Cool WatersFabrication technology takes a California

manufacturer and its water displays to new heights.

ExpressMagazine for Sheet Metal Processing in North America

23 An Inside Look at the Changing Mexican Market

29 Manufacturing a Life Between Vines and Sheet Metal

33 Inheriting a Successful Business and Sense of Adventure

Volume 2, 2007

Customer ServicesMore Brains: A look inside

TRUMPF’s training departmentSee page 19

2 Express Vol.2/07

Vol.2/ 07 CONTENTS

A graphically modifi ed guide rail bracket, laser cut out of 1/4–inch steel, holds this issue’s table of contents.

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10

19

26

29

33

37

40

Express Vol.2/07 3

CUSTOMER FOCUS

15 Born from Steel Daniel Bravo has steel in his blood. But when you come from a region – and family – with a long history in the steel business, you have to fi nd your own specialty.

INTERVIEW

23 Beyond Tequila, Sombreros and Sunny Beaches As cross-border commerce is rapidly increasing, it is time to forget outdated stereotypes. TRUMPF Mexico General Manager Claudio Schutz shares his insights on the Mexican market.

LASER CUTTING

26 86 Years Old and Still Growing A nationwide, full-service metals center, O’Neal Steel is expanding into advanced custom processing services to add value and drive growth.

ENTREPRENEURS

29 A Life Between Vines and Sheet Metal Carlo Gai, president of GAI spa, prefers to hire people who share his passion for good wine. Together they create machinery that bottles the fi nest of wine, safely and securely.

FABRICATING

33 Like Father Like Son A Canadian master machine builder with a dream of his own fabrication shop passes down a successful business, adventuresome spirit, and love of fl ying to his son.

DISCUSSION

37 “Good Work is Also a Result of Good Architecture” Architects Regine Leibinger and Frank Barkow on communication, confl icts and cactuses in the workplace.

TOPICS

FEATURE

10 Cool WatersWhen you cannot fi nd the part you need,do you modify your creation or learn tomake your own part? Interactive water feature design company, WET Design,decided to do their own custom fabrication.

TO THE POINT

05 Innovation and Globalization

STANDARDS

06 PANORAMA

19 CUSTOMER SERVICES

25 PUNCHING TECHNOLOGY

38 CREDITS

40 PERSONALITIES

A balance for long-term success.

SUCCESS

GLOBALIZATION INNOVATION

Express Vol.2/07 5

Today’s manufacturing companies are facing strong international competition. In response to this rapidly changing business environment, we have seen two major trends emerge as strategies to stay competitive: globalization and innovation. Globalization – spreading out to different markets and territories – is a trend with diverse faces. As part of what they refer to as globalization, some companies take advantage of cheaper labor production facilities in the Far East to manufacture products for our domestically developed requirements. For these companies, globalization does not require a long-term strategy and often results in simple, low-end and easy-to-transfer manufacturing jobs. For others, globalization is a much deeper and strategic decision. These companies go further and try to develop new foreign markets by establishing local knowledge, R&D and production. As part of efforts to reduce costs and globalize operations, many companies are taking a closer look at innovation and its connection to manufacturing. The term innovation may refer to either radical or incremental changes to products, processes and even services to resolve a problem. Some companies have separated R&D and its resulting innovations from the manufacturing process. While these companies have outsourced production to foreign countries, they have tried to keep the innovation process in-house. Others do not believe that innovation should be far apart from manufacturing. Companies like TRUMPF believe that co-located

R&D and manufacturing results in a shorter feedback loop, which allows local markets to better drive their requirements, guarantee their implementation, and therefore ensure future product success. Closely linked innovation and manufacturing can result in higher performance, better quality and improved effi ciency. Since innovation benefi ts from manufacturing knowledge as a key enabler for improvements, it cannot be isolated. We believe that in developing a successful long-term strategy, both globalization and innovation must be carefully considered and balanced. Neither globalization nor innovation alone will be enough to compete globally or locally. As a part of a worldwide growth plan, TRUMPF’s North American subsidiary began two major expansion projects last year. A new building in Connecticut, will increase local capacity in both the R&D and manufacturing of lasers and broaden our understanding of laser technology and applications. Also, a new location in Monterrey, Mexico gives us the opportunity to develop the Mexican market from the inside through local sales, service, operations and training and spread out the manufacturing of components for our North American produced machines. Both projects are consistent with the company strategy regarding globalization and innovation. For TRUMPF, the purposeful connection of R&D and manufacturing balanced with a global transfer of knowledge to local markets has proven to be a successful strategy.

Innovation and Globalization:A Balance forLong-Term Success

Rolf Biekert, President and CEO

TO THE POINT

6 Express Vol.2/07

PANORAMA

Monterrey, Mexico is known for its industrial heritage, economic viability, reliable and well-trained workforce, and its dedication to education and advanced learning. Therefore, it should come as no surprise that it is also the location of the new TRUMPF operations in Mexico. The 64,000 sq. foot sales, service, demonstration and production facility exemplifi es the company philosophy of building up markets through long-term, local presences that include manufacturing and attractive workplaces. The advanced manufacturing facility and sales and application center, which includes a 4,200 sq. foot showroom, will be open to local fabricators and manufacturers for tours and technology demonstrations. In addition, the facility has already begun to use state-of-the-art TRUMPF equipment and manufacturing techniques to produce frames for TRUMPF machinery made in North America. “Monterrey is the heart of the Mexican metal industry,” says Claudio Schutz, general manager of TRUMPF Mexico. “This new building will help us develop a stronger market for high-tech equipment in Mexico and better serve the needs of our customers.”

> Additional information: TRUMPF Mexico, (52) 81 8131 2100 E-mail: info@mx.trumpf.com

Building a Commitment TRUMPF opens a new facility in Monterrey, Mexico

An Accommodating Fireplace on the Small ScreenCreating a home offi ce is currently one of the hottest house renovation projects. In many cases this requires converting a typically unused space, such as an attic, basement or garage. However, a lack of proper insulation and heating can sometimes leave these projects cold. So, when Hometime, a home improvement television show broadcast on public television and the Learning Channel, fi lmed a special on warming up basement home offi ces, they turned to Kozy Heat. During an episode titled “pint-sized fi replace,” hosts Dean and Miriam Johnson and the Hometime crew showed how to install one of the company’s small gas fi replace into a home offi ce’s custom-fi tted cabinetry. Featured on the program, Kozy Heat’s Two Harbors gas fi replace offers a myriad of design possibilities…and doesn’t require electricity. The fi replace can be installed in a wall, in a cabinet, on a kitchen countertop, and can include a cabinet base with bookshelves, wine racks and more. With all of these options, manufacturing fl exibility is critical and TRUMPF technology is proud to play a role in the company’s production.

> Additional information: www.kozyheat.com

Express Vol.2/07 7

PANORAMA

Say farewell to the tedious fi nishing work required for punched sheet metal parts with burrs. Thanks to two new innovations – a roller deburring tool and deburring MultiTool for punching machines – a separate manual deburring step is no longer necessary. The new tools displace any burr by chamfering the sharp edges (about 0.004 inches) on the underside of the part. In the case of coated sheets and parts with forming or visible edges, the tools signifi cantly reduce throughput times. The roller deburring tool uses a specially formed embossing roll for long edges and contours with a radius of more than 0.8 inches. The 3-way deburring MultiTool is suited to handle smaller radii, intricate geometries, and corners in a single stroke or in nibble mode.

Goodbye to Burrs

> Additional information: Carl Peterhansel, 860-255-6314 E-mail: carl.peterhansel@us.trumpf.com

Both tools are designed for punching sheet thicknesses of up to 0.10 inches in steel, stainless steel and aluminum. The two innovations have an additional benefi t: the risk of injury is reduced when handling parts. And since there aren’t any punching burrs, an ideal foundation is laid for high quality welding and overlap welding.

TRUMPF Financial Services Complete the Puzzle

> Additional information: Janet Barone, 860-255-6509 E-mail: janet.barone@us.trumpf.com

Once you’re familiar with the overall picture, it is easy to fi t together the pieces of the puzzle. That is why TRUMPF Financial Services teamed up with lenders at the National Machine Tool Financial Corporation who understand our industry, customer needs and the value of an investment in TRUMPF equipment to put together practical fi nancing for our products and services. “This is a natural continuation of our consulting process,” says Janet Barone, manager of customer contracts and fi nancing for TRUMPF Inc. “Sheet metal fabricators look to TRUMPF for fl exible and productive solutions to their technical challenges. Now we can also offer them fl exible, responsive and competitive fi nancing. It is one-stop shopping. TRUMPF Financial Services’ turnkey fi nancing makes the whole process easier.” TRUMPF experts have always worked to fi nd the right machine for each customer’s applications and needs. TRUMPF Financial Services now makes it possible to structure a customized fi nance solution that also meets the manufacturer’s specifi c needs.

