise its customers for their highest demonstrable added value.

Recognising best liquidtool usersProductivity, efficiency and quality of machining in a manufacturing process depend significantly on the selection of the right coolant. To make the connection visible, Blaser Swisslube recently presented the Blaser Productivity Trophy to recognise its customers for their highest demonstrable added value.

The Blaser Productivity Trophy was presented in an award ceremony held recently in New Delhi, to a few of the company’s customers who were willing to document their achieved added value through collaboration with Blaser Swisslube. The company evaluated many of the productivity projects and celebrated the success with the winners from various categories. The categories were: metalworking fluid optimisation; productivity; process reliability; tool life optimisation; and environment, health & safety.

Highlights

The award ceremony, organised by Blaser Swisslube in association with Swiss-India Chamber of Commerce (SICC), featured presentations from H E Dr Linus von Castelmur,

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R E PORT | EvEnt

compressors, condensers, heat exchangers and all connecting elements required to complete AC loop for cars, buses, trucks, railways, etc. The company initially used Blasocut 4000 Strong and then upgraded to Blasocut BC 20 SW in its metalworking operations. With this, the concentrate consumption was reduced by 59% and the oil cost per component was reduced by 30% with improved machinability. It also resulted in reduction of annual disposal volume by 2,10,000 litres.

K A Industries is in the field of precision CNC machining of components used in automotive, valve and engineering components industry. The company was successful in reducing the cycle time for turning application and achieving a nearly 21% productivity increase by changing the coolant to Blaser’s B-Cool 9665. Also, the reliability of the coolant made it possible to achieve a 31% saving in tool cost.

Bharat Gears Ltd is a leading gear manufacturer, producing range of ring gears & pinions, transmission gears and shafts, differential gears etc, for automobile industry. With Blaser’s solution of high performance vegetable oil based formulation Vascomill 35, it was possible to improve the dimensional consistency and surface finish with substantial reduction in cut time. The cut time was reduced by 33% on the costly machine.

Vijaya Auto Products is a professionally managed company manufacturing precision machined components for hydraulics, oil & gas, medical and automobile industries. According to the company, the right coolant Blasocut BC 935 Kombi helped to not only reduce the cut time but also to improve the average tool life by 24%, resulting in an annual saving of tool cost by 19% in total.

Carraro India Ltd is an international group which leads the world in highly efficient & eco-compatible power transmission systems having plants in Argentina, China, Germany, India, Italy & United States. With the unique bio-concept of the Blaser Blasocut products, it was possible to improve the sump life by 4 times, reducing the disposal volume by 52500 litres and reduce the load on effluent treatment plant. Blasocut bio-concept contributes towards greener planet by avoiding usage of bactericides in manufacturing and usage.

All the award winners were happy to share their association with Blaser Swisslube and they are working together on further exploiting the potential of the liquidtool. ☐

Ambassador of Switzerland to India and Bhutan, who was the Chief Guest for the event; Marc Blaser, CEO, Blaser Swisslube AG; Vikram Khazanchi, Vice President, Manesar Powertrain Plant, Maruti Suzuki India and Punit Gupta, Managing Director, Blaser Swisslube India.

H E Dr Castelmur in his keynote speech, said, “The bilateral trade between India and Switzerland is currently pegged at $4 billion, and Blaser Swisslube has been contributing to this growth consistently”. He stressed on the need of vocational education, training and skill development initiatives between the two countries for enhancing productivity.

Marc Blaser, while explaining the concept of liquidtool, said, “It is very important to be globally competitive in the metalworking industry today, and we aim to impart education regarding the benefits and leveraging effect of Blaser Swisslube liquidtool in increasing productivity and competitiveness for our Indian customers”. He also presented a live case study of productivity improvement with deep hole drilling reducing the time substantially.

Vikram Khazanchi briefed on the importance of the focus on productivity, quality, efficiency, and environment concerns in automotive manufacturing industry, and how the manufacturing excellence and quality excellence models in Maruti Suzuki India are so successful. He recalled Maruti’s association with Blaser for a decade. “Blaser offered us a solution in metalworking fluid management that helped us improve the productivity levels by 8-10% and reduce tool costs by almost 70%”, he informed. He also referred to the huge potential Indian automotive manufacturing sector has, which is 7th largest in the world, where only 5% people own cars.