Twinkling, glittering, shining, beaming: Light is energy. Light can be used as a tool. The laser beam is a special light beam; it is multi-talented. Applications range from laser-marked apple skins to the laser-welded deck of a ship. Separating and joining, removing and attaching, drilling, marking and cutting – the laser beam is one of the most versatile tools of our time. The new TRUMPF book “The Laser as a Tool” follows this special light from its birth place, the laser machine, to its place of activity, the work piece, and demonstrates and explains all industrial production processes. On 280 pages with color illustrations, you will discover how diversely the laser is used today. It’s a journey of discovery for beginners, and a book for browsing for those familiar with the material. The book will be published in English in the spring of 2007.

Book Premiere:The Laser as a Tool

> Extracts and online ordering: www.trumpf.com/3.literature_laser-as-a-tool_start_v1.html

280 enlightening pages about successfullyworking with light

Compact knowledge: TRUMPF’s latest book publication

“The Laser as a Tool”

8 Express Vol.2/07

PANORAMA

One of the forerunners of the machine tool business in New England and North America, Phillip Haynes passed away last November. While working at Cincinnati Milacron, Hay ne s m ade f r i e nd s w i t h a not he r engineer-turned-machine-tool-visionary, Berthold Leibinger, and later infl uenced the founding of TRUMPF’s US subsidiary. In the late 1960s, Leibinger was traveling through the major US manufacturing centers in the hopes of fi nding a good location to open a US offi ce for TRUMPF. Haynes convinced his friend to visit him in Connecticut for the

weekend. During the trip, the two visited the Farmington Industrial Park (upon Haynes’ recommendation) and the decision was made. TRUMPF has been in Connecticut ever since. Haynes joined TRUMPF in 1969 as the company’s third US employee and became the subsidiary’s fi rst vice president of sales. Under his leadership, TRUMPF built their fi rst US building, the subsidiary’s sales grew from $600,000 to $14 million, the number of employees increased to 100, and the company gained a national reputation for world-class fabricating machinery.

Respected Industry Pioneer DiesPhillip Haynes was dedicated to furthering the machine tool industry in North America

“Take care of the customers and the rest of the business will take care of itself.” This was Donald Johnson’s belief when he founded Rice Lake Weighing Systems sixty years ago. Although Rice Lake has outgrown the little garage in which it began, the company has not lost sight of the philosophy that set the tone for its success. Today, Rice Lake Weighing Systems has a portfolio of more than 20,000 products for virtually every type of weighing requirement. The family operated business has extended to three generations including Donald’s son Mark who has taken over the company and Mark Johnson Jr. Together they maintain the philosophy that the customer comes fi rst. This way of thinking, combined with a dedication to compassion and integrity and a strong focus on creating innovations for the future, has allowed the Johnson family to grow Rice Lake into a leader in the industrial scale and process-control weighing industry. More than 70 percent of company’s design and manufacturing is performed in-house, much of it using TRUMPF precision laser technology. Now, as the company celebrates its 60th anniversary, it continues to fi nd success in quality attention to products and customers.

Rice Lake Celebrates a Weighty Occasion

(From l to r): Donald Johnson, Mark Johnson and Mark Johnson, Jr.

In 1982, H a y n e s resigned from T R U M P F to start his own business a s t h e Ne w England distributor for the TRUMPF product line and was retired for the last 18 years. TRUMPF colleagues remember Haynes as an even-tempered man, an excellent judge of character, and a careful listener.

Phillip Haynes

Desktop Laser

> Additional information: Peter Grollmann, Phone: 860-255-6011 E-Mail: peter.grollmann@us.trumpf.com

Compact entry-level machine for laser marking and labeling

It is small and lightweight, but every bit as fl exible and precise as larger models. The new VWS 150 desktop laser marking unit by TRUMPF weighs just 132 pounds and is one of the most compact systems on the market. This desktop workstation is especially suited for smaller companies who want to make their fi rst forays into laser technology. Simple and easy to program, the laser can mark a variety of sizes, shapes and materials, always at top quality. It can apply lettering, serial numbers, data-matrix codes or logos to a labeling fi eld of up to 4.72 by 4.72 inches.

Everything under control on the desktop: Marco Doenz uses the new VWS 150 laser marking station to apply serial numbers to fl ange components.

Express Vol.2/07 9

PANORAMA

More Powerat ExcellentBeam QualityNew disk laser shines with 8 kW and unlimited applications

Higher output and superior beam quality are what distinguish the new TruDisk lasers. The new disk lasers use high-performance diode stacks for excitation. This makes the investment per watt lower than ever before. TRUMPF’s fi rst 8 kW disk laser, the TruDisk 8002, welds nearly every type of material faster and deeper – including even highly refl ective materials such as copper and aluminum.The TruDisk 8002 is able to weld 0.39 inches deep in construction steel with a welding speed of 3.28 feet per minute. At an increased welding speed of 65.62 feet per minute it can still weld 0.12 inches deep. Its high processing speed offers several productivity advantages such as shorter cycle times and higher throughput. The TruDisk 8002 is especially suited for challenging welding tasks on thick sheet metal. Applications for this high powered laser include welding tasks in heavy industry like construction equipment and ship building. Applications for the TruDisk 8002 in the fi eld of automotive manufacturing are being tested as well.

Disk laser, as seen through the focusing nozzle.

> Additional information: David Havrilla, 734-454-7213 E-mail: david.havrilla@us.trumpf.com

Last autumn, the Governor of Connecticut, M. Jodi Rell helped break ground on a new research and manufacturing facility that will be used to develop new lasers, expand the company’s production of laser resonators, and maintain its leadership in state-of-the-art laser technology. The high-tech facility will add 83,000 square feet to the existing TRUMPF Inc. campus in Farmington, Connecticut. The building will feature a new production hall designed for the manufacturing of different types of CO

2 and

solid-state laser resonators, as well as a laser research lab and laser development department. It will also house the laser marking application and sales group and give the information technologies department a larger area for a state-of-the-art server room. “This new building means much more than just more space,” said Rolf Biekert, president and CEO of TRUMPF Inc. “It is a concrete example of our long-term commitment to the community, the region, the market, and of course to our employees. The new building means new products, new markets, new jobs, and new opportunities for all of us.” Construction of the new building is expected to be completed by the end of 2007 and is estimated to cost more than $20 million. The company hopes to open the building in early 2008.

Laser Facility Construction BuildsNew Opportunities

Rolf Biekert, president and CEO of TRUMPF Inc.; M. Jodi Rell, Governor of Connecticut; and Peter Leibinger, TRUMPF Group managing partner and president of the laser and electronics division.

> View the construction webcam at: www.us.trumpf.com

10 Express Vol.2/07

The fountains in front of the Bellagio Hotelin Las Vegas feature a variety of breathtakinglight shows set to music every 15 to 30 minutes.

Express Vol.2/07 11

FEATURE

Smoke, mirrors…and high technology fl uid dynamics? WET Design (Water Entertainment Technologies), a creator of interactive water fountains and features, has taken entertainment to greater heights – literally. With water bursts designed to reach the tops of high-rise buildings, sometimes topped with fi re, and synchronized to music, it is hard to imagine anyone could pass by a WET Design creation and not be amazed. Bursts of GeniusThe primary goal of WET Design was “to synthesize design and engineering – I have one foot in each,” says Mark Fuller, its co-founder and CEO. “A lot of people can come up with ideas – but not build them – or vice versa. The true magic of WET Design is that we can imagine it and build it.” Artistic design and engineering have always interested Mark Fuller. Throughout his undergraduate education at the University of Utah, he supplemented his engineering focus with classes in entertainment performance. Fuller then attended Stanford for his master’s degree in product design and engineering. This program provided a unique combination of classes from the school of engineering and the school of art. Armed with a graduate degree, Fuller thought, “It would be intensely cool to work with the creators who make people happy.” So, he applied for a job in the well-known “Happiest Place on Earth” and soon found himself in the special effects department of the Walt Disney Company. >

Cool Waters Fabrication technology takes a California manufacturer and its water displays to new heights.

12 Express Vol.2/07

While Fuller was at the company, Disney wanted an interactive attraction for EPCOT Center, its newest project. With the project already behind schedule, Fuller offered a few “cool ideas with high technology fl uid dynamics” and was given the responsibility of designing the attraction so it would open on time. The result was a revolutionary series of interactive water streams which appear motionless as they pass overhead and then disappear without a splash. The LeapFrog fountain, as it became known, was a pioneering move and received much attention. With Disney’s permission, Fuller and a few others began to do freelance work on weekends and evenings.

Spouting with IdeasWith positive feedback and a growing demand for their designs, Fuller and two of his colleagues began to realize the potential for water features in architecture. In 1983, they left the Walt Disney Company and formed WET Enterprises, which would later become known as WET Design when they shifted their focus to emphasize concept design. With Fuller’s kitchen table, a garden hose, thirteen maxed-out credit cards, and plenty of ideas, WET Design was soon up and running. “We pretty much broke all the rules of starting a new business,” Fuller recalls with a laugh. “We initially planned to create our own designs but

“TRUMPF’s quick change tooling is important because we design each project to meet an individual client’s needs.”

FEATURE

At the corner of Central Park, the fountainsof Columbus Circle create a calming refuge fromthe usual hustle and bustle of New York City.

Express Vol.2/07 13

FEATURE

subcontract the manufacturing. However, we quickly learned that when you relinquish control you lose the ability to refi ne your designs. Once the parts are sent out to be made, it becomes increasingly diffi cult and costly to change them.” At these beginning stages, Fuller emphasizes, “You have to quickly adapt your ideas of what will succeed.” Fuller and the other designers also began to realize they would be forced to modify their creations if they could not fi nd a specifi c part they needed. “We kept saying ‘if only someone made this little widget or that shaped part, just think of what we could create!’” Recognizing the potential of bringing manufacturing in-house, WET Design bought a few manual machines and built a basic garage shop where they could produce some of the parts they had not been able to fi nd previously. Soon, company engineers were taking their dreams and making them a reality.

Creating Art from WaterBy the early 1990s WET Design had increased its manufacturing capabilities, but was still outsourcing much of its work. Fuller recalls, “We knew if we had sheet metal fabrication located in our own facilities, we could do things more cost effectively. So, we researched our options and saw TRUMPF had the best machines in the business.” At that >

Playing with FireOne of the most meaningful projects for Mark Fuller was WET Design’s work on the Olympic cauldron for the Salt Lake 2002 Winter Olympics. The lighting of the cauldron not only marked the beginning of the Olympic Games, but also took place in Salt Lake City, Utah – the city in which Fuller was born and raised. For this project, WET Design embraced the concept of fi re and ice, the colors of the Utah mountains, and incorporated transparency in the cauldron design to express the theme of the Winter Games: “Light the Fire Within.” The cauldron presented a unique challenge as Fuller remembers, “We were in subzero weather and the cauldron had to be lit and immediately cooled in order not to destroy the crystal clear chalice containing the roaring fl ame.” The 130-foot glass cauldron fl owed water over the transparent ceramic material to keep it clean and cool. For 17 days, the fl ame appeared vibrant and captivating - embracing the magic of the Olympic spirit.

With specially engineered components like the one pictured below, WET Design redefi nes the possibilitiesof water movement.

Mark Fuller

14 Express Vol.2/07

FEATURE

time, Fuller did not feel WET Design had enough sheet metal work to completely justify the machines, but he anticipated that once they were installed, they would use them more than they expected. Fuller’s insight proved to be right on target. “Patrick from product engineering is always on the machines. He will design a part, come right out to our TruPunch 2020, put the tools in the machine, and make the part. He can determine immediately if the part will work.” Fuller notices this is common for his engineers, “Our guys are out here putting metal in the machines and running parts all the time.” The quick change tooling affords the opportunity to run parts, modify a design, and continually develop the latest innovations. “The incremental improvement cycle takes hours instead of days or weeks,” he adds. “TRUMPF’s quick change tooling is also important because we design each project to meet an individual client’s needs.” Fuller explains, “Often this means we build a few hundred of a certain part and then we will not need to make more again for a year.” As a result of the quick setup and fl exibility of the TRUMPF machines, WET Design is able to maintain virtually zero inventory. The company also bought a TruBend press brake with the 6-axis system. “While we might not use the technology every day,” says Fuller, “we are always glad we have it when we create an idea for a part that can only be formed on a 6-axis system.”

The Beauty of Water“WET Design is unique in that we have a huge talent pool of people with many different resumes putting these designs together.” Fuller continues, “We have an incredible infrastructure of professionals who know how to entertain people. It can almost be compared to producing a fi lm: we all combine our knowledge and together and we are able to entertain an audience.” In the United States alone, WET Design appears everywhere – from McCormick Place in Chicago to the Brooklyn Museum of Art and Columbus Circle in New York City to the fountains of the Bellagio in Las Vegas. And, WET Design prides itself on refi ning all the details to provide the ultimate experience for visitors. Fuller explains, “Water is a pretty hostile environment and we utilize very sophisticated robots and other hardware to create some of the expressions. Most people do not realize the time and effort that goes into each project; they just know that something about it thrilled them. The attention to the emotional associations of the designs seems to contribute equally to the beauty and awe of the overall design. Fuller expresses, “Water is seen differently across different cultures and it is both fascinating and challenging to stir these emotions into the design.” He continues, “We are fanatics about thinking through every last detail because we all desire a great deal of pleasure from seeing the way people respond to our designs. It is great to know they walked away having found joy in the experience.”

“We researched our options and saw TRUMPFhad the best machines in the business.”

Providing musical and visual entertainment, the fountains at Branson Landing have become the soul of downtown Branson, Missouri.

Express Vol.2/07 15

CUSTOMER FOCUS

Daniel Bravo has steel in his blood. His service center business, VENTA y Distribución de Acero, SA (VENTA) is located in a region of Mexico with a long history in the steel business. In fact, Mexico’s steel industry was born in Monterrey in 1903, when the country’s fi rst steel mills opened there. Today, Monterrey and nearby Monclova (where VENTA was founded) still produce nearly half of all the steel in Mexico. Bravo has his own history in steel. It was his father who started a business buying, selling, trading and supplying steel to local manufacturers. In fact, VENTA began in a section of the family steel warehouse. Having come from a locale full of steel providers, as well as a family with fi ve talented brothers in the industry, Bravo understood the importance of fi nding his own specialty and niche within the very competitive business. So, in March of 1996, when Bravo and one of his brothers became independent and built up their own business, they made a strategic decision go to beyond simply providing steel, and even beyond some of the more commonly offered services. “The market needed more value-added offerings,” explains Daniel Bravo, general manager of VENTA. “And I knew we needed a specialty that would both differentiate us from our competitors and add value >

Born from Steel

When you come from a region –and family – with a long historyin the steel business, you have tofi nd your own specialty.

Daniel Bravo, general manager of VENTA, a steel service center in Monterrey, Mexico, holds up a part fabricated for a client.

16 Express Vol.2/07

CUSTOMER FOCUS

to our customer’s jobs. We formed the company with the main goals of providing steel and giving our clients the benefi ts of a full-service operation.” VENTA supplies material and cut parts to customers that manufacture a variety of products for industries from industrial to automotive. In general, though, all of its customers create metal part assemblies. And they’re looking for high quality parts. “Our customers demand that we fulfi ll the technical specifi cations of the cut (cut measurements and tolerances), with high quality, the quantity they’ve requested, and within the timeframe they expect,” explains Bravo. At fi rst, VENTA offered basic CNC machining and oxyfuel cutting and subcontracted some cutting, but their clients asked for more. “Our service was limited by open tolerances and unpredictable or long delivery times,” adds Bravo. In search of the ability to provide better value, VENTA decided to add laser cutting capabilities and in 2003 investigated several fabricating machinery providers. Ultimately, the company chose a laser cutting machine that they felt would offer them more of the advantages they needed – higher fi nish quality, precision tolerances, user friendly software, fast piercing speeds and better production times. The decision, says Bravo was, “based on recommendations and the analysis that it was the best in quality.”

“With TRUMPF laser technology we could cut more high tolerance pieces, and offer our clients higher quality tolerances, better fi nishes, surfaces and delivery times,” says Bravo about his fi rst TruLaser 3030. “We no longer have to subcontract work and can better monitor quality and deadlines.” The company soon returned to TRUMPF to add a TruBend 5130 and TruPunch 2020 punching machine to the roster of services offered to its clients. Although the original motivation was to improve the work done for customers, the diverse range of technology capabilities has also benefi ted VENTA. Bravo points out that a part with many holes is often better suited for the punch and lets him offer his clients a cost-effective alternative. The precision bending technology has also offered new business opportunities for work in electrical assembly, gas tanks, motor plates and supports. Explains Bravo, “We acquired high-tech machinery to offer added value to our clients, but the machinery has not only helped to enlarge our clients’ wallets. Providing these services has made it possible for us to secure our position in the market and obtain larger profi t margins.” The high-tech services have helped VENTA build a better relationship with its customers. “I’m a better provider and clients like to see the laser at the facility,” adds Bravo proudly. And as a result of the technology, Bravo also says he sees better and more >

Programmer Tania Davila Flores checks the accuracy of a part.