Punit Gupta gave presentation on Blaser Swisslube’s India operation and details of the award winners.

Award winners

The companies which received the Productivity Trophy 2013/14 from Blaser Swisslube were Subros Ltd - Metalworking fluid optimisation category; K A Industries - Productivity category; Bharat Gears Ltd - Process reliability category; Vijaya Auto Products - Tool life optimisation category; and Carraro India Ltd - Environment, health & safety category.

Subros Ltd is a leading manufacturer of thermal products for automotive applications in India. It manufactures > MORE@CLICK EM01238 | www.efficientmanufacturing.in

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Radio transmission touch probes

Renishaw has introduced new touch probe systems that use its unique

frequency hopping spread spectrum (FHSS) probe signal radio

transmission technology to allow automated job

set-up and in-process measurement on all sizes

of CNC machine tools. The ultra-compact RMP40

probe is especially suited to multi-axis and

mill-turn applications, whilst its variant, the

RLP40 touch probe, is specifically designed for

more hostile turning environments. A transmission

only module RMP40M is also being introduced.

Measuring just 40 mm in diameter and 50 mm

long, the RMP40 probe system pairs the

compactness of Renishaw’s award-winning

OMP40 optical transmission probe system with

the robustness and versatility of Renishaw’s

unique FHSS radio transmission. This combination

means that the RMP40 is suited for use on all

sizes of machine tools, particularly multi-axis and

mill-turn applications in which line-of-sight

between the inspection probe and its interface

cannot always be maintained. The RMP40 touch probe also incorporates

Renishaw’s patented Trigger Logic™ set-up and mode selection menus.

Grooving blades & tool-holders

The grooving blades and internally cooled toolholders for the new Walter

Cut-SX single-edged grooving system are now available in two additional

dimensions and designs. Walter will

offer its Cut-SX G2042R/L

grooving blades with

strengthened shank in four

variants. As a left- or right-

handed tool, each in a standard

and a contra version it makes it

possible to work in any position

required, even where space may

be limited. Because the tool

shank reduces, available

clearance when grooving in the

immediate vicinity of the spindle

the mirror-image design of the contra version provides an easy solution to

this potential problem. Walter Cut-SX G2012-P tool holders with through

coolant have been available in the shank sizes of 20 and 25 mm since

2013. The Tübingen experts in machining have added the shank sizes of 12

and 16 mm for smaller diameters. These are particularly suitable for use on

multi-spindle machines and automatic centre lathes.

Walter Cut-SX

G2012 monoblock tools

with internal cooling will

be available in the shank sizes of 12

and 16 millimetres with reduced head

dimensions

Programming tool / soft PLC

coPAlP, a provider of software tools, protocols and components for

embedded systems in the field of

industrial control, energy and utilities, has

recently upgraded its core product, the

IEC 61131-3 soft PLC Straton, to include

full POWERLINK support. For COPALP,

integrating open-POWERLINK, the open

source POWERLINK stack, is about more

than simply expanding connectivity; it

also paves the way to greater flexibility,

especially since the open standard does

not require a specific Ethernet controller.

Straton’s ability to communicate via

POWERLINK makes it easier to integrate

B&R X20 and X67 I/O systems, addressing

the needs of both machine manufacturers and process automation

applications. In combination with the IEC 61850 tools included in Straton, it

also opens up a host of new opportunities for the power industry.

Integrating POWERLINK into Straton is another step forward in the

openness of COPALP’s products. It also addresses growing demand in

markets such as China, where it has become the standard.

COPALP’s Straton features full

POWERLINK support, including

the direct import of POWERLINK

configurations created in

openCONFIGURATOR

The probe allows users to

quickly & easily configure

their probe systems

to their own specific

requirements


Turning machine for vertical 4-axis shaft machining

EMAg group offers VT 2-4 turning machines with the strengths of four axis,

short travels and powerful main spindle.