Express Vol.2/07 17

USER STORY

“Everyone is looking to see what is next. We’re all growing together.”

Daniel Bravo overlooks VENTA’s laser cutting, punching and

bending technology.

18 Express Vol.2/07

CUSTOMER FOCUS

formal clients in addition to the larger customer database. In addition to the Mexican emphasis on customer relationships based on mutual trust and reliability, it never hurts to prove you can do the work. For example, the fl exible fabricating machinery allows VENTA to make prototypes quickly. “With setup so easy, we can quickly produce a prototype part and show the customer that we can do the job – which often gets us hired for more work,” smiles Bravo.

It is also important to note that the employees think just as highly of the TRUMPF machinery, especially given the atmosphere at the small company. Although VENTA has grown from fi ve employees (who still work for the company) to more than fi fty people, it maintains a very close-knit environment. Says Bravo, “everyone knows each other, gets along really well, and speaks to one another with respect. And of course, despite the companionship we all have high expectations. Everyone is looking to see what is next. We’re all growing together.” Bravo’s management style is similarly collegial and collaborative. But don’t mistake this attitude for a lackadaisical approach. Bravo can often be found walking around the facility, creating new programs. And he knows in detail the operation of each activity related to VENTA’s purchase, sale and process of steel and all of the day-to-day goings-on. With a past strongly rooted in steel, Bravo maintains an eye toward the future and is always looking for new ways to become a better service center and offer his clients more services. Says Bravo, “the goal is to guide my personnel with a business focus and let them act independently while contributing toward future improvements and the growth of the company.”

“A part withmany holes is

often better suited for the punch.”

An assortment of laser cut parts.

(From left to right) VENTA General Manager Daniel Bravo, Programmer Tania Davila

Flores, Production Manager Eduardo Meneses and Programmer Norberto Barron.

Express Vol.2/07 21

CustomerServices

More Brains TRUMPF’s Training Program

20 Express Vol.2/07

X

CustomerServices

Our machines and software always refl ect state-of-the-art technology. Take

advantage of this knowledge and get the best out of it for your company

through courses at the TRUMPF Training Center in Farmington, Connecticut.

In our many machine and programming courses, our experienced instructors

will provide you with an in-depth understanding of our machines and teach

you how to maximize your machine’s potential. For the most complete and

up-to-date training course catalogue, please visit the customer services/

training tab found at: www.us.trumpf.com

Success Begins inthe Mind

35 training computers

2,000 participants at our customer

training courses annually

7 machines dedicated

to training

Training courses >Here is a selection of

the courses we offer:

Our operator courses will provide you with the basic knowledge and operating skills for your TRUMPF machine. This will help you learn to operate the machine with confi dence. These courses are taught regularly on different machines and cover bending, punching and laser cutting technology. As a follow-up, we recommend our maintenance courses, because only a well-maintained machine can achieve high utilization.

Operator Courses

Maintenance courses are available for bending, punching and laser cutting machines. Our instructors will teach you how to perform preventive maintenance and basic troubleshooting techniques on your machine. These skills will ensure the highest possible up-time of your equipment and will decrease your need for on-site service.

MaintenanceCourses

Express Vol.2/07 21

CustomerServices

4

833 lunches per month

In our programming courses you will learn everything there is to know about our TruTops software – from the fundamentals to TruTops marking and nesting to TruTops technology.

Programming

If your staff needs a customized course, or you do not want to travel to TRUMPF, we will bring the class to you. We can create a customized class or teach a standard class at your facility.

Onsite Courses

Why are training courses useful? TRUMPF machines are an investment in state-of-the-art technology. Employees who know how to get the best out of them ensure a decisive competitive advantage for your company.

What will TRUMPF instructors teach your employees? Our instructors are actively involved in the development processand familiar with the practical use of our machines and software.This knowledge fl ows directly into the training concept — and is immediately passed on to your employees.

Why should you have your employees invest time in atraining course?TRUMPF machines and programming software offer you a broad range of products and services. The necessary know-how for capitalizing on the overall potential of the machine or software requires a certain amount of time. In addition, we apply theoretical knowledge to the machines and give your employees a great opportunity to practice — so that they can apply their newly acquired skills and knowledge right away.

What if you are already familiar with the technology? According to Peter Senge (The Fifth Discipline), “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” And as technology continues to evolve, life-long learning is becoming more and more important.

Are there additional standard training courses and special offers? We also offer individual courses that we customize exactly to meet your needs. If required, an instructor will travel to your place of business—even overseas.

Who answers questions on classes and handles scheduling and rescheduling training courses? Our training center administrator will answer any of your questions, phone: 860-255-6068, E-mail: training@us.trumpf.com.

Where can you stay and how do you get to the training center? On our website www.us.trumpf.com in the customer services/training tab, there is information on recommended hotels in the area, a free shuttle service from the hotel to the training center as well as a map with directions.

What happens if you have to cancel a training course onshort notice? It would be a shame, but is not a problem. We will work together to fi nd the right alternative for you.

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Questions and Answersabout our Training Center8

Address >1TRUMPF Training, 111 Hyde Rd. Farmington, Connecticut, Phone: 860-255-6068www.us.trumpf.com (Customer Services/Training tab), training@us.trumpf.com

24 Express Vol.2/07 Express Vol.2/07 24

CustomerServices

John Alamed, Supervisor, InstructorTeaching TruTops Punch programming and punch and combination machine operation, John also supervises 3 other instructors.

Annette Doyle, Manager, Training CenterA mechanical engineer who started as a service project engineer, Annette is now the manager of the training department.

Robert Caranci, InstructorWith 18 years of laser experience, Robert now shares his knowledge of lasers (TruFlow, TruCoax and 2D laser cutting machines) with our customers.

Tom Gauvin, InstructorA previous service technician, Tom passes on his 29 years of experience with TRUMPF punch machines to our customers.

Kathy Coco, AdministrationIf you want to register for a training class, need information about accommodations in the area, or simply have questions about the dates and contents of training classes, Kathy will help you out.

Robert Pugliese, InstructorOnce a programmer and machine operator, Bob imparts 28 years of experience during 2D laser cutting machine operation and programming courses.

Grant Hagedorn, InstructorA former Navy instructor, Grant teaches press brake operation, maintenance and programming, as well as courses on the VectorMark laser marking systems.

The TRUMPF Training Center staff in Farmington represents nearly 100

years of combined TRUMPF experience which they pass on to customers.

They work hard every day to make sure that you gain exactly the

knowledge you need in our training center. Our administrator is always

ready to take your calls Monday through Friday from 7:00 am to 4:30 pm.

Your path to more knowledge: www.us.trumpf.com (customer services/

training tab), training@us.trumpf.com or 860-255-6068.

Express Vol.2/07 23

INTERVIEW

Tell us more about the Mexican fabrication market. What type of work do you see being done most frequently? For what types of industries?The Mexican fabrication market has evolved from a focus on labor costs to a more technology-oriented processing. Customers set the standards. With more than two thirds of the products and components in the metal fabrication business being exported North of the border, US customers are setting expectations for quality, on-time delivery, and process repeatability. And those requirements can no longer be met successfully without state of the art technology. Looking at different industry sectors, the automotive industry and its suppliers continued to be the largest and fastest growing manufacturing sector in Mexico during 2005 and 2006. Other important sectors are home appliances, construction and electronics.

An increasing number of manufacturers are viewing Mexican operations as an attractive alternative to Asia. What do you think is the reason behind this change? There are a few factors that play an important role in this type of decision. Geographical proximity is a big one. With lot sizes getting smaller and freight costs rising, being the next-door neighbor helps, especially in reducing costs. Another aspect is that the business cultures are more similar than they are to Asian business practices and etiquette. Doing business to Monterrey does not feel much different than it does in Texas. Mexico cannot compete with China on very labor intensive jobs. This is why operations at the “maquiladoras” (contract manufacturing located in the border region) have been evolving from pure assembly into manufacturing. Other reasons to do business in Mexico (instead of going overseas) include reducing time to market, shrinking inventories, and lowering logistics costs. >

Beyond Tequila,

Sombreros and Sunny

Beaches

Over $100 billion – more than half of Mexico’s total industrial output is exported to the U.S. With so much cross-border

commerce, it is important to better understand our business partners in Mexico. Claudio Schutz, general manager of TRUMPF

Mexico, shares some insights and advice about the Mexican market.