The full impact can be best felt where the

component batches are large. Of decisive

importance in the use of these turning

machines is the “two-sided” machining

process, which massively reduces the

machining time on the VT 2-4 turning

machine. Flexibility is guaranteed with the

use of two tool turrets with eleven

stations each, all of which can be

equipped with turning tools and driven

tools. Automation is fully integrated on

these turning machines.

On the VT 2-4 turning machines, it is the

turret that does the loading and unloading.

Whilst one gripper (in the turret) conveys a

new raw-part into the turning machine, the other one removes the

finish-machined component, with the whole process taking just 6 seconds.

These machines offer the advantages of less investment required in

sensors; short setting & resetting times, operator friendliness and less

operator intervention, among others.

Automation is fully

integrated on the VT 2-4

turning machines


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n e w s | tEchnology

93

Solid-carbide drill for CFRP/Titanium-stack

Kennametal is introducing its all-new B55_DAL Drill for drilling CFRP-

metal stacks in hole diameter ranges of

3/16–5/8” (4.763–15.875 mm). The drill can be

applied in all combinations of stacks: CFRP-Ti-Al

as well as CFRP-Ti, CFRP-Al, and also straight Ti

or Al. These drills can operate with standard

through coolant, MQL, or even dry.

The new B55_DAL drill’s double-angle point

design provides excellent centering capability

and the sharp edge to cleanly cut CFRPs in the

top layer of stacks and cleanly exit the titanium

or aluminium side without burrs. The fine-grain

solid-carbide Beyond™ KN15™ grade is highly

polished for superior chip evacuation even with

MQL or dry operation.

A broad range of diameters and length variations

are available to accommodate all holemaking

operations, even those using robots or

automated drilling units. In addition, the new stack drills can be reground

to original process specifications, making these new tools even more

cost-efficient.

New stack drill can

operate with through-

coolant or without for

superior chip evacuation

Laser welding machine for tool steel

Laser machine tools PSM 400 Performance from SchUnK is

designed specifically for laser machining of tool steel.

Highly accurate linear axis, a high-value CNC controller

with real-time simulation, a robust laser source, and

reflection-safe fibres allow high precision and repeat

accuracy. Due to the user-friendly HMC controller

and the teach-in function for lines, arcs, circles,

and splines in three-dimensional space, the

machine can be set up quickly. Welding

procedures can be replicated any number of

times in a stable process. Powerful Nd: YAG

lasers by JK Lasers (GSI Group Company)

with outputs from 150 to 450 W are

available as laser sources. Their solid

construction, high-quality ceramic cavities

and a thermally stable resonator ensure a

long-term high beam quality. The pulse

stability is +/- 0.5%. With a pulse peak

power from 5 kW to 10 kW, the JK laser

source generates a pulse energy from 35 J

to 100 J, respectively.

Grooving solutions for gears & shafts

VARgUS offers Groovical - a new line of solutions from GROOVEX that

provides an impressive range

of high-performance and

cost-effective grooving

solutions in a variety of

different grooving profiles:

square, round and specials.

Suitable for internal and

external grooving and

parting-off applications, the

new Groovical line includes

two distinct tooling systems

designed for different groove

widths and depths – GV26, for groove widths from 0.5 to 2 mm and

groove depths up to 5 mm and GV29, for groove widths from 2 to 6.35

mm and groove depths up to 6.5 mm. The company also introduced a

complete line of micro tools for small bores with indexable carbide inserts

for grooving, boring and threading (from 1 mm). The Microscope line

includes a new range of square shank toolholders, specifically designed

for Swiss automatic machinery. Also, for machining small parts, the new

Mini-V line features a unique clamping system for interchangeable

carbide shank toolholders and high-precision indexable inserts.

The PSM 400 Performance

laser technology is designed

specifically for laser machining

in tool and die construction

The GROOVEX line provides tools for grooving,

boring, threading and groove milling applications,

suited to machining automotive parts



Coolant-driven high-speed machining spindles

taegutec introduces TYPHOON, a new technology that facilitates high

speed machining on the existing set-up to increase efficiency, accuracy

and quality of workpieces, while saving significant cost and time. The

Typhoon system uses the existing machine’s coolant supply, reaching

rotation speeds of up to 40,000 rpm while

the main machine spindle remains idle.