TRUMPF MexicoGeneral Manager

Claudio Schutz

24 Express Vol.2/07

INTERVIEW

What trends do you see among the fabricators in your region? Laser cutting has been a great tool for many manufacturers looking to enter the market of precision high quality manufacturing. Now they are realizing that every production process step needs to follow this same level of accuracy and repeatability. Many fabricators are fi nding an answer to this challenge in automation. It isn’t just about producing at a lower cost; it is about meeting customer’s demands.

How much of a factor is labor turnoverto fabricators? Turnover rates can vary by region. With the increasing need for higher skilled employees, successful Mexican businesses are using continuous training programs and career development opportunities to combat job turnover. Mexican employees are usually loyal to their companies. Fair pay, a complete benefi ts package, and a good work environment keep

employees with their employers.

Mexicans have a rich history and culture of art and creativity. Do you think this affects their approach to business? Mexico is a showcase of art and creativity. I think this creativity helps smaller businesses in Mexico to be fl exible, to fi nd solutions, and get things done. With a long history of bureaucracy and economic crisis behind them, Mexicans have learned to cope with constraints and discovered ways to get ahead on their own. This is another example of Mexican resourcefulness and creativity.

Are there any characterizations about Mexican businesses that are useful to know? As is usually the case when doing business with a foreign country and culture, every effort you make to understand and appreciate the local culture and values will get you ahead. Personal and family relationships are extremely

important. Respect and politeness are central values to Mexicans. In addition, in some regions or situations the pace may seem slower than in the US or Europe. Also, commitments are expressed not only in a different language, Spanish, but can sometimes have a different meaning. For example, in confl ict situations, “yes” does not always mean “yes.” Mexicans avoid saying “no.” Regular follow-ups and reconfi rming commitments will help you to get things done.

What stereotypes about Mexico would you like to debunk?Well, it would probably be the three things that often come to mind when asking a non-Mexican what he or she would associate with Mexico: tequila, sombreros and sunny beaches. These pictures portray the leisurely and relaxed tourist atmosphere. In business however, Mexicans can be very motivated, enthusiastic and extremely hard workers.

“Laser cutting has been a great tool for many manufacturers looking to enter the market of precision high quality manufacturing.”

Express Vol.2/07 25

LASER CUTTINGPUNCHING TECHNOLOGY

Anyone who has toured the company’s manufacturing facilities knows that TRUMPF often uses its own machinery to manufacture its products. But did you know that a TRUMPF laser is used to produce punching machine components? TRUMPF’s signature hydraulic punch head is created from about 150 layers of metal that are laser cut or punched individually, stacked and then joined together. Why all the trouble just to make a part? Take a closer look inside. What looks like a compact steel block is, in reality, an intricate structure with many hydraulic channels and cavities. Manufacturing a part like this is diffi cult with conventional methods, such as drilling or milling. Instead, the company uses laminated object manufacturing or LOM. In this process, blanks are punched or cut individually using a laser. Then they are stacked on top of each other and joined. As a result, it is possible the build the complex

structure of the punching head while maintaining a compact design and keeping the fl ow channels as short as possible. Then why bother putting more energy into developing this method? There are two answers to this question. Initially, processes were not well adapted to serial production, and laminating the layers was too costly. On the fi rst prototypes, contours of the blanks were manually confi gured using 3D CAD models. Now this is handled automatically. The programming system is capable of placing the blanks on the sheet in the right order. That means the unloading system can stack them automatically. With the fi rst obstacle to serial production overcome, the next step was to lower the cost of joining the layers. At fi rst, the sheets were coated on both sides with copper and then soldered together in a vacuum oven. It was a complex and costly procedure. Just coating the sheets with copper cost several hundred dollars for each component. To get around this loss of time and money, another method of applying the solder had to be found. A new method eliminated 98 percent of the costs associated with coating the sheets with copper. The developer had reached his goal: fi nd a new method based on LOM technology that is suitable for serial production and makes sense from a cost perspective. Given its expense, LOM technology is certain to remain a niche application. Nevertheless, TRUMPF is now able to utilize the technology’s potential to a greater degree and apply it to other components with complex internal structures, such as cooling elements in power electronics.

150 layers of sheet metal – laser cut or punched – are stacked and joined together to form a punch machine component.

Inside the ProductPeeling back the layers of the punching machine.

■ This article originates from the new Fascination of Sheet Metal, an informative book

on sheet metal processing. ■ For more information, please see:

www.trumpf.com/fascination-sheet-metal

26 Express Vol.2/07

O’Neal Steel’s mission statement “Consistently provide the best possible value to our customers” could fi t inside a fortune cookie, yet it has provided the powerful business philosophy behind The United State’s largest family-owned metal service center company. Since Kirkman O’Neal founded the company in Birmingham, Alabama in 1921, O’Neal Steel has been a model of consistency, thriving through the Roaring Twenties, the Great Depression and countless business cycles. While they have always provided value to their customers, today that means adding value beyond delivering raw metal stock. “O’Neal Steel has always prided itself on its depth and breadth of inventory,” says Steve Holley, O’Neal’s operations manager in Birmingham. “But we also recognize that we must push forward to offer more value to our customers.” That value now includes a wide range of metals processing services: shearing, sawing, rolling, forming, coil and tube processing, weldments, punching, drilling, notching, machining, and fl ame, plasma and laser cutting.

Growing

O’Neal Steel expands into advanced custom processing

services to add value and drive growth.

LASER CUTTING

Years Old and Still86

Express Vol.2/07 27

LASER CUTTING

One-stop shop. Seventy locationsO’Neal Steel is a nationwide, full-line metals service center offering multi-stage processing to provide fabricators, job shops and OEMs with the shapes, sizes and subassemblies they need, when they need them. “It’s all about being versatile,” says Holley. “Our customers range from those who need ready-to-ship stock materials straight off the shelf, to OEM accounts that require custom welded fabrication, painted and ready for installation.” This includes such industries as heavy equipment, trucks, trailers, waste management, material handling, rail, boats and fabricators. As production lead times shrink from months to days, a metals provider that can provide processing services becomes particularly valuable. After all, in their stock form, metal products are commodities and, therefore, subject to intense price competition. O’Neal’s corporate non-steel purchasing manager, John Elrod, underlines this point, “We’re in a very competitive fi eld. With valued-added services like processing, we can now quickly deliver the fi nished products our customers need. It’s a good value per dollar spent.”

Inroads in outsourcingO’Neal’s versatility is helping to build their reputation as an outsourcer for multi-stage metals processing. Increasingly, they are taking in projects that their customers had performed in-house. “Certain OEM customers are turning to us as an extension of their operations,” says Holley. He also feels that their additional role as a production resource has helped

At O’Neal headquarters: Birmingham Operations Manager Steve Holley and Corporate Non-steel Purchasing Manager John Elrod.

O’Neal improve in other areas. “Our new involvement (as an outsourcer) has pushed us to become even better in every aspect of our operations, especially in quality and on-time delivery,” he says.

A history built of steely determinationKirkman O’Neal founded the company as a modest steel fabricating business in 1921. It was not long before the fl edgling fi rm developed a reputation for dependability and performance. In a 1926 article in The Birmingham News, Kirkman said, “We turn out each piece of work and each contract the very best that can be done, and we are determined that it shall be satisfactory.” In the following years, that determination served O’Neal Steel well. When the Great Depression hit in the early 1930s, O’Neal managed to not only hold onto his customer relationships, but to prosper in a niche market serving a clientele who did not meet the high-tonnage requirements of the major mills. After the outbreak of World War II, O’Neal transformed into a major weapons manufacturer. The company was the nation’s largest producer of general-purpose bombs, used extensively to win the confl ict in the Pacifi c Theater. With peace came a new chapter in the company’s history when Kirkman’s son, Emmet, joined the family business in 1946. This sparked an era of expansion. They opened their fi rst satellite district in Jackson, Mississippi in 1952. And the growth continued with diversifi ed operations in the South, Midwest, Southwest and Rocky Mountain States. >

“With valued-added services like processing, we can nowquickly deliver the fi nished products our customers need.”

28 Express Vol.2/07

■ With more than 70 locations divided into regional districts across the country, O’Neal Steel has grown into the nation’s largest family-owned metals service company. O’Neal’s subsidiaries include O’Neal Weldments, Metalwest, Tube Processing Center, Aerodyne Alloys, Leeco Steel, TW Metals, Timberline Steel, Ferguson Metals, AIM and Supply Dynamics. This extended family gives O’Neal the capability to fulfi ll a wide range of metals needs from light gauge fl at-rolled steel, hot rolled, to tube, to stainless, aerospace materials, alloys, fasteners and much more. On certain large-scale orders, O’Neal’s districts work in concert to combine capabilities and complete the jobs. To speed orders to customers, the company fi elds its own fl eet of trucks.

> Versatility + Geography = Growth

system. The system can store up to 30 different types of plate and is easily maintained,” he says. Even the best-laid plans can go awry and TRUMPF lasers help O’Neal Steel cope when it happens. Says Holley, “If a customer fails to plan for a job, which can happen sometimes, we’re now in a better position to shift work around and respond to our customer’s need.”

The third generation came aboard in 1984 when Emmet’s son, Craft, joined the company. After a series of sales and district manager positions, Craft became chairman in the 1990s.

TRUMPF laser cutters turn up the versatilityNaturally, having the ability to cut a wide range of metals effi ciently and accurately into an almost infi nite variety of shapes and sizes is a key element in successful metals processing. O’Neal Steel has moved aggressively to bolster and expand their cutting capabilities with the acquisition of eight TRUMPF laser cutters in less than 24 months. Their laser cutter evolution started with the installation of four TruLaser 5040 systems in their Shelbyville, Indiana location. Now they have three TruLaser 3040 machines in their Birmingham plant, and one in their Knoxville, Tennessee facility. Steve Holley thinks that TRUMPF machines have greatly enhanced their versatility. “Our new TRUMPF machines integrated with the TKL storage systems have been used in several ways. We use them on smaller, faster running jobs on thinner gauge material, all the way up to multiple-shift jobs on thicker material that we can run in “lights out” mode at night,” says Holley. “The functionality of TKL storage system working with the TRUMPF laser cutter allows us to run virtually any material thickness. We can cut HR (hot rolled) steel up to 0.750 inches and stainless steel up to 0.625 inches in any order, as long as we store that plate in our storage

“Naturally, having the ability to cut a wide range of metals effi ciently and accurately into an almost infi nite variety of shapes and sizes is a key element in successful metals processing.”

Three Generations of O’Neals: Kirkman, Emmet (above) and Craft (center photo).

O’Neal Steel has served the steel industry for86 years, through the Roaring Twenties, the Great Depression and countless business cycles.

LASER CUTTING

Express Vol.2/07 29

Carlo Gai, president of GAI spa, prefers to hire people who share his passion for good wine. Because it is wine that provides a comfortable livelihood for the Gai family and its approximately 160 employees. At the center of the Piedmont wine country in Northern Italy, for more than 60 years Gai has developed and produced macchine imbottigliatrici —

A Life Between Vines and Sheet Metal

“Do you like wine?” Anyone seeking employment as an engineer, technician or assembler should be ready to answer this question with an honest and heartfelt “Si” during a job interview with Carlo Gai.

machines for which the sober-sounding English translation “fi lling and labelling machines” fi ts about as well as the designation “mushroom” for a fi ne truffl e. The belle macchine engineered by Gai are mechanical artworks, thought out and designed by passionate engineers, manufactured using German technology, clad in fi rst-rate steel, and assembled in a spic-and-span plant that would pass the white glove test. For many of the world’s fi nest and most expensive wines, the pipes, tubes and valves >

ENTREPRENEURS

30 Express Vol.2/07

in a Gai machine are their last contact with the outside world before the bottles are fi lled and corked, and the labels applied. Life is good in the hilly green countryside of the Piedmont region. The region at the foot of the mountains joins economic power with artistic and gastronomic quality. It’s a setting almost tailor-made for the passionate engineer Carlo Gai. The tiny village of Barolo, less than a few miles — but many, many curves — away from the company’s headquarters, lends its name to one of the world’s noblest wines. Three hills on down the road, in the town of Bra, connoisseurs launched a “slow food” movement in the 1980s, an international campaign for culinary pleasure and common-sense understanding. Just around the corner, the white truffl es from Alba exude what is certainly the world’s most precious aroma every year in the late autumn. The Piedmont business community is also a pièce de résistance of the Italian economy. It was in Alba that confectioner Pietro Ferrero launched his sweet, chocolaty revolution and thus laid the cornerstone for one of the world’s largest makers of sweets. Grand names in fashion such as Loro Piana, Cerrutti or Miroglio have their roots in Piedmont. Turin, the region’s capital, is the birthplace and home to the Italian automobile industry. Families such as Agnelli or De Benedetti represent the industrial nobility of this remarkable area in Italy’s far northwest.

Sheet metal and vines in the genesGai is celebrating its 60th anniversary as a company. The fi rm was founded by Carlo’s father, Giacomo Gai, who died in 1999. In 1946, among Italy’s post-war scrap and tough times, there was no work to be had and the family was planning to move to Argentina. But then

the trained meccanico Giacomo Gai refl ected on his strengths: dealing with sheet metal and vines. Born in 1912, his father was a winemaker and his grandfather the village blacksmith. Already at the age of seventeen Giacomo hung out his shingle as an agricultural implements technician. During World War II he served as a mechanic in the military and built all sorts of machinery and equipment. It was during this period that, among other items, a simple bottling machine was devised. It was destined for the restaurant which his wife Elsa ran. This fi rst macchina imbottigliatrici became, after the War, the means for the family’s survival and the raw material from which today’s company developed. Today Carlo explains with a wink of the eye that his love for wine must have

A jack of (almost) all trades: The “Monobloc A” machine rinses the bottles, pumps outthe air, injects an inert gas to displace the last traces of oxygen, fi lls the wine and fi nallycorks the bottle. Another machine — naturally made by Gai, too — takes care of labeland capsule application. The top models can process as many as 10 000 bottles per hour.

ENTREPRENEURS

Express Vol.2/07 31

matured early in his youth as he moved between the shop, vineyards and restaurant. That’s a love that you might not guess upon fi rst seeing his large, wiry frame, but it’s nonetheless the driving force behind his career. He’s thoroughly convinced that good wine deserves the best possible bottling technology. In 1969 with an engineering diploma fresh in hand, Carlo Gai joined his father’s company and a few years later, together with his older brother Battista, assumed management responsibilities. With youthful style and new ideas, the brothers pursued their vision of realizing high-quality, state-of-the-art bottling machines. But in their own country these quality-packed machines didn’t quite match the tastes of the day.“At that time Italy was purely a mass producer of wine — lots of quantity,

hardly any quality,” Carlo Gai remembers, making a sour face. His high-quality machines were too complex — and too expensive — for the Italian market at that time. That’s why more than 90 percent of the machines were exported. The French and German winemakers, in particular, appreciate the fi ne technology developed by these Italian wine lovers. In return, Gai learns a lot from the winemakers. Particularly in terms of the special demands which the sweet German wines of that day placed on the bottling technology. Wines with high residual sugar content and low alcohol content spoil faster than dry wines with little sugar and a lot of alcohol. That is why bottling has to be under absolutely sterile conditions. To achieve this Gai developed a process from which the company and its customers still profi t from today. And recently >

“Our machines can’t make wine better than it is. But thesmallest bottling error can destroy a top wine. This responsibilityis the measure of quality — for us and for our suppliers.”

ENTREPRENEURS

32 Express Vol.2/07

The Gai family (r.) will do almost anything for a good drop of wine. On morethan 20 000 square meters of spotless production space its company

manufactures high-quality bottling equipment for the world’s best vineyards.

many smaller breweries have joined the clientele. Many of these so-called microbreweries produce unfi ltered, non-pasteurized beer that must also be bottled in a completely hygienic, sterile environment.

Quality as an engine for growthThe turnaround in the domestic wine market came in 1989. A methanol scandal shook the Italian vineyards to the roots and sent a wake-up call to customers between Milan and Palermo. Since that time Italian winemakers and cooperatives have shifted their emphasis from volume to value. That’s been good for Gai. As a consequence, the company has signifi cantly increased its market share and today is the Italian market leader for machines with medium fi lling capacities (up to about 3,000 bottles per hour). The export ratio, at 70 percent, nonetheless remains high. The bulk of the machinery built in Ceresole D’Alba is at work in the globe’s best vineyards — in Burgundy and Bordeaux, New Zealand, Chile and California. And at the Gai engineering offi ces and production buildings, time and progress are making their marks. Carlo Gai can certainly remember his fi rst CNC machine, which not only turned production upside down, but his cost calculations as well. At that time he passed the cost advantage along to his customers almost entirely, something which earned him no favor among the competition, but all the more among the clientele. The next revolution was launched by the fi rst TRUMPF laser, which went into operation working at Ceresole in 1995. A second joined it just a few years later. A TruLaser 5040 has already been ordered for delivery. Gai’s business is bubbling right along. But Carlo Gai still has the biggest and most diffi cult project ahead of him. His nephew Giacomo and his sons Guglielmo and Giovanni are at the starting gates and Carlo himself has actually reached retirement age. “But what am I to do? This work is my fi nest hobby,” the engineer is pleased to note as he gazes out the window over the sunny vineyards of Piedmont.