These new coolant-driven spindles are a

unique patent-pending line of high speed

machining spindles, recommended when

high rpm is required on standard CNC

machines. It makes it possible to combine

roughing applications using regular tools

at regular parameters and low diameter

finishing applications at high RPMs. This

technology can be mounted on tool

magazines without any special adaptation

and can be handled by ATC, improving the

flexibility and efficiency of the existing

machine by a great extent in the process. It serves the growing demand

for finishing and semi-finishing operations on a wide range of processed

materials in industries such as the die & mould, automotive, aerospace,

medical and others.

The Typhoon system uses the

existing machine’s coolant supply,

reaching rotation speeds of up

to 40,000 rpm while the main

machine spindle remains idle



EM | J u l y 2014

t E ch n olo gy | ne w s

94

Inserts for parting-off & grooving

Seco’s CP200 has been an excellent grade for parting-off and grooving

operations involving challenging materials. To further increase the

versatility of this proven PVD product, the company has now made it

available for MDT (multi-directional turning) applications.

While primarily intended for superalloys, including Inconel, Hastelloy and

Waspaloy, as well as high-

strength steels, the new CP200

for MDT is also highly

productive when cutting cast

iron with low hardness and

martensitic stainless steels.

The latest inserts feature an

optimised micrograin and

sharp, periphery-ground

cutting edge that allows

them to excel in high-speed

operations and maintain a high resistance to plastic deformation.

The CP200 range includes three chipbreaker options: FT for fine turning

and deep grooving; MP for medium turning, profiling and grooving with

good accessibility; and RP for fine and medium turning, profiling and

grooving. Furthermore, the grade is offered in single and double-ended

inserts and in cutting edge widths from 3 mm to 10 mm (0.125” to 0.25”).

High profile power analyser

Elecon Measurements has developed “eNavigator”, a product that helps in

conserving energy. Categorised as high profile multifunction meter,

eNavigator is used for measuring the

amount of power consumed and for

keeping a tight check on power wastage.

With the help of this power analyser, the

user can combine all the meters together

in a centralised location and check data

in real time. The features of this product

include four keys in the front panel;

displays energy, power, basic and options

like minimum and maximum demand, etc.

The six digits contain the value of

parameters. In Power, Basic & Options, the

first 4 digits correspond to value and the

last two digits correspond to the

parameter name. All these attributes

enhance user value in analysing electrical

signals without any break. It can reduce

power cost and therefore, enable

elimination of power wastage.

Categorised as high profile

multifunction meter,

eNavigator is used for

measuring the amount of

power consumed and keeping

a tight check on power

wastage

Construction kit for robotics

igus presents a construction kit for

robotics which includes the triflex TRCF

energy chain designed specifically for

multi-axis systems and CFROBOT cables.

This three-dimensional chain consists of a

completely enclosed system. The unique

feature of this robot chain is that it can be

quickly opened and filled at the same time,

with the flip-open mechanism enabling

chainlinks to be opened quickly and easily

with a screw driver. triflex TRCF 85 is

available as a new version with a nominal

diameter of 85 mm and - as is customary

for 3D robot chains from igus - with

defined minimum bending radii and

torsion stop dogs. The CFROBOT cables

from igus put the finishing touches on the construction kit principle for the

robotic industry. The cable product range for difficult robotic applications

ranges from hybrid and control cables to bus, data, and fibre-optic cables

and deliveries are available starting at one metre without minimum order

quantity or cutting charges.

The specialised designs

guarantee that even

fibre-optic cables

work reliably in torsion

applications

The CP200 grade complements Seco’s

uncoated 883 grade, and can be paired with

the company’s Jetstream Tooling®


CNC engraving & milling machine

Benign Enterprise studied the problems leading to industrial manpower

gap and designed their latest solution –

new BMT-850SH, a CNC engraving and

milling machine – for technical school

studies. Technical schools have limited

budget for machinery tool equipment, so

there are several learning issues including

high cost of machining centres preventing

schools to buy more; rare use of

purchased machining centres due to

safety and maintenance concerns; few

students sharing the opportunity to

perform on the machine and lack of

motives because of the toughness of the

machines, among others.

The new BMT-850SH is a CNC engraving and

milling machine used for teaching purposes,

before using actual CNC machining centre.