“A good wine is50 percent imagination.The rest are grapes, expertise and technology.”

Name: GAI spa, Ceresole D’Alba (Italy)

Founded: 1946

Employees: 160

Sales: 30 million euros

TRUMPF machines: TruLaser 3040, TrumaBend V 170, TrumaBend V 85,

TruLaser 3040, TruLaser 5040 with 6,000-watt laser,

LiftMaster + Stopa compact storage

Contact: www.gai-it.com

> The fi nest technology for a noble drink

ENTREPRENEURS

Express Vol.2/07 33

In beautiful Stratford, Ontario is Chrima Iron Work, Ltd., a highly successful, family-owned business that specializes in precision metal fabrication for OEMs and subcontractors representing a wide range of industries. Chrima’s roots go back to the 1950s, when company president and founder William Christian, a master machine builder in Germany, immigrated to Canada and got a job building fi re trucks – a trade he learned from his father, a builder of horse-drawn trucks before the days of the combustion engine. Before long, William bought a piece of land in Shakespeare (a town just east of Stratford) where he began pursuing his dream of running his own fabrication shop. “Actually, my father built what he intended to be a motorcycle repair shop,” explains Daniel Christian, the company’s vice president and general manager. “Almost immediately, local farmers came to him asking if he could fabricate parts and help repair their equipment. That led to more and more fabrication work. He never did get into the motorcycle business.” Incorporated in 1960 as Chrima Iron Work Ltd. (a combination of William’s last name and the word “machine”), the company soon had another family member on the payroll: William’s wife, Karin, who worked in the offi ce for the next 20 years. The Christian children, Catherine, who was born in 1962, and Dan, born four years later, would follow in their parents’ footsteps. Catherine, now a successful investment banker in Toronto, worked during summer holidays and breaks from >

Like Father, Like Son

Chrima leaders share a family spirit for adventure and fabrication.

34 Express Vol.2/07

FABRICATING

school. Dan, the company’s seventh employee, started working full-time as an 18-year-old in 1984, though he learned the business from the ground up at a much younger age. “One of my earliest memories is sitting on the tailstock of an old lathe running the clutch,” recalls Dan with a hint of nostalgia in his voice. “I was three or four at the time.” When Chrima fi rst opened its doors more than 45 years ago, William was fortunate to forge a relationship with a large Canadian-based boiler manufacturer, for which he fabricated numerous parts. (That manufacturer remains Chrima’s largest customer.) In addition, the company took on, in the words of Dan, “whatever else came along,” including stairwells and railings. As the years went by, the custom fabricating and metal processing operations grew, and Chrima built a strong customer base, particularly in construction, mining equipment and steam generation OEMs. As a result of this growth, in 1998 the Christians opened a 35,000 square-foot facility in Stratford (home to the largest

Chrima Vice President and General ManagerDan Christian holds a punched part with louvers.

Express Vol.2/07 35

FABRICATING

classical repertory theater event in North America), followed in 2005 by a 35,000 square-foot addition. The property in Shakespeare, site of the company’s fi rst shop – as well as the Christian family’s home – was sold. Today, Chrima’s 70,000 square-foot facility is “home” to 70 employees running two shifts, as well as a lights-out laser cutting operation. From here precision parts and assemblies – such as laser cut and formed cab roofs for off-road construction equipment, assembly kits for energy transfer systems, prototype hydraulic tanks, and boiler head assemblies – are fabricated for customers in Canada, the United States and Brazil. Handling the laser cutting workload are two stand-alone TRUMPF machines installed in 1996 and 1998 (now used primarily for short run job-shop activities) and two high performance TRUMPF laser cutting machines that handle the lion’s share of Chrima’s full-scale production cutting: a 5,000-watt TruLaser 5030 and a 6000-watt

TruLaser 5030, both of which of are integrated with a LiftMaster Sort, Sortmaster and a dual-tower TKL storage system for fully automated loading and unloading operations. A TRUMPF punching machine purchased in 1989 continues to be used for the forming of louvers. “The fi rst new TRUMPF machine my father bought was a nibbler he purchased in the early 1970s,” recalls Dan. “We began to buy from TRUMPF because we viewed them as the industry leader in reliable, technologically advanced fabrication equipment.” Dan adds that since installing their fi rst TRUMPF laser, Chrima operations have been completely revolutionized. “Productivity and growth have increased exponentially,” he says. “With the new cell installation we have seen at least a 100% increase in effi ciency per machine – with only half of the staffi ng needed to operate our stand-alone laser equipment. The machines are run 24 hours and, in some cases, staffed for only 18 of those hours. In addition, inventory is >

“In order to achieve these goals we evaluate our supplier base of materials, services and equipment on an ongoing basis.”

Chrima fabricates precision parts and assemblies, such as laser cut and formed cab roofs for off-road construction equipment, assembly kits for energy transfer systems, prototype hydraulic tanks, and boiler head assemblies.

36 Express Vol.2/07

FABRICATING

In April 2006, TRUMPF introduced an exciting new portable power tool – the TSC 1 – which quickly

and easily removes slag build-up from the slats that comprise the beds of laser cutting machines. Dan

Christian, vice president and general manager of Chrima Iron Work, Ltd., is glad it did. “The TRUMPF slat

cleaner has extended slat life by four or fi ve times, depending on what kinds of parts we are cutting,” he

exclaims. “We estimate that it paid for itself in less than thirty days.” Christian is impressed with the tool’s ease of

operation and its ability to clean slats while Chrima’s laser cutters are running large programs. “There is virtually no

machine downtime during the cleaning process, and we consume less capacity and material as a result of cutting fewer

slats,” he says. Until the development of the TSC 1, machine operators had to clean slats with a hammer or home-made

tools, a diffi cult and time-consuming task. With TRUMPF’s TSC 1, a standard 5-by-10 foot pallet can be cleaned in only 20

minutes. Equally important, the TSC 1 can be used on fl atbed laser machines with pallet changers of any manufacturer.

> Cleaning Up

recorded automatically, and we have enhanced operator safety due to the automated handling of new material, fi nished parts and scrap.” Chrima (the fi rst Canadian fabricator to achieve the new ISO 9001-2000 standard) is always looking to improve the quality and effi ciency of its operations through leading edge technology. They also partner with many of their OEM customers in ongoing research and development projects with the goal of increasing quality, value and effi ciency – a goal shared by TRUMPF. “We continuously strive to improve our ability to satisfy our customer’s needs and expectations,” notes Dan. “In order to achieve these goals we evaluate our supplier base of materials, services and equipment on an ongoing basis. In our opinion, TRUMPF has been

the only choice for Chrima as a supplier of advanced cutting systems.” Clearly, Dan Christian shares his father’s passion for the metal fabrication business. But that’s not all he and William, who is now semi-retired, have in common. They also share a love for fl ying – and aerobatics (much to the chagrin of Dan’s wife, Joanne). “My father has had his pilot’s license for about 40 years,” says Dan, the father of a four-year-old boy, Will, and a seven-year-old daughter, Julia. “I got my license in 1986 and built my own aerobatic biplane about ten years ago in a hanger out at the local airport. Today, we own three airplanes between us.” Dan pauses. “I guess I share my father’s adventuresome spirit.”

Parts are fabricated for customers in Canada, the United States and Brazil by Chrima’s 70 employees during two shifts and a lights-out laser cutting operation.

“I guess I share my father’s adventuresome spirit.”

Express Vol.2/07 37

Can the workplace be designed to truly motivate employees? How do you encourage communication between colleagues, yet respect their private space? And what role can architecture play, if at all, in the success of a company? These questions are posed to two people who know: architects Regine Leibinger and Frank Barkow.

Let’s start with you personally: You don’t simply design work places for others, but also yourown work areas. What is important for youin the design?Frank Barkow: Our offi ce is a classic loft, like one you might fi nd in New York or San Francisco, with daylight on both sides and large spaces in which everyone can work together — from trainees to partners. The whole space functions less like an offi ce and more like an open, creative and entirely non-hierarchical studio. A true stroke of luck. Regine Leibinger: However, here we are

separated by three fl oors that are only connected to one another by a separate stairway. Such a structure absolutely hinders communication. At some point, you stop running up two fl ights of stairs to speak directly to a colleague. Instead you send an e-mail or keep the thought to yourself, in the worst case scenario.