The machine uses easy learning software

called MACH 3 which is compatible with G codes & M codes like Fanuc,

Siemens controllers, etc. The machine structure is light with safety design

to minimise the damages during accidents.

The machine uses

easy learning software

called MACH 3 which is

compatible with G codes &

M codes



96 EM | J u l y 2014

Highlights - August 2014

h igh l igh t s | coMpa ny indEx | iMpr int

company IndexName . . . . . . . . . . . . . . . . . . . . . . . . . Page

Ace Micromatic Group . . . . . . . . . . . . . . . . 59

Aequs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Autocam Technology . . . . . . . . . . . . . . . . . . 33

Autodesk . . . . . . . . . . . . . . . . . . . . . . . . . . 74

B&R Industrial Automation . . . . . . . . . Cover, 8,9

Benign Enterprises . . . . . . . . . . . . . .38,39, 94

Blaser Swisslube . . . . . . . . . . . . . . . . . 41, 90

Clyde Bergemann India . . . . . . . . . . . . . . . . 20

Comsol Multiphysics . . . . . . . . . . . . . . . . . . 43

Copalp . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Cranedge . . . . . . . . . . . . . . . . . . . . . . . . . 10

Dees Hydraulic Industrial Co . . . . . . . . . . . . . 69

Doosan Infracore India . . . . . . . . . . . . . . . . . 17

ELMeasure India . . . . . . . . . . . . . . . . . . . . . 75

Elecon Measurements . . . . . . . . . . . . . . . . . 94

Electromech Material Handling Systems . . . . . 45

Emag Group . . . . . . . . . . . . . . . . . . . . . . . 92

Emuge India . . . . . . . . . . . . . . . . . . . . . 56, 63

Exxon Mobil Lubricants . . . . . . . . . . . . . . . . 32

Festo Controls . . . . . . . . . . . . . . . . . . . . . . . 6

Fresmak Arnold Precision Engineering . . . . . . 37

Freudenberg . . . . . . . . . . . . . . . . . . . . . . . 10

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

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

Güdel, Inc . . . . . . . . . . . . . . . . . . . . . . . . . 40

Haas Automation . . . . . . . . . . . . . . . . . . 1, 72

Heidenhain Optics & Electronics India . . . . . . 60

HG Technology Co . . . . . . . . . . . . . . . . . . . 65

Hong Ji Precision Machinery ltd . . . . . . . . . . 55

ifm electronic India . . . . . . . . . . . . . . . . . . . 51

igus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

IMTMA . . . . . . . . . . . . . . . . . . . . . .14, 73,77

Jainnher Machine Co . . . . . . . . . . . . . . . . . 85

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

Kelly Engineering Resource India . . . . . . . . . 86

Kennametal . . . . . . . . . . . . . . . . . . . . . . . . 93

Kline & Company . . . . . . . . . . . . . . . . . . . . 32

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

Metrol Corporation India . . . . . . . . . . . . . . . 25

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

Motorola Solutions . . . . . . . . . . . . . . . . . . . 66

Ohio University . . . . . . . . . . . . . . . . . . . . . . 78

Omron Automation . . . . . . . . . . . . . . . . . . . . 3

Qlik . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Quaker Chemical . . . . . . . . . . . . . . . . . 13, 32

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

Rajamane Industries . . . . . . . . . . . . . . . . . . 81

Renishaw . . . . . . . . . . . . . . . . . . . . . . 64, 92

Rollomatic India . . . . . . . . . . . . . . . . . . . . . 35

Royal Precision Tools Corporation . . . . . . . . . 53

Sandvik Coromant . . . . . . . . . . . . . . . . . . . 52

Schunk Intec India . . . Front Inside Cover, 12, 93

Seco Tools . . . . . . . . . . . . . . . . . . . 29, 82, 94

Siemens . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Siemens PLM Software India . . . . . . . . . . . . 30