Spatial distance can no longer be avoided once a company exceeds a certain number of employees.Leibinger: Of course, and this is where architecture can actually make a valuable contribution. At the TRUMPF Sales and Service Center in Ditzingen, for example, we offset two building wings against one another with half a fl oor and in this way removed the conventional separation between fl oors. In turn, we connected this so-called split level through integrated fl ights of stairs into one organic entity. These connection paths create visual relationships and are meeting places. >

“Good Work is also a Resultof Good Architecture”

Regine Leibinger and Frank Barkow design

buildings in which work is done effi ciently and

is fun. The architecture fi rm Barkow Leibinger

ranks as one of the most respected in Germany.

Architects Regine Leibingerand Frank Barkow on communication, confl ictsand cactuses in the workplace.

38 Express Vol.2/07

Why is it so important for a company that its employees run into one another?Leibinger: According to a study done by the Massachusetts Institute of Technology, up to 85 percent of all innovations currently happen as a result of coincidental, unplanned communication between employees. Therefore, for the TRUMPF Sales and Service Center, we selected a very open offi ce concept conducive to all work processes, one that facilitates maximum communication, but also ensures a certain level of privacy. For example, between the desks we positioned high, sound-absorbing partitions that are no longer than 6 feet, but only 3.61 feet high. It was a major step, preceded by intensive discussions. There are always employees who are used to not being seen, and, in such a transparent structure, initially try to literally seal themselves off

from others with beverage crates and cactuses. However, such an attitude does not meet the open, communicative company philosophy of TRUMPF.

Does this illustrate the basic confl ict in offi ce planning: maximum openness and communication versus quiet and privacy?Barkow: I think so. And I could therefore imagine some kind of employee library as a contemplative counterbalance to the large, open space office plan. Because in a large space, it can be very diffi cult to concentrate — I notice that same problem in my own offi ce.

How would a motivating workstation or desk area ideally look?Barkow: It would have to be fl exible and

workable. Daylight is second to none. Also, warm tactile materials — a clean, purely functional working atmosphere is unfriendly. In addition, it is important to have balanced acoustics — this creates a feeling of intimacy even in a large offi ce space.

Does this apply to all industrial work places? And what about small businesses? Challenging architecture often costs more than a preferred functional building. Leibinger: At fi rst glance, it may cost more, but it will pay for itself in the end, even for the smallest production building. Through construction requirements — existing ones, but also through improvements — you can optimize complex processes and work sequences to operate more cost-effectively. In addition, employees always prefer to work and

DISCUSSION

Frank Barkow studied in Montana and at Harvard University.After guest professorships in the USA and in England, he currently teachesat the Stuttgarter Kunstakademie (Stuttgart Academy of the Arts).

The company’s own offi ce fl oor refl ects the conviction: It is free of communications barriers and is fi lled with light, air and openness.

“A motivating workplace has

to be fl exible and workable.

Daylight is second to none.”

Express Vol.2/07 39

DISCUSSION

work better in a motivating, communicative work environment than in a fl orescent-lit offi ce space thrown together without thought. Architecture can create greater loyalty and identifi cation with one’s company — all important requirements for corporate success. That’s why good work is also a result of good architecture. One of my father’s favorite expressions is: “If we want to invent and manufacture fi rst-class products, then we need a fi rst-class environment.”

It is often said that the “human dimension” makes a good work place. Can this claim be implemented at all in large industrial operations?Barkow: You can at least strive toward that. An important advance in standards develops,

for example, due to the fact that we try to bring together production and administration, if it’s at all possible. We try to keep both areas under one roof in a non-hierarchical layout.

Where do you like to work best when you’renot in your offi ce?Leibinger: In the Berlin city library designed by Hans Scharoun. It’s a wonderful place where you can read and relax in total peace and quiet. Otherwise at home, at the long dining room table in our Berlin apartment. There, one can work with Lego bricks, the other can paint, the third reads, and the fourth works.Barkow: In business class on long fl ights. No e-mails, no phone calls, just my sketch pad in my hand. Simply perfect.

“Four-fi fths of innovation is a

result of coincidental communication.

Architecture can promote this.”

Building with Barkow Leibinger

The Berlin agency Barkow Leibinger Architects is considered one of the most respected planning teams for industrial architecture – from individual buildings to the master plan for developing small or large production locations. Designs from the 35-employee studio include, among others, the blueprints for the TRUMPF sales center and the laser factory in Ditzingen, the master plan for the gradual expansion of the company location in Neukirch, and the production and ad-ministration building at TRUMPF’s Swiss locations. Regine Leibinger, 42, studied architecture in Berlin and at Harvard University. She is currently working with her American partner and husband Frank Barkow, 48, on a residential and commercial building, as well as two single-family homes in Berlin, an offi ce building in South Korea, the expansion of TRUMPF Inc. in Farmington, Connecticut; numerous submissions for competitions for projects in Stuttgart, Berlin and Hamburg, as well as on an exhibition of her own work in Oslo.

Still a model: the future company cafeteria for TRUMPF in Ditzingen.

Regine Leibinger knows the corporate valueof good architecture.

> For questions, please contact: Barkow Leibinger Architects Schillerstraße 94, 10625 Berlin, Germany +49(0) 30 315 712 – 0, www.barkowleibinger.com

40 Express Vol.2/07

PERSONALITIES

How did you get started making your worksof art? When I started this hobby, I was interested in using the scrap generated in the production of sheet metal parts at our company. When looking at a scrap part, I imagine colors and textures around and over it. I loved the idea of expressing myself by creating artwork; fi rst by using only scrap, and then continuing to design some fi gurative pieces. Take us inside your process a little bit. I observe and then I imagine. I am very interested in diverse cultures and architecture. During every trip I make, I fi nd some inspiration for my works of art. I calculate the possible dimensions, produce the sketch, and select the materials, metal pieces, mixed textures, silica sands and colors. Then I decide if I’m going to use wood, fabrics or metal and

if I’m going to work with acrylic paint or oil. Oil is my favorite, because it takes longer to dry and it gives me more time to work on it. I like to imagine, create and combine materials, textures and colors in order to transform them into a whole piece of art – unique and original.

Is your work all hand done? Or do you useany tools?All my art is handmade, but the metal pieces that I apply to my paintings are either punched or laser cut. What’s your favorite material to work with,and why? Steel, because when I leave it natural it is easy to combine with any color, but it could also be painted, polished and engraved. The originality of my art is that I always use a metal part – that’s my characteristic feature.

Sheet Metalas Art

CREDITS

TRUMPF Express Volume 2, 2007Magazine for Sheet Metal Processing

Published byTRUMPF Inc.Farmington, CT 06032www.us.trumpf.com

Responsible for the contentSheila LaMothe

Editor-in-chiefCatherine Flynn860-255-6112catherine.fl ynn@us.trumpf.com

Editorial staffMike GordonSusan GrohsSheila LaMotheKaren Millerpr+co. gmbh, Stuttgart

Design and productionJohn Mik, MIK Advertising

Printing and assemblyPaladin Commercial Printers LLC

AuthorsRobert DevolCatherine FlynnSusan Grohs pr+co.Todd Rosenthal

PhotographsSteve Adams PhotographyKD BuschTim Jacobs, Studio Down UnderRalf KreuelsHawkeye IndustriesThe Haynes FamilyKozy HeatCristobal León HernandezJens NeumannO’Neal Steelpr+coRice LakeGuillermo da RoncoTRUMPF ArchiveWET Design

According to sheet metal artist Elisa Zertuche, good art is a combination of originality and style. “Originality stands out and the style characterizes the artist,” explains Zertuche, whose artistic inspirations – Kandinsky Matisse, Miró and Gustav Klimt – each have a distinctive stamp of their own. Elisa’s artistic style, which she describes as abstract and a little fi gurative, will be featured in a work to be displayed at the new TRUMPF facility in Monterrey, Mexico. No stranger to the world of sheet metal, her family runs EZI Metales, a job shop in Santa Catarina.

Sheet Metal artist Elisa Zertuche

The form of an athlete is both beautiful and artistic. Muscles, ligaments and tendons form a symbiotic relationship for ultimate stability and strength. A hydraulic exercise equipment manufacturer, Fit Express understands this relationship and displays it in their laser series line of strength building equipment. With an artistic fl air and help from Hawkeye Industries, Fit Express uses TruLaser technology to manufacture their creative frames. The resulting fi tness equipment is as fl uid and unique as the athlete himself.

Precisely Cut