TaeguTec India . . . . . . . . . Back Inside Cover, 93

Taiwan Diamond Industrial Company . . . . . . . 87

Taiwan Machine Tool . . . . . . . . . . . . . . . . . . 27

TR Cutler Inc . . . . . . . . . . . . . . . . . . . . . . . 46

Tyrolit India Superbarasive Tools . . . . . . . . . . 47

United Grinding . . . . . . . . . . . . . . . . . . . . . 14

Vargus India . . . . . . . . . . . . . . . . . . . . 21, 93

Walter Tools . . . . . . . . . . . . . . . Back Cover, 92

Wohlhaupter India . . . . . . . . . . . . . . . . . . . . 57

Worldwide Industrial Machinery Limited . . . . . 61

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

Laser/plasma cutting »major developments in today’s versions of advanced lasers offer faster cutting speeds to reduce cost per piece, ability to cut complicated shapes in wider varieties of materials, user friendliness, non-dependency on skilled operators and intelligent features to take care of cutting failures. The next issue analyses these developments in terms of global case studies and offers insights into new age innovations.

Automation & robotics »The next edition will feature insights into the latest technologies, trends and challenges, various aspects of industrial automation & robotics in manufacturing that will drive operational excellence and productivity improvements in the coming years.

Motors & drives »With the market demand moving toward integrated motor drive offerings and advanced solutions, the upcoming edition will feature new technologies for easily interfacing remote distributed I/o and case studies on the implementation of these technologies in the manufacturing environment.

Marketing management »In the present times, the newfound focus on end customers is driving the realignment of business systems inside manufacturing organisations. Focus on consumer reach and customer experience, which in turn leads to customer retention, loyalty and advocacy are becoming increasingly critical factors contributing to major marketing decisions. The next feature will thus highlight the marketing strategies for the evolving global manufacturing sector.

ImpRInTPublisher / Chief Editor Shekhar Jitkar [email protected]

Deputy Editor Sumedha mahorey [email protected]

Sub-editor & Correspondent

Srimoyee Lahiri [email protected]

Features Writer megha Roy [email protected]

Advertising Sales Sagar Tamhane (Regional Head - north & east) contact: +91 9820692293 [email protected]

dhiraj Bhalerao (Regional Head - West & South) contact: +91 9820211816 [email protected]

prabhugouda patil Bengaluru contact: +91 9980432663 [email protected]

Advertising Sales (Germany) caroline Häfner (+49 - 89 - 500 383 - 53) doreen Haugk (+49 - 89 - 500 383 - 27) [email protected]

Overseas Partner Ringier Trade media Ltd china, Taiwan & South-east asia Tel: +852 2369 - 8788 [email protected]

Design & Layout Sovan Lal Tudu (Senior designer) [email protected]

Editorial & Business Office publish-industry India pvt Ltd 302, Sarosh Bhavan, dr ambedkar Road, camp, pune 411 001, maharashtra, India Tel: + 91 - 20 - 6451 5752

Board of Directors Kilian müller (ceo - Worldwide) Hanno Hardt (Head - marketing & Business development) Frank Wiegand (coo - Worldwide) Shekhar Jitkar (publisher / chief editor)

Subscription annual Subscription price: `1000 [email protected] Tel: +91-20-6451 5754

Printing Kala Jyothi process pvt Ltd, S.no: 185, Kondapur, R R district, ap 500 133, IndIa

Copyright/Reprinting The publishing company holds all publishing and usage rights. The reprinting, duplication and online publication of editorial contributions is only allowed with express written permission from the publishing company. The publishing company and editorial staff are not liable for any unsolicited manuscripts, photos and illustrations which have been submitted.

Internet http://www.efficientmanufacturing.in

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Fully integrated innovation

Faster, more efficient, more precise. As new technologies in energy production demand new materials and processes, expec-tations towards the power plant industry are becoming increasingly complex. With Walter, Walter Titex and Walter Prototyp, you’ll profit from professional high-tech tools and operating solutions for the complete machining process, developed by the technological leader and yielding impressive results. From one-stop tool planning, extremely long service lives, custom-made speciality tools and maximum dimensional accuracy to higher added value. This is how we define efficiency – fully integrated into our clients’ processes.

Walter Tools India Pvt. Ltd.India Land Industrial Park, S No. 234, 235 & 245,Hinjewadi, Phase I, Pune 411 057Tel.: +91 20 [email protected]

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RNI No.: MAHENG/2010/34603

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em july 2014

